15. Shell Commercial Fleet
CONFIDENTIAL
15
COMMERCIAL FLEET
CUSTOMER EXPERIENCE
DEFINING SUPERIOR CUSTOMER EXPERIENCE
MARCH 2015
16. Shell Commercial Fleet
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
17. Shell Commercial Fleet
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
18. Shell Commercial Fleet
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
22. Shell Commercial Fleet
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
23. Shell Commercial Fleet
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
26. Shell Commercial Fleet
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?