UX STRAT Europe, Sarah Oey and Tim Loo, “Turning CX Strategy into CX Reality at Shell”

Tim Loo
Foolproof
Turning CX Strategy
into CX Reality at Shell
UX STRAT Amsterdam, June 2016
Sarah Oey
Shell Commercial Fleet
+

the strategist’s continuum
being
clever
making stuff
happen

being
clever
making stuff
happen
strategy frameworks
methodology & toolkit
“hard” UX skills
managing politics
creating internal advocacy
standards & guidelines
business cases
KPIs & dashboards
target operating model
change management
organisational design
compensation & incentives
programme office

Tim Loo
Foolproof
Sarah Oey
+
being clever making stuff happen

@timothyloo #uxstrat
A little bit about

Our business problem

COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI)
2013
2014
2015
2016

COMMERCIAL FLEET: THE VALUE OF CX
Detractors
Passive
Promoters
Proﬁt per customer

Let’s create a CX strategy

CONFIDENTIAL
15

COMMERCIAL FLEET
CUSTOMER EXPERIENCE

DEFINING SUPERIOR CUSTOMER EXPERIENCE
MARCH 2015

CONFIDENTIAL
16
March 2015

The evidence is clear: our Commercial Fleet customer experience,
either creates value or destroys value in terms of customer margin,
volume & tenure.

And it makes a big difference for our own satisfaction, motivation
and pride in our commercial offering.

In 2015, we need to commit to and create real change in the way
we think about and deliver customer experience
TRANSFORMING OUR CUSTOMER EXPERIENCE

CONFIDENTIAL
17
March 2015

UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
1
2
3
4
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORT
MAKE IT
HAPPEN
CUSTOMER EXPERIENCE: A DIFFERENT APPROACH

CONFIDENTIAL
CF CUSTOMER EXPERIENCE PLANNING PROCESS
18
March 2015

UNDERSTAND
THE CURRENT
STATE
§  Who are the key
people & roles in
our customer
organisations?
§  What’s the reality
for customers today
and how do they
feel?
§  Where is customer
value being created
and where is it
being destroyed by
our customer
experience?
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
§  What do we and
our customers want
our customer
experience to be?
§  What is our shared
language to
describe our
intended customer
experience as
customer outcomes?
§  How should we
communicate this to
our team and
partners?
§  Where do we need
to focus now?
§  How will we review
& realign our
priorities and
activities to create
impact where it’s
needed most?
§  What do we stop
doing to create the
right resource
allocation and
focus?
§  How will we
communicate
differently and
deliver service
solutions which
actually work better
for customers?
§  How can engage
customers in the
process?
§  What will be our
new measures of
success?
1
2
3
4
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORT
MAKE IT
HAPPEN

CONFIDENTIAL
19
March 2015

CONFIDENTIAL
20
March 2015

CONFIDENTIAL
21
March 2015

CONFIDENTIAL
ENGAGING CUSTOMERS & THE FRONTLINE
22
March 2015

UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
1
2
3
4
UNDERSTAND
THE CURRENT
STATE
UNDERSTAND
THE CURRENT
STATE
A. CUSTOMER RESEARCH
WITH PLATINUM
CUSTOMERS (2014-15)
- The Decision Maker, The
Manager, The Assistant,
The Finance Controller,
The Driver
B. CUSTOMER JOURNEY MAPPING WITH
THE FRONTLINE (FEB 2015)
C. QUANTITATIVE
ANALYSIS OF NPS,
CSI & CUSTOMER
VALUE

Hong Kong
London
Warsaw
CUSTOMER PERSONAS
CUSTOMER JOURNEY MAPS
CF NPS ANALYSIS

CONFIDENTIAL
ALIGNING & FOCUSSING THE LEADERSHIP TEAM
23
March 2015

UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
1
2
3
4
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
CFLT CUSTOMER EXPERIENCE SESSION
(6 MARCH 2015, WOKEFIELD PARK)
WALKING THROUGH THE
CUSTOMER REALITY AND THE
IMPACT ON THE CUSTOMER
AND SHELL
STARTING TO USE CUSTOMER
LANGUAGE TO DESCRIBE OUR
TARGET CUSTOMER OUTCOMES
BEING SPECIFIC ABOUT WHAT
WE NEED TO BE FOR OUR
CUSTOMERS AND OUR INITIAL
PRIORITIES
FOCUS OUR
EFFORTS
FOCUS OUR
EFFORT

CONFIDENTIAL
24
March 2015

CONFIDENTIAL
25
March 2015

CONFIDENTIAL
MAKING IT HAPPEN: OUR PRINCIPLES
26
March 2015

UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
1
2
3
4
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
CREATE
OUTCOMES (NOT
JUST OUTPUTS)
We will focus on customer
needs and actually achieving
outcomes (not just delivering
outputs). This means
engaging & testing with
customers through the
solution design process.
EXPECTATIONS +
WHAT ACTUALLY
HAPPENS
Customer experience is the
result of how well the service
experience we deliver meets
expectation. We will use
both the levers of customer
communication and service
design to achieve our
outcomes.
CONTINUOUS
IMPROVEMENT
(THE 1-3-1-3 PLAN)
We need show immediate
and continuous improvement
(customer experience is an
ongoing promise not just a
project). “What can we do in
1 month, 3 months, 1 year, 3
years?”
WHAT WILL BE DIFFERENT ABOUT OUR APPROACH?

So we had
a vision & a plan

Making it happen

5 lessons

1. KNOWING & CARING ABOUT THE CUSTOMER
Shareable, visualised insight is
critical in creating understanding &
empathy

2. MAKE COMMITMENTS & KEEP DISCIPLINED
Focus on a few things
(and stay focussed)

3. NUMBERS
Keep connecting CX & business
value

4. ENCOURAGE NEW RITUALS, HABITS & INSTINCTS
This is not a project

5. COMMUNICATE, ENGAGE & EMPOWER
Let it go, let it grow

Results so far

thank you

Tim
tim.loo@foolproof.co.uk
@timothyloo
Sarah
sarah.oey@shell.com
+

UX STRAT Europe, Sarah Oey and Tim Loo, “Turning CX Strategy into CX Reality at Shell”

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UX STRAT Europe, Sarah Oey and Tim Loo, “Turning CX Strategy into CX Reality at Shell”