voice of the customer - iscsglobal.com of... · the primary deliverable of a voc survey is a rank...
TRANSCRIPT
Organization of This
Presentation • Origins of VOC
• What is VOC?
• What does VOC deliver?
• What are the benefits of VOC?
• How is VOC done?
• When is VOC needed?
Improvement in Operating Profit from each 1% improvement in selected operating factors
for a representative* manufacturing client
0%
1%
2%
3%
Revenue G&A Material Mfg. OH Selling Ind. Lbr. Dir. Lbr.
2.90%
2.00%
1.00%
0.93% 0.76%
0.60% 0.47%
* Based on financial ratio analysis of twenty “typical” manufacturing companies. Actual client values will vary
Revenue enhancement has the greatest bottom line leverage of any improvements a client can make.
1
Supply Chain Success Begins and Ends with the Customer
Flexible Manufacturing
Strategies
Production Scheduling
Inventory Planning
Distribution Scheduling
Quick Response
Activity -Based Costing
Salesforce Planning
Network Rationalization
Integrated Micro-
Marketing
Electronic Data Interchange
Customer Service Process
Redesign
Net Landed
Cost
Palletization, Bar Coding
Vendor Managed Inventory
Flexible Fulfillment
Customer Needs, Wants, and Expectations
Voice Of The
Customer Suppliers Warehousing Delivery Inbound
Logistics
Manufacturing Transportation
Accurate, in-depth knowledge of the needs, wants and expectations that drive customer decision making is essential to achieving total customer satisfaction.
Forecasting
Total Customer
Satisfaction
Resources are not unlimited
Companies need to
prioritize their efforts
and allocate scarce
resources to concentrate
on the most important
initiatives
VOC (Voice Of the Customer)
is a proven methodology for
quickly and economically
determining, ranking and quantifying
the needs, wants, and expectations
that drive customer decision making.
VOC supplements a client’s internal market research and customer satisfaction monitoring efforts.
customer ratings of client performance, and the performance of competitors
gaps between client perceptions and those of its customers
best practice benchmarks
trends and emerging expectations
improvement suggestions
VOC also yields important additional information, including:
VOC is also effective with suppliers and within client organizations.
What Does the Client Get From a VOC Survey?
1. Ranked Customer Expectations & Metrics
2. Customer Perceptions of Performance
3. Trend Analysis
4. Supply Chain Process Flow Analysis
5. Gap Analysis - Customer Expectations Vs. Performance
6. Gap Analysis - Customer Perceptions Vs. Client Perceptions
7. Customer Quotes
The primary deliverable of a VOC survey is a rank ordered list of customer expectations and their associated metrics.
End User Expectations from Distributors Place Heavy
Emphasis on Delivery Speed and Reliability
Importance: 1=low 5=high
Delivery
Impor-
tance POOR FAIR GOOD EXCELLENT REMARKS
“Core” Order Cycle Time 5 >24 Hrs 8-24 Hrs 4-8 Hrs 2-4 Hrs Bulk of purchases
Items Order Fill Rate 5 <98% 98-99% 99-99.5% 99.5% d istributor to
On Time Delivery 5 <98% 98-99% 99-99.5% 99.5% keep in inventory
“Standard” Order Cycle Time 5 >48 Hrs 24-48 Hrs 24 Hrs <24 Hrs Stock items delivered
Items Order Fill Rate 5 <97% 97-98% 98-99% >99% from distributor inven-
On Time Delivery 5 <95% 95-97% 98-99% >99% tory or drop shipped
“Special” Order Cycle Time 3 As stated in distributor catalog. Special o rder and
Items Order Fill Rate 3 <90% 90-95% 95-97% >97% custom made items
On Time Delivery 3 <80% 80-90% 90-95% >95%
Other Factors
Cost/Price Product Price 5 Cost reduction is a
Transaction Costs 5 major driver
Product LineBreadth o f Catalog 5
Looking to sa tisfy all
requirements from
3rd Part y Purchasing 4 one source
Technology/EDIElectronic Cata logs 4
On Line
Catalog
Interactive
CD ROM
Objective = fully
automated,
Automated Ordering 5 instantaneous system
Paperless Transaction 4 throughout supply chain
Technical AssistanceDistributor Sales Force 3
Access to
Manufacturers 3
Exhibit taken from actual VOC report
Customer perceptions of client and competitor performance versus expectations provides important insights to opportunities and threats
Kimble is Perceived to Lead Corning in Relationship Related
Areas, But to Lag Corning in Performance Related Areas
Delivery
Impor-
tance POOR FAIR GOOD EXCELLENT REMARKS
To Order Cycle Time 5 Distributors compen-
Inventory Order Fill Rate 5 sation with higher
On Time Delivery 4 Kimble inventories.
Drop Order Cycle Time 5 Corning “Express”
Shipments Order Fill Rate 5 program = strength.
On Time Delivery 5
“Special” Order Cycle Time 4 Corning Manufacturing,
Orders Order Fill Rate 5 flexibility viewed
On Time Delivery 5 as superior.
Other Factors
Cost Gross Margin 5 Inventory reflects
Inventory Level 4 order cycle time
Transaction Costs 4 and fill rate.
ProductsQuality (Complaints) 4
Line Breadth 3-4 Kontes = Differentiator
New Product Dvpt 3
ServiceEDI/Systems 5
Sales Support 1-4
Marketing Support 4
Information 4
Relationships 4
Importance: 1=low 5=high
CK
C
K
C
K
K
K C
C
C
K C
K C
C KK C
CK
KC
C K
K CKC
CK
CK
CK
Consensus Ratings of Kimble and Corning CK
CK
K
K C
Exhibit taken from actual VOC report
Trend analysis is used to illustrate how customers expect their wants, needs and expectations to evolve.
Customer Performance Expectations are Becoming
More Rigorous.
•48 hr. delivery to inventory
•Inventory level 20-40 days
•80% of sku’s d rop shipped
•48-72 hr. delivery o f drop
shipments.
•95%-99% fill rates
•“Specia ls” with in 1 week
•Full EDI capabilities
•Supplier managed inventory
•Inventory level <20 days
•90%+ of sku ’s drop shipped
•24-48 hr. delivery o f drop
shipments
•99.5%+ fill rates
•“Specia ls” with in 48 hours.
•Tota lly electronic transactions
& info. exchange.
•48 hr. delivery to inventory
•Inventory level 20-40 days
•80% of sku’s d rop shipped
•48-72 hr. delivery o f drop
shipments.
•95%-99% fill rates
•“Specia ls” with in 1 week
•Full EDI capabilities
•4-10 day del. to inventory
•Inventory level 40-60 days
•60% of sku’s d rop shipped
•4-10 day delivery o f drop
shipments
•90%-95% fill rates
•“Specia ls” with in 2 weeks
•Order processing EDI
capabil ities
•4-10 day del. to inventory
•Inventory level 40-60 days
•60% of sku’s d rop shipped
•4-10 day delivery o f drop
shipments
•90%-95% fill rates
•“Specia ls” with in 2 weeks
•Order processing EDI
capabil ities
•10-20 day del. to inventory
•Inventory level 60-80 days
•10-20 day delivery of drop
shipments
•85%-90% fill rates
•“Specia ls” with in 3-4 weeks
PAST PRESENT FUTURE
MinimumRequirements
Advanced Requirements
Exhibit taken from actual VOC report
-10-
Key Trends in the Science Products Supply Process
-9-
Pick, Pack
& S hip( 2-4 hrs)
The Science Products Supply Process is Moving TowardIncreased Drop Shipments by Manufacturers with RapidResponse Supported by Electronic Data Interchange
Place
Or ders
(E DI)
Receive
Shipping
Info
Cross Dock
Enter
Shipping
InfoReceive
Restock
Pay Invoice
( EFT)
Receive
“Specials”(3-10 days)
Enter
Receiving
Info
Receive
“Basic” Items(1/2 - 1 day)
Electronic
Match
Pick Pack
S hip
(2-4 hr’s)
Recieve
Shipping
Info
Invoice
End User
(E DI)
Receive
“Standard”
Items(24-48 hrs)
Sort
Or ders
Cross Dock
Determine
Restock
Needs
Manufacture “Special”(1-5 days)
Manufacture
for Inventor y
Ship Specials( 2-4 hrs)
Pick, Pack
& Ship Restock
Sort
Or ders
Enter
Shipping
Info
Enter
Inventor y
Order
Enter
Shipping
Info
(E DI)
End User Distributor Manufacturer
“St andar d” & “Speci al”
It em s
“B asic” It em s
“S pecial ”It em s
“St andar d”It em s
• Elimination of directpurchases
• Very rapid delivery of
“basic” items
• Distributors inventory only“basic” items
• Drop shipment (crossdocking) of all other items
• “Paperless” transactions;
high level of automation
• Rapid responsethroughout the supply
chain
Exhibit taken from actual VOC report
Supply Chain Process Flow analysis can highlight critical capability and performance needs in a changing environment
WEAK FAIR GOOD EXCELLENT
Cooperation Responsiveness Sales Force Marketing Relationships IT capabilities Tech. Support
Size, Mkt . Share Line Breadth Product Quality Del. to inventory Drop Shipments “Specials” Product Prices Transaction Costs
- 12 -
Client is viewed as strong in many higher level currencies for supply chain leadership, but weaker in several basic currencies
High Level Currencies
Basic Currencies
Customer perceptions of gaps between expectations and client performance help to illustrate strengths and weaknesses.
Exhibit taken from actual VOC report
Customer and Supplier perceptions show important differences. Importance
Unimportant Somewhat Important Important
Very Important Critical
On Time Delivery
Honesty, Openness
Accuracy, High Fill Rates
Good Communication
Partnership Relationships
Quality Products, Free of Damage
Low Cost
Customers Say
client Believes
Analysis of differences between customer and client perceptions helps to correct misconceptions.
• “_______’s challenge is their operating systems. Their systems suck!”
• “Their sales force is a major strength. It is important for them to continue
to work with the whole supply chain.”
• “Their sales force is worse than useless!”
• “Their field service people are great, but we see them far too often.”
• “Their product quality is outstanding, but the best equipment on the
market can’t make use of even 1/3 of it.”
• “The separation - the different faces they present to the market - cuts their
own face. Maybe they can get away with it, but I would figure a way to
provide a united front.”
Quotes* serve to clarify and drive home customer concerns and attitudes.
* Examples taken from actual VOC reports
Hearing and heeding the Voice
Of the Customer enables clients
to focus on what is most
important to their customers,
thereby increasing revenue in
addition to reducing costs.
Customer
Requirements
and
Priorities
VOC findings help clients to prioritize improvement opportunities and allocate scarce resources.
Red
uce S
et-
up T
ime
Pla
nn
ing &
Schedu
ling
Manufa
ctu
ring
Pro
du
ctivity
Fin
ished G
oods D
istr
ibution
Invento
ry M
an
agem
ent
Supp
lier
Part
ners
hip
s
New
Pro
duct D
eve
lopm
ent
Equip
ment
De
velo
pm
ent
Org
aniz
ation In
tegra
tion
Ord
er
Mana
gem
ent
IMP
OR
TA
NC
E
SA
TIS
FA
CT
ION
“TO
-BE
” P
LA
N
IMP
RO
VE
ME
NT
FA
CT
OR
SA
LE
S P
OIN
T
AB
SO
LU
TE
WE
IGH
T
DE
MA
ND
ED
WE
IGH
T
51
6.7
11
5.2
48
2.8
98
.2
39
2.1
23
6.3
22
0.3
91
.1
26
1.2
32
5.4
18
.8%
11
.8%
19
.5%
3.3
%
8.0
%
8.6
%
14
.3%
3.5
%
17
.6%
4.2
%
Quality
Line Breadth
New Products
Drop Shipments
Speed
Completeness
Accuracy
Low Product Prices
Low Transaction Costs
Inventory Management
EDI/Systems
Sales & Marketing
Cooperation
Communication
Responsiveness
PRODUCTS
DROP SHIPMENTS
ORDER FULFILMENT
COST CONTROL
SERVICE
RELATIONSHIPS
TECHNICAL IMPORTANCE
RELATIVE TECHNICAL IMPORTANCE
CU
ST
OM
ER
RE
QU
IRE
ME
NT
S
HOW’s
WHAT’s
DIRECTION OF IMPROVEMENT
44 4 1.0 1.0 4.0 4%
3%3.01.01.0443
1 2 4 1.5 1.0 1.5 1%
10%10.01.21.6535
5 53 1.6 1.5 12.5 13%
19%18.71.52.555 2
4 4 5 1.2 1.0 5.0 5%
4%4.51.51.0443
2 4 4 1.0 1.0 2.0 2%
10%10.01.02.5524
4 3 5 1.6 1.0 6.6 7%
3%3.61.21.0553
4 4 4 1.0 1.0 4.0 4%
4%4.01.01.0444
4 4 4 1.0 1.2 4.8 5%
ROOF MATRIX WEIGHTS ARROWS
Strong Pos
Positive
Negative
Strong Neg
Strong
Medium
Weak
Maximize
Minimize
NominalX
#
9
3
1
CUSTOMERS
QFD* to prioritize effort and
allocate resources
*QFD is a feature selection tool widely used in product design and development.
Red
uce S
et-
up T
ime
Pla
nn
ing &
Schedu
ling
Manufa
ctu
ring
Pro
du
ctivity
Fin
ished G
oods D
istr
ibution
Invento
ry M
an
agem
ent
Supp
lier
Part
ners
hip
s
New
Pro
duct D
eve
lopm
ent
Equip
ment
De
velo
pm
ent
Org
aniz
ation In
tegra
tion
Ord
er
Mana
gem
ent
IMP
OR
TA
NC
E
SA
TIS
FA
CT
ION
“TO
-BE
” P
LA
N
IMP
RO
VE
ME
NT
FA
CT
OR
SA
LE
S P
OIN
T
AB
SO
LU
TE
WE
IGH
T
DE
MA
ND
ED
WE
IGH
T
51
6.7
11
5.2
48
2.8
98
.2
39
2.1
23
6.3
22
0.3
91
.1
26
1.2
32
5.4
18
.8%
11
.8%
19
.5%
3.3
%
8.0
%
8.6
%
14
.3%
3.5
%
17
.6%
4.2
%
Quality
Line Breadth
New Products
Drop Shipments
Speed
Completeness
Accuracy
Low Product Prices
Low Transaction Costs
Inventory Management
EDI/Systems
Sales & Marketing
Cooperation
Communication
Responsiveness
PRODUCTS
DROP SHIPMENTS
ORDER FULFILMENT
COST CONTROL
SERVICE
RELATIONSHIPS
TECHNICAL IMPORTANCE
RELATIVE TECHNICAL IMPORTANCE
CU
ST
OM
ER
RE
QU
IRE
ME
NT
S
HOW’s
WHAT’s
DIRECTION OF IMPROVEMENT
44 4 1.0 1.0 4.0 4%
3%3.01.01.0443
1 2 4 1.5 1.0 1.5 1%
10%10.01.21.6535
5 53 1.6 1.5 12.5 13%
19%18.71.52.555 2
4 4 5 1.2 1.0 5.0 5%
4%4.51.51.0443
2 4 4 1.0 1.0 2.0 2%
10%10.01.02.5524
4 3 5 1.6 1.0 6.6 7%
3%3.61.21.0553
4 4 4 1.0 1.0 4.0 4%
4%4.01.01.0444
4 4 4 1.0 1.2 4.8 5%
ROOF MATRIX WEIGHTS ARROWS
Strong Pos
Positive
Negative
Strong Neg
Strong
Medium
Weak
Maximize
Minimize
NominalX
#
9
3
1
Prioritization and Resource Allocation is a Five Step Process
Step 5 Determine
Weighted
Importance of
each
Opportunity
Step 1 Enter
Customer
Requirements
from VOC
Survey
Step 3 Enter
Improveme
nt
Opportuniti
es
Step 4 Estimate
Relationships
Between
Opportunities
and Customer
Requirements
Step 2
Assess Customer
Requirements
to obtain
weighting
factors
VOC frequently
identifies critical
opportunities, threats and
decision drivers that
other methods have failed
to identify.
Additional Benefit
An industrial imaging client discovered that its long standing quality improvement efforts had resulted in resolution capability in its film products that exceeded by several times the resolution capabilities of the best cameras and readers available, and had long since ceased to be a competitive advantage.
A medical equipment manufacturer discovered that while its prized field service force was universally rated “outstanding,” customers saw their field service representatives far too often because the equipment was constantly breaking down.
A chemical client who learned that many of its key customers regarded its sales force as “worse then useless,” also learned what those customers felt could be done to make the sales force valuable to them.
Some Real-life Examples From Actual VOC Surveys
A client’s customers will tell outsiders things they will not tell the client!
Customers will often tell an independent third party (who can guarantee anonymity) things they would never say to supplier people.
Outside professionals have highly developed interviewing skills that client personnel typically have neither the need nor the opportunity to develop.
Outside people are objective: they do not have the years of client/industry focused experience that often leads client personnel to interpret what they hear in ways that fit what they already “know.”
VOC is most effective when done by an
outside party
A comprehensive, in-depth, in-person VOC survey of 8 to 10 targeted
respondents should take 4 to 5 weeks to complete.
Preliminary issue identification
Target respondent identification
Target respondent notification
Interview Guide preparation
Interview scheduling
Sales force interviews
Customer Interviews
Interview documentation
Follow-up
VOC Report preparation
Week 1 Week 2 Week 0 Week 3 Week 4
Each VOC survey is tailored to the unique needs and situation of each client
There are Ten Steps in a
VOC Survey
Preliminary Issue Identification helps to insure that
important issues, concerns and perceptions are not
overlooked. • Interviews with key managers and others who have
knowledge of the client and its customers to identify their
issues, concerns and perceptions
• Literature search on the client and its market
• Conversations with knowledgeable individuals in BDO
Seidman and the industry.
Steps include:
Target Respondent Identification is done in conjunction
with client Sales and Marketing executives.
• Sample should cover all major market and customer segments.
• Target 3 to 6 completed interviews per segment, if possible
• To get 3 to 6 completed interviews it is usually necessary to identify
6 to 8 target respondents
• Identify the key person to talk to in each target customer
• Management should provide contact name, title, phone, address
and a brief synopsis for each target respondent
• Identify client sales persons to interview at this time also
Client managers who know their customers can ensure cooperation and a representative sample
Target Respondent Notification by client executives to
gain their cooperation is crucial to VOC success.
• Client management should speak to each target respondent
(Customers and client sales personnel) to secure their agreement
to be interviewed
• They should provide each target respondent with the following
information.
• The nature of the effort
• Why they are being asked to participate
• Who will be calling them
• What they can expect in terms of:
– Time commitment
– Topics to be covered
– Confidentiality
Client executives can get through to their customers and secure their participation better than anyone.
Interview Guide Preparation is an ongoing task
• A draft interview guide is prepared and reviewed with client
management before meeting with target respondents.
• Customized versions of the basic interview guide are prepared for
each major respondent group (e.g.: Sales Force, OEM Customers,
Distributors, etc.) to focus on their unique circumstances
• Interview guides are reviewed after each interview and refined to
reflect new issues, information and insights
It begins before preliminary issue identification and extends throughout the survey.
Effective Interview Scheduling is essential to insure that
respondents are prepared and will give the necessary
time. • Respondents should be phoned by the interviewer ASAP after
consenting to be interviewed.
• The interviewer should make sure they fully understand what is being
done, why, and what they should expect during the interview.
• Focus on the objective of improving service to customers.
• Assure them of total confidentiality.
• Be sure they understand the time commitment
• Accommodate their preferences.
• Interviews should be confirmed 24 hours before the scheduled time and
rescheduled as necessary
Sales Force Interviews are valuable preparation for
customer interviews and for identifying gaps in
perceptions. • Sales Force interviews should be conducted as early in the
interviewing process as possible, but after executive interviews.
• Whenever possible, the sales person responsible for a targeted
customer should be interviewed before the customer.
– Establish baseline of sales person’s perceptions
– Identify customer specific issues, if any
– Get additional customer background information
– Surface and deal with concerns and questions
Customer Interviews are the core of VOC
Surveys • If you’re going to be even a little late, call, explain, and reschedule if
necessary.
• Arrive 15 minutes early for in-person interviews; call on-the-dot for
telephone interviews
• Reconfirm that this is still a good time
– if not, reschedule, even if you’ve just flown 3 hours to get there.
• Make sure all the respondent’s questions are answered
• Ask general, open ended questions first; listen carefully
• Strive for understanding, not just information
– Probe to get at root causes and drivers of behavior
– Use feedback to verify understanding
Some useful guides for conducting customer interviews include:
• Be alert for sensitive areas and avoid them, even if it
means skipping parts of the interview guide.
• Take copious notes
• Honor time commitments
– Keep track of the time and let the respondent know when
approaching the agreed limit
– Be prepared to go longer, but only with the respondent’s
consent
• Ask for permission to follow-up by phone if necessary
• Thank respondents for their help
Always remember that respondents are doing us a BIG favor by taking their valuable time to talk to us.
Some useful guides (Continued):
Interview Documentation is a critical
task. • Hand written interview notes should be transcribed ASAP to:
– minimize misinterpretations and information loss
– incorporate unrecorded details and insights before memory of
them fades
– re-enforce learning
• Complete sentences and the respondent’s own words should be
used as much as possible to facilitate later extraction of quotes
and other report inputs.
• Use a clean copy of the interview guide to facilitate organization,
data entry and subsequent analysis
• Completed documentation should be backed up on disk so that
it is available to others
Follow up can enhance the survey’s
value. • Note major discrepancies and inconsistencies (if any) in
interview notes, and frame clear questions to get clarification.
• Phone respondent within a day or two to get clarification
– apologize for the inconvenience
– keep it short
– express thanks for the additional help
• Make any indicated changes to the interview guide
• Send a brief “thank you” letter to respondent
Report Preparation begins early and continues
throughout the survey.
• A tentative outline and format should be established as soon as
key issues have been identified.
• Tables of customer expectations should be structured to
facilitate incorporation into QFD
• Be alert for:
– differences between client perceptions and customer realities
– things others are doing that customers value
– trends; where customer expectations will be in 2 - 3 years
– “AH-HA!” insights
• Conclusions should be supported with customer quotes
wherever possible.
Indicators of a need for
VOC
Dissatisfaction with current revenue, profitability and/or market share.
Strategic and/or tactical planning uncertainties.
Uncertainty as to which improvement efforts to tackle first.
Ineffective Marketing, Sales, and/or Customer Service.
Summary VOC is a proven methodology for quickly and economically
determining, ranking and quantifying the needs, wants, and expectations that drive customer decision making.
VOC delivers in-depth insights into the factors and metrics by which customers evaluate their suppliers, and their perceptions of client and competitor performance.
Hearing and heeding the Voice Of the Customer enables manufacturers to focus on what is most important to their customers, thereby increasing revenue in addition to reducing costs.
VOC frequently identifies critical opportunities, threats and decision drivers that other methods have failed to identify.
VOC is most effective when done as a joint effort by the client and an experienced, outside specialist.
VOC is indicated whenever a client is contemplating a major change effort or facing significant business issues.