Customer experience strategy

Fuji Xerox print centre at the University of Newcastle.


  • Gather stakeholder insights to identify issues and opportunities to take action and close the loop in a timely manner.
  • Improve systems and processes for measuring and managing the customer experience.

10/11 objectives

How did we do?

Implement new customer satisfaction assurance system.

  • This project has been delayed as we review our customer experience strategy and undertake a broader business process review.

Launch new customer satisfaction meeting format with revised KPIs.

  • Completed in 10/11.

Decentralise customer satisfaction management, measurement and reporting giving increased ownership to the core business.

  • We are still in the process of establishing a customer experience strategy, which will identify appropriate operational touch-points interfacing with our centralised approach.

Conduct a cross-divisional review of customer satisfaction targets to ensure they are meaningful and consistently aligned.

  • An initial strategy review was conducted, with further needs analysis required before recommendations can be made.

11/12 objectives

Develop a customer experience strategy based on robust needs analysis across the organisation, with a view to making specific recommendations for the consideration of the executive leadership team mid-year.

Fuji Xerox Australia has been aware of shortcomings in its current approach to listening to customers for several years. While we have invested in systems, designed surveys and regularly monitor results, our organisation is committed to developing a benchmark voice-of-customer strategy and system. With this in mind, a customer experience (CE) workshop was convened in 10/11 with key stakeholders from all divisions participating. The purpose was to discuss the future direction of our customer experience strategy.

During this workshop we compared our current CE approach to best practice using an independent industry analyst process. It was the view of all stakeholders that we were not leading or bench-mark in any of the 10 areas that characterise leading-edge voice-of-customer (VoC) programs and that further CE strategy development work needed to take place in 11/12.

We have consensus on a number of areas:

  • It was the common view that our current methods of gathering customer insights are too fragmented. This reflects an assurance finding that was made in our last sustainability report.
  • We also have explored how we decentralise customer satisfaction management, measurement and reporting giving increased ownership to the core business. We are still keen to attach more ownership for analysis and actioning of customer comments to the most appropriate operational touch-points in the business. This however doesn’t preclude a centralised methodology, to ensure that we have a high level measure of the quality of our customer relationships.
  • We agreed a common objective to gather stakeholder insights to identify issues and opportunities, take action and close the loop in a timely manner, which could apply to any of our stakeholder groups.

Best practice voice of customer (VoC) methodology

Voice of customer systems

Fuji Xerox Australia has a number of systems and processes for measuring our customers’ experience:

  • customer satisfaction assurance system
  • customer satisfaction meetings
  • customer satisfaction surveys
  • account reviews

Customer Satisfaction Assurance System

In our last report we committed to implement a new system with better classification and management of complaints and compliments for trending and analysis.

While the need for enhancements to our Customer Satisfaction Assurance System (CSAS) is still present to enable more comprehensive reporting, causal analysis and problem resolution, the project has become enveloped by a more holistic look at our customer experience strategy, together with a broad project review of our entire IS systems architecture. The opportunity to upgrade the regional Fuji Xerox voice-of-customer system for handling complaints, compliments and general customer feedback is now being examined. This will offer benefits in consistency of approach with customers, particularly those with a regional Asia Pacific presence. In the meantime our CSAS continues to handle unsolicited customer comments requiring action and existing processes and CSAS champions are focused on resolving any issues in the quickest possible time.

Customer satisfaction meetings

Conducted at branch level and with a clear escalation path and process to senior management, these monthly meetings identify outstanding issues, discuss the causes and identify actions around the issues.