This document outlines Shell Commercial Fleet's strategy to improve their customer experience (CX). It discusses:
1) Understanding the current poor state of CX through customer research and journey mapping which found CX impacts customer value.
2) Agreeing their intent to transform CX in 2015 with a leadership session defining priorities like improving expectations and outcomes.
3) Creating a CX strategy with principles like continuous improvement and making commitments through customer-engaged design.
4) Initial results showing improved customer satisfaction indexes since implementing the CX focus.
13. Shell Commercial Fleet
CONFIDENTIAL
13
COMMERCIAL FLEET
CUSTOMER EXPERIENCE
DEFINING SUPERIOR CUSTOMER EXPERIENCE
MARCH 2015
14. Shell Commercial Fleet
CONFIDENTIAL
14
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
15. Shell Commercial Fleet
CONFIDENTIAL
15
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
19. Shell Commercial Fleet
CONFIDENTIAL
ENGAGING CUSTOMERS & THE FRONTLINE
19
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
20. Shell Commercial Fleet
CONFIDENTIAL
ALIGNING & FOCUSSING THE LEADERSHIP TEAM
20
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
23. Shell Commercial Fleet
CONFIDENTIAL
MAKING IT HAPPEN: OUR PRINCIPLES
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
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?