Customer Experience

Our Customers

Customer Experience

G4-DMA, DMA-b] Aspect: Product and service labelling, [G4-PR5]

Our increased focus on improving the whole customer journey has meant that we need to measure the effectiveness of our interactions at a variety of touch points as well as gauging our customers’ overall satisfaction with our company. This resulted in the introduction of a new survey tool which enables us to be more nimble in our approach and we continue to drive improvements based on customer feedback.

In February 2015 we completed a Net Angel Result (NAR) survey. The NAR indicates the likelihood of customers recommending us to others. The score ranges from -100 percent to +100 percent, with a positive score being the higher likelihood of a recommendation. The NAR score is calculated from a survey with a scale of 0 to 10, with 10, using methodology mirroring that of the established Net Promoter Score (NPS).

An average score is also presented which is a simple mean average of the rating all customers have given us – indicating our general overall performance. NAR removes the ambivalent from the equation providing a clearer indication of how willing customers are to recommend us.

The survey returned a NAR of 8 percent and an average score of 7.5 out of 10, which equated to a slight decrease in our average mean score but an increase in the number of customers that were satisfied overall.

The feedback from the February 2015 NAR survey, Competitive Benchmark Surveys (CBS) and from our Voice of Customer complaints handling system, helped us identify main areas for business improvement, as well as the need to revise the survey process itself. As a result:

  • We implemented a monthly Post Implementation Survey (PIS) targeting customers that have recently acquired a Fuji Xerox product.
    The PIS is used to address immediate customer challenges where possible and to review on a periodic basis in respect of trends.
  • We reviewed the method with which we acquire general feedback from our existing customer base and determined that the NAR survey approach did not help us drive actionable insight and accordingly:
  • Discontinued the NAR survey after our February 2015 survey.
  • Are looking to introduce a 120 survey to gain a better picture of how satisfied our customers are after using our solutions for three months.
  • Continue the CBS on an annual basis.

Our order to cash process was identified as a material factor in the frustration of our customers and, as a result, our independent risk, assurance and internal audit team completed a deep dive review in March 2016 to identify the main sources of frustration and to determine necessary changes to minimise these where possible.

Upstream Net Angel Result (NAR)

 

Upstream NAR invitation and response rates

 

Competitive Benchmarking

Between December 2014 to January 2015 and again in December 2015 to February 2016 we completed two rounds of our annual Competitive Benchmark Survey (CBS) with office customers. The CBS is run by an independent market research company, and uses qualitative measures to compare satisfaction with brand image, sales representatives, product quality, online and hotline support, toner and drum supply, service engineers, billing and invoicing and complaint handling. It also measures and benchmarks likelihood to recommend, repurchase for Fuji Xerox customers against main competitors in each of the distinctive markets across the Asia-Pacific region.

In previous years Fuji Xerox as a brand was consistently ranked number one, the CBS trend indicates that the performance of brands in respect of customer satisfaction is converging across the region and predominantly in Australia and New Zealand. We understand that such convergence is to be expected of commoditised markets. All brands surveyed in Australia seem to have a wide gap between performance and preference scores indicating that the brands have more of a functional relationship with their customers, reinforcing the need for Fuji Xerox Australia to focus on building stronger customer relationships through the full relationship lifecycle for greater emotional connection and competitive differentiation.

 

CBS Loyalty index for Fuji Xerox Australia

Nb. CBS survey approach has changed since 13/14 report period so we are unable to report like for like data on additional loyalty criteria reported in 13/14 report.

Fuji Xerox Australia NAR invitation and response rates

Our Upstream Solutions (Upstream) business has conducted its NAR program for a number of years and runs it independently of Fuji Xerox Australia. Upstream has seen continuous improvement year-over-year.

In 14/15 the two key areas driving improvement in Upstream’s rating were service delivery and account management.

Fifty percent of responses said that good service had a positive impact on their organisation. In relation to account management, responsiveness, and prompt and professional interactions helped improve customer relationships. The survey highlighted increased focus is required in toner management and customers are seeking further account management engagement.

In 15/16, Upstream aimed to survey a balanced mix of solutions and hardware customers, with a larger focus on the mid-market. Strong lift factors were account management, customer service and their customer care team. Feedback around account management and customer service were commented upon more positively than in previous years. Poor deployment was a common theme, and became a focus in the business in 2016.

In early 2016, Upstream made the decision to change the way in which they survey customer satisfaction. A more simplified approach using an internally managed system is being taken. Upstream are now able to survey customers without having to outsource the process, in turn reducing costs. The new process integrates with the Customer Relationship Management (CRM) system, allowing deployment of the survey and automatic storing of completed responses entirely within the CRM system. With all survey information being centralised, Upstream is able to run comprehensive reports on survey progress and close the loop to make the process much more efficient. This also enables flexibility with the survey timeframe, no longer having to liaise with a third party provider.

The new system still gives visibility of customer satisfaction as a score out of 10, but NAR percentage ratings will no longer be comparable.

The first new survey in May 2016 saw a drop in overall customer satisfaction from 8.1 to 7.4, however Upstream has been addressing critical issues raised. The general themes were similar to previous year but the new survey is proving a useful tool for measuring overall customer satisfaction, but also uncovering where account management is effective or requires attention especially in enterprise accounts.

A significant focus now is on internal business process improvement based on customer feedback in the previous two surveys. A cross-department restructure project to improve the customer on boarding experience, is already seeing significant improvements to deployment and delivery processes and receiving early positive feedback from customers.

Customer Experience

Upstream Net Angel Result (NAR)

 

Upstream NAR invitation and response rates

 

Competitive Benchmarking

Between December 2014 to January 2015 and again in December 2015 to February 2016 we completed two rounds of our annual Competitive Benchmark Survey (CBS) with office customers. The CBS is run by an independent market research company, and uses qualitative measures to compare satisfaction with brand image, sales representatives, product quality, online and hotline support, toner and drum supply, service engineers, billing and invoicing and complaint handling. It also measures and benchmarks likelihood to recommend, repurchase for Fuji Xerox customers against main competitors in each of the distinctive markets across the Asia-Pacific region.

In previous years Fuji Xerox as a brand was consistently ranked number one, the CBS trend indicates that the performance of brands in respect of customer satisfaction is converging across the region and predominantly in Australia and New Zealand. We understand that such convergence is to be expected of commoditised markets. All brands surveyed in Australia seem to have a wide gap between performance and preference scores indicating that the brands have more of a functional relationship with their customers, reinforcing the need for Fuji Xerox Australia to focus on building stronger customer relationships through the full relationship lifecycle for greater emotional connection and competitive differentiation.

 

CBS Loyalty index for Fuji Xerox Australia

Nb. CBS survey approach has changed since 13/14 report period so we are unable to report like for like data on additional loyalty criteria reported in 13/14 report.

Customer Experience

Customer satisfaction outlook
Formally listen and respond to customers’ feedback and improve customer loyalty and advocacy in all market segments to be a partner of choice.
14/15 objectives How did we do?
Complete current state analysis of customer centricity program.

Met -The program continues to be embedded across the organisations with various functions taking the initiative to analyse and improve customer experience and use the results of our touch point surveys to make meaningful changes.

The learning and development team are also introducing formal training to all customer facing staff, starting with our managed services operations in October 2015.

Executive agreement of roadmap for customer centricity. Met -The roadmap was developed and many of the activities recommended have commenced.
Achieve 20 percent-plus Net Angel Result for Fuji Xerox Australia.

Not Met -We did not meet the NAR target. The survey returned an NAR of 8 percent and an average score of 7.5, which equated to a slight decrease in our average mean score but an increase in the number of customers that were satisfied overall.

Results of the post implementation surveys are helping us to address immediate customer challenges where possible and to review trends on a periodic basis.

Achieve 25 percent-plus Net Angel Result for Upstream. Met -We achieved a net angel result of 28 and overall customer ranking of 8.1 out of 10
Achieve 70 percent customer loyalty rating in competitive benchmark survey. Not Met -We achieved 68%, however the result is not directly comparable to previous years as the methodology adopted by the survey vendor was changed.
15/16 objectives How did we do?
Achieve 70 percent customer loyalty rating in competitive benchmark survey1 Not Met -We achieved 51% but are focused on improving the customer experience through critical touch points.
Fuji Xerox Australia to undertake an independent review of a material area of concern in respect of customer satisfaction to give us an actionable improvement plan. Met -We undertook a customer satisfaction billing and invoicing deep dive review which resulted in a number of recommendations for improvement. Recommendations are being implemented, with an aim for completion by 30 June, 2017.
Upstream goal to achieve an overall rating of 7.9 or above and survey a better mix of solutions and hardware customers Met –Achieved 8.1 and of the customers surveyed, 37 percent were solutions customers.
16/17 objectives
Seek to adopt a program view to customer satisfaction as a core value of the company.
Achieve above 90% satisfaction in our post implementation survey.
Implement survey of Fuji Xerox Australia customers that have been with us for more than 12 months.
Improve complaint resolution times and ensure customers are satisfied with the resolution.
Improve our overall satisfaction, likelihood to choose again and likelihood to recommend measures from prior year CBS
Upstream to achieve a rating of 8 or above.
Upstream to implement an improved internal process to better manage customer deployment.
1As Fuji Xerox Australia was reviewing its survey approach in 15/16, it maintained its targets from the 14/15 year.