The experience is the service

PROCESS IMPROVEMENT CONSULTING

welcome

it’s a
GREAT DAY
Process Improvement Consulting

Hubert N. Eke
0809-637-4244
0810-679-1422
5neke@msn.com
huberteke@picnigeria.com
njideka_cdp@yahoo.com
BB: 23ae1de1
Twitter:@huberteke; @njideeke
www.picnigeria.com


LEADING BANKING
SERVICES FOR
GREATER
CUSTOMER
EXPERIENCE

Module 1
Learning Objectives – 1hr

After completing this module, you should be able to:

• Restate the bank’s vision, mission & strategy

• Define the new supervision paradigms at touch points

• Understand how an aligned life contributes to strategic alignment in delivering great
service

• Redesign the daily schedule of service leaders

• Understand how to institute ideas generation and execution culture


WHY TRANSFORM?
WHY DOES YOUR BANK
NEED TO BE FIRST IN
SERVICE?

Process Improvement Consulting©

WHO IS THE CUSTOMER

My customer is

anyone who isn't me.
Process Improvement Consulting© 2009

MANAGING BANKING SERVICES
(customer experience)

This presentation lays out an experience-centric approach to fostering and creating
loyalty by systematically impressing your customers again and again. The Long
Wow challenges creators of customer experiences to plan across channels, time,
and disciplines to identify a progression of seduceable and memorable moments


IT ALL STARTS
WITH HAVING

A vision…

YOUR
VISION
RESTATED


Understanding The Vision

A clear mental picture of a
preferable future

A picture of a better, greater,
more progressive and
prosperous tomorrow’

A vision by definition and in
practice invariably changes the
status quo. In other words, if
the status quo is unchanged, it
is not a vision

Understanding The Vision
Ever been a customer?

Clinic

Gas station

Dry cleaner

Why do people do what they do?

What do you consider when you make
important decisions? Shop, live, jobs, cars,

– FACTS

– FEELINGS (emotions & instincts)


picture a
desirable

future
Click me

vision…

Where there is no vision, the people perish
(Proverbs 29:18)

Where there are no people, the vision perishes

the power of visions

What does your
company vision
mean to you now?

How does your job
function fit into this
vision?



The Four Elements of Customer Satisfaction

i. Perfect Product/service
ii. Caring Delivery
iii. Timeliness
iv. Effective Problem Resolution Process



The Four Elements of Customer Satisfaction

Delivered by Caring People. Your product
requires caring, friendly people to deliver it


YOU ARE IMPORTANT

Science proves that

UNIQUE

SPECIAL

Nobody else on earth has your DNA

Nobody else on earth has your iris

Nobody else has his finger print

MISSION

WHAT DO YOUR MISSION CARRIERS
DO?
LOOK LIKE?
ACT LIKE?
BEHAVE?
TALK LIKE?

HOW ABOUT THEIR LEADERS?
WHAT IS THEIR DAILY SCHEDULE LIKE?


1. THEY CARRY THE VISION & MISSION

o UNDERSTAND THE VISION/MISSION
o INTERNALISE THEM
o DEVELOP ALIGNED BEHAVIOUR
o CREATE VALUE
o LEAD OTHERS TO CARRY THE VISION/MISSION


2. THEY HAVE ALIGNED LIFE

TO ALIGN WITH THE STRATEGIC VISION/MISSION, WE
MUST HAVE AN ALIGNED LIFE


MISALIGNED LIFE

GRUMPY PEOPLE IN BEST JOBS
Unhappy people in great jobs
Complaining
Excusy
Lack of knowledge
Indifferent

A LIFE WITH LITTLE/NO ALIGNMENT

Little or No
Feedback

The larger society, Job,
Me Family, needs, wants

Undesired
self outcomes

I

Think about the outcome at work.
Process Improvement Consulting© 2012 DISCUSS

SELF ALIGNMENT

GRATEFUL PEOPLE IN BEST JOBS

Super Service - serving
yourself a great life .


Alignment
passion for LIFE

Alignment
passion for

family

Alignment
passion for

career

Alignment
passion for

customer


SYNDICATE CASE STUDY

The Hotel Engineer – purpose Vs. Function


Click me
ALIGNED LIFE & PERSONALITY

Nature and things tend to Align, Feedback for
Improvement
you are in alignment with self

Feedback Feedback Good
God

Out
People

come
Feedback
People

Think about the outcome at work.
Process Improvement Consulting© 2012 DISCUSS

Daily schedule
The secret of successful people is clearly seen
in their daily schedule

3. THEY HAVE A SERVICED-BASED DAILY
SCHEDULE


Daily schedule
Service

provider

SELF ALIGNMENT

Marty’s story case study

SYNDICATE GROUPS - GIVE OUT CASE STUDY NOW


SELF ALIGNMENT

1. WHY WAS MARTY AT HIS BEST AT
THIS SEEMING COMMON JOB?
2. WHY WAS HE DIFFERENT FROM HIS
OTHER COLLEAGUES?

3. WRITE DOWN NAMES OF YOUR
BRANCH STAFF THAT NEED TO BE LIKE
MARTY. WHY DO YOU SAY SO?

4. LIST ALL THE THINGS AROUND
MARTY THAT COULD HAVE MADE
SERVING THE CUSTOMERS A
FRUSTRATING EXPERIENCE?

5. WHAT WILL YOU DO TO HELP THEM
THIS QTR?


SELF ALIGNMENT
LESSONS FROM MARTY
 Marty could have spent 20 years being miserable and thinking he didn't get
paid to serve high-fives.
 Put yourself in the shoes of your customer.
 The customer is a human being, a person with a rent to pay, kids to feed, a
spouse, a mother, a father. A person with feelings just like you.
 Marty could choose to think that his job is about working with a bunch of
noisy, four-wheeled pollutants, that the line of cars coming toward him is just a
never-ending machine.
 He chooses to focus on the people within the cars; they are his customers.
 He recognizes their frustrations with the tollbooth: They have to pay money to
slow down!
 Marty has worked out that the best way to serve his customers is to make it
worthwhile for them to slow down even look forward to going through.
 His business proposition is that 40 cents is a small price to pay for the feel-good
attitude he gives out.
 If you could talk with Marty, you would feel his self-worth. He's taken a job and
upgraded it.
 He likes it and the customers like it. It's a win-win situation.


CLICK ME
4. THEY CHANGE PARADIGMS

o GET EVERYBODY FOCUSING ON THE MISSION
AND LIVING IT OUT DAILY
o DAILY STAND-UP ONE ITEM-AGENDA MEETINGS


MANAGING FOR SERVICE
PARADIGMS
o SERVICE IS THE NEW STANDARD BY WHICH CUSTOMERS JUDGE PERFORMANCE
o THE ONLY JOB SECURITY IS SATISFIED CUSTOERS

o GENERATE IDEAS FOR IMPROVING SERVICE BOUNDARY-LESSLY
o LOOK EVERYWHERE EVERYDAY FOR A BETTER WAY
o OUT THINK, OUT EXECUTE DAY IN DAY OUT
o SPEND 205 OF YOUR TIME INTERACTING WITH CUSTOMERS
o SPEND 50% OR ORE OF YOUR TIME ON PEOPLE ISSUES


The new business of Paradigms - movie


NEW PARADIGM MOVIE SYNDICATE WORK

1. List all old service delivery leadership paradigms

2. List all new service delivery leadership paradigms required to deliver

the mission


LIST ALL THAT MAKES SERVING THE CUSTOMER A
FRUSTRATING EXPERIENCE SOMETIMES?


Getting improvement ideas from people

 Harness the
wisdom and
motivation of first-
line employees

 Drive
improvements in
your branch
Active supervision and management support
and encouragement with regard to improvement
suggestions made on the shopfloor is critical for
the success.

Goals

For:

 To realise business objectives

 Continuous improvement

 Innovation

 “Two heads (thinking about a problem or
improvement) are better than one”

 Motivation (people are involved and their
ideas are listened to)

Importance of Supervision and Team Activity

“In world class companies 80% of the workforce is
involved in problem solving groups“

Cardiff Business School

Improvement Ideas

Get ideas
Record
ideas

Evaluate
Give
ideas
recognition/
reward

Provide support
for implementing
Measure ideas
impact of ideas

Promoting Suggestions and Ideas
Weekly Service themes

Respond
Ask constantly quickly to
“What makes your work suggestions
difficult and how can we and ideas
make it easier?” Observe
work and suggest
ways to make it
easier
Listen very Avoid criticism
carefully Provide of ideas – build
implementation on them
means and
support

Idea Generator

Problem Problem Improvement Improvement
Cards Cards Cards Cards

Idea Generator

Other things: Topic: Topic: Topic:

Idea Generator
Employees Solve Problems Systematically Leaders Solve Difficult Problems
Our Idea Generator

Process Application
 Monday : Introduction  Used in office and production
 Tuesday : Brainstorming „Our  More than 1000 improvements
Problems“ generated per year
 Wednesday : Brainstorming „Our  Motivation through ownership
Improvement-Ideas“  Investigate reward system for
 Thursday : Allocate responsibility results
 Friday : Put difficult cards at
back and move mobile
to next group in same
department

5. They understand how to link Vision & Strategy to Personal
Objectives

VISION
What we want to be

STRATEGY
Our game plan

SCORECARD
Translate, Focus and Align
TRANSFORMATION OBJECTIVES
What we must improve
PERSONAL OBJECTIVES
What I need to do

STRATEGIC OUTCOMES

Satisfied Delighted Efficient and Effective Motivated & Prepared
SHAREHOLDERS CUSTOMERS PROCESSES WORKFORCE


6. THEY GIVE NOT TAKE
Click me

o They show others how to serve
o They prove that when I serve, we both win


PEOPLE ATTITUDE
SERVICE NOT A PRIORITY AT THIS LEVEL
SERVICE AUDITS
ASK EMPLOYEES WHAT CUSTOMERS THINK ANS ARE SAYING
TEACH EMPLOYEES AT DAILY MEETINGS
SOLVE THEIR SOLVABLE PROBLEMS


PEOPLE ATTITUDE
i. FRIENDLINESS…A HELPFUL SMILE AT EVERY TOUCH POINT
i. EYE CONTACT
ii. SMILE, WELCOME & EXIT GREETIN
iii. USE CUSTOMER NAME IF KNOWM
iv. ANSWER QUESTIONS 7 OBTAIN ANSWERS QUICKLY
v. HURRY
vi. TALK & ACT IN AN ETHUSIASTIC SINCERE PERSONAL WAY
vii. GIVE THE CUSTOMER TOTAL ATTENTION – NEVER ACT
IMPATIENTLY AS IF YOU WANT CUSTOMER TO GO
viii. SPEAK IN A FRIENDLY MANNER. MAKE FRIENDLY COMMENTS
ix. OFFER UNSOLICITED HELP
x. MAKE POSITIVE PARTING COMMENTS

7. THEY FOCUS ON MANAGING TOUCH POINTS &
TRAINING OTHERS TO DO SAME
Click me

o NO. OF EMPLOYEES ONE CUSTOMER
INTERACTS WITH IN ONE VISIT = 5?
o HOW MANY CUSTOMERS GO THROUGH
YOUR BRANCH DAILY = 1000?
o MOMENTS OF TRUTHS = 5000 DAILY!!!


8. THEY FOCUS ON IDENTIFYING & ELIMINATING WASTE

Eliminating Waste

Anything not value adding is waste (muda).

Objectives

 Explain the importance of eliminating waste

 Understand and be able to identify wasteful human
activities in the branch

 Benchmark your company against world-class
practices relating to elimination of wasteful human
activities

 Train your people to recognize, measure and
eliminate wasteful human activities

Essential Message

 The essence of this idea is that a positive
attitude towards the identification and
elimination of waste be created on the shop
floor. The methodology entails a bottom-up
participative approach recognizing
eliminating material human activities as
improvement opportunities

Philosophy

Anything that does not add value is waste (Muda)

In other words, anything that a customer pays for
but which does not add value to the product
bought, is waste

CLICK ME Philosophy

The Seven Wastes
SEVEN WASTES EXAMPLES OF WASTE
Waiting by the entrance door
Waiting Time Waiting inside the banking hall, waiting for documents to be photocopied
Waiting in line for the ATM
Processes too far apart
Motion
Going to photocopy elsewhere

Over Production Call over arrears in branches

Too many forms to be filled out
Processing Defective / poorly maintained equipment – running at lower speed

Reworking already done work
Defects
Errors on statements
Carrying files from place to place
Transportation
Things moved too many times and too far
Wasted space
Inventory
Obsolete items

Philosophy

Waiting and Motion Waste (two of the 7 wastes)

Too many
Multiple
phone
handling
calls

Walking to
Searching
next machine
Wastefull
human
activity
Waiting for Unfocused
material meetings

Watching / Waiting at
monitoring breakdowns

Learning Application

 List the types of wastes (muda) present in your
branch.

 Classify it into different categories (also value adding
and non-value adding) and make an estimation of the
percentage of time spent on each category.

 Present the results indicating the 3 biggest
opportunities for reducing / eliminating waste.

Work Sampling

Route of Work Sampling

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10. They maintain discipline

Workplace Discipline

Requirements to make the workplace
more effective

Objectives

 Explain the importance of time control and
commitment

 Train and motivate your team

 Develop an action plan to implement

Essential Message

 the creation of a positive work
atmosphere

 good work order

 a high level of commitment in the
workplace

 self discipline

Value Adding Work Habits - 4D

Discipline

Dedication

Determination

Desire

Morning Meeting

Sample Agenda for Morning Meeting

 Particular problems that have arisen,
Agenda their solution or planned action to
1. What did resolve them
customers say  Achievements of team members
yesterday
about service?  Social events, birthdays, weddings,
births, etc.

MY NAME IS YOUR POTENTIAL
I AM ALL THAT YOU CAN BE, BUT HAVE NOT YET BECOME.

I AM ALL THAT YOU CAN DO, BUT HAVE NOT YET DONE.

I WAS BORN THE DAY YOU WERE BORN, BUT YOU DID NOT KNOW

ME. RATHER, YOU’VE ALWAYS KNOWN MY TWIN BROTHER. HIS

NAME IS “YOUR LIMITATION”, AND HOW I HATE HIM SO


HE SAYS YOU CANNOT DO ALL THAT I KNOW YOU CAN DO. HE

SAYS YOU CANNOT BE ALL THAT I KNOW YOU CAN BE. BUT IF

YOU ONLY PUT THE LIGHT ON ME, YOU WILL FIND THAT YOUR

LIMITATION IS ONLY MY SHADOW; AND THE BRIGHTER THE

LIGHT YOU PLACE ON ME, THE FASTER HE DISAPPEARS.


AND IF YOU’LL PERMIT ME TO INTRODUCE MYSELF, MY NAME IS YOUR

POTENTIAL; AND WITH ME IS ALL THE SUCCESS AND GREATNESS YOU’VE

ALWAYS DREAMT OF.

MY MISSION IS TO ENSURE THAT YOU BECOME ALL YOU WERE MEANT TO

BE, TO ASSIST YOU DO ALL THAT YOU WERE CREATED TO DO, SO THAT YOU

CAN HAVE EVERYTHING YOU WERE DESIGNED TO HAVE.


AND IF YOU LET ME SHINE THROUGH,

THE 1ST BANK WORLD WILL SOON DISCOVER

THE TRUE YOU

POTENTIAL- LIMITATION =
CURRENT PERFORMANCE



MODULE 2

Leading service delivery in the branch
or from touch points


MODULE 2
Learning Objectives – 1hr

After completing this module, you should be able to:

 Design services that create positive customer experience

 Understand how to do service blue printing

 Understand the elements and psychology of waiting

 Understand the principles of service redesign

 Understand in a deeper sense the role of people as solutions providers

 Understand how to transform current groups into an aligned high performing team

 Understand how to engage the customer in service or transaction encounters

 Define customer service and describe its contributions to first bank’s success.

 Understand the relationship between service and experience

 Explain what customer experience is and know how to map his journey to and through the
touch points


CUSTOMER EXPERIENCE

User Experience is the Perceived sum of All
interactions, both positive and negative, that a
customer / user has with a product or service (brand).

To ensure a (mostly) positive outcome, the experience must be crafted
strategically and with intent.


Customer experiences-are all about people


An experience is a

memorable
event -

An experience is a

MAagIc
Moment -

Misery
Moments -
unthought-of



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Process Improvement
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Consulting


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Process Improvement HARLEY DAVISON
Consulting


CLICK ME

Make YOUR BRANCH
THE ONLY BANK
in the Area


Concept of Customer
Traditional Mindset About the Customer
TWO VIEWS:
i. The view of Managing the customer's experience vs.
ii. The view of Doing things

• Things are easier to deal with than humans as they are predictable,
replaceable, and controllable:

• Processing the customer

• Transaction processing

Concept of Customer

The "doing things" mindset views the customer as a nuisance.

There exists a powerful tendency in many organizations to mechanize,

Depersonalize and dehumanize the service delivery process.

There is little patience with customers‘ quirks, peculiarities, variability

And their need for uniqueness.

Concept of Customer

• Tendency to focus attention on "what we do" rather than on the
customer who benefits from "what we do”

• BIGGEST PROBLEM IN SERVICE INDUSTRY: Loss of focus on the
customer as a "human being"

• Objectives should be to "customerize" our services and aim for zero
"defections"

The Service Structure

Creating a Service Strategy Through Customer Research

CUSTOMER

SERVICE ENCOUNTER SYSTEMS
(MOMENTS OF TRUTH)
DEFINE DIRECT CONTACT WITH CUSTOMERS

SERVICE DELIVERY SYSTEMS
(PROCESSES AND SUPPORT SYSTEMS)
DELIVER THE SERVICE

SERVICE PACKAGE
(PRODUCTS, SERVICES, EXPERIENCES OFFERED)
DEFINE THE ORDER

SERVICE STRATEGY
(VISION, MISSION & VALUES)
DEFINE THE BUSINESS

Creating a Service Strategy Through Customer
Research
• We must learn what factors the customer values most of all and discover any
unexploited opportunities to add value to the experience
• A hierarchy of customer value exists with four levels:

• Basic - The absolutely essential attributes of the experience
• Expected - The associated attributes of the experience that the customer has come
to take for granted as part of general business practices

• Desired - Attributes the customer doesn't necessarily expect, but knows about and
appreciates if the experience includes them

• Unanticipated - "Surprise" attributes that add value for the customers beyond
typical desires or expectations
• You have to perform well on the basic and expected levels just to stay in the game

Defining the Service Package
There are seven critical components for a "general" customer service package.
Environmental - The physical setting in which the customer experiences the product or
service

• Aesthetic - the direct sensory experience, if any, that the customer encounters

• Interpersonal - The interactions the customer has with employees. This dimension
includes timeliness, courtesy, helpfulness, and apparent competence at handling
certain tasks

• Procedural - The procedures you ask the customer to go through in doing business
with you. This may include waiting, explaining, filling out forms, and being subjected
to other manipulations or treatments

• Informational - The aspects of the customer experience that involve getting the
information needed to function as a customer

Defining the Service Package
• Deliverable - Anything the customer physically takes custody of during the
service experience, even if only temporarily

• Financial - What and how the customer pays for the total experience

• To distinguish yourself, you must reliably and consistently offer something
extra, an added value, to distinguish your style of doing business and attract
business away from your competitors

• Preplanned

• Spontaneous

MANAGING TOUCH POINTS

o NO. OF EMPLOYEES ONE CUSTOMER
INTERACTS WITH IN ONE VISIT = 5?
o HOW MANY CUSTOMERS GO THROUGH
YOUR BRANCH DAILY = 1000?
o MOMENTS OF TRUTHS = 5000 DAILY!!!


Service Delivery is along the value chain
THE BRANCH CUSTOMER JOURNEY MAP
PARKING LOT
ATMs
SECURITY MEN ENCOUNTERS
SECURITY DOOR ENCOUNTER
INTERIOR AESTHETICS
QUEUING AND WAITING
FIRST IMPRESIONS
THE ENCOUNTER WITH PROVIDER
SERVICE REVIEW AND DISCUSSIONS
CUSTOMER EXPERIENCE
EXIT

Service Delivery Quality Priorities
• Speed - How time-critical is this?

• Personal Touch - How important is it to manage the customer's state of mind?

• Accuracy - How important is precision, conformance to specs, information clarity, and
error prevention?

• Cooperation - How important is it to dovetail with another person's task or with what
the customer is doing?

• Efficiency - How important is it to minimize the resource cost involved?

The sequence of priorities change depending on the process. These can be used to evaluate
the performance of a task or process.

Consolidated customer emotions- an evaluation


Customer Experience Mapping


Understanding Customers Emotional Journey

Using Moment Mapping®

+
Exceeding
emotional
expectations CP
CP
+
Enter EC Commit to EC Leave
Agreed Finalize
The Welcome Wait Discuss Wait The
Product Transaction
Bank EC Needs
or Service
CP Bank

Failing EC
emotional CP
_
expectations
Emotional Events
EC - Emotional Cookie

CP - Combustion Point


Creating experiences along the service
value chain
Parking ATMs Security Door Aesthetics Waiting Order Audio/vide Directio Provider Objection Exit
o n

+
*

* *

* *
- * * * * *

*


Creating experiences along the service
value chain
Parking ATMs Security Door Aesthetics Waiting Order Audio/vide Directio Provider Objection Exit
o n

+

* *

-
*



Language Engineering
Every. Word. Counts.

HOW DO YOUR PEOPLE COMMUNICATE WITH
CUSTOMERS?

Marketing campaigns language Vs. service provider conversations face-to-
face with customers.

CLICK ME



i. Employees use words when having
conversations face-to-face with customers.

ii. Customers generally get their make-or-break
day to day impressions of your company from
these encounters.

iii. And those are the impressions they spread to
others.


Process Consulting©


o Establish a Consistent Style of Speech at your
branches.
o Create a brand-appropriate style of speaking
with customers at the branches.
o Achieve a consistent style of service speech.




o Social engineering: Systematic training of
employees.

o Your people are speaking with customers
today, much the way they speak in their own
homes.

o You have to train them in a different language
style.


Process Consulting©

Study the language that works best with your own customers,
and identify harmful phrases that should be avoided

Bad: ‘‘You owe . . .’’
Good: ‘‘Our records show a balance of . . .’’
Bad: ‘‘You need to . . .’’ (This makes some customers think:
‘‘I don’t need to do jack, buddy—I’m your customer!’’)
Good: ‘‘We find it usually works best when . . .’’


thank
you

The experience is the service

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