Customers

 
 

Office Customer satisfaction

Our 10/11 results showed an increase in overall satisfaction from 92 percent in 09/10 to 97 percent. This exceeded our target of 95 percent. The proportion of very satisfied customers has risen from 42 to 47 percent in the same period.

This reflects a positive shift in customers from satisfied to very satisfied. We are also encouraged to see a decline in the number of dissatisfied customers. Our analysis of the reasons for issues and what we are doing to improve customer service are outlined below.

Office Customer satisfaction

Equipment delivery and installation

For four consecutive years our survey responses have identified some areas for improvement required in equipment delivery, installation and removal of the old machine. Order fulfilment can be a complex process. It requires the delivery of the devices, their connection to the customer’s network, the installation of software, the integration of workflow, the removal of old devices and packaging for recycling, and the training of the user, with all of these causing minimal disruption for the customer. For our customers, the main area of concern is timeliness, and reducing the time between when the equipment is delivered by our logistics suppliers and installed by our technicians.

To address this issue a range of order fulfilment options are now being explored, including remote installation support, and the de-coupling of installation and training. A key contributor to the success of this changing approach is the addition of scheduling resources, ensuring our staff clearly understand and document the installation requirements before the delivery of the solution. We are pleased to see improvement programs put in place continue to have a positive impact on customer perceptions in this area.

Customer feedback:

“There was a problem with delivery of new machine and transition from the old machine.”

Our Office Customer demonstration space at the Australian Technology Park, NSW

Our 10/11 response:

  • In 10/11 we took further steps to minimise delays between delivery and installation of equipment. We increased our capacity to install devices by reducing the customer training provided during installation. This has led to an average 1.5 hour time lapse between when the device is delivered and when it is technically installed. This is a significant improvement upon the average four-hour time lapse in 09/10.
  • We have also consolidated regional deliveries in non-metropolitan areas. This has created cost and environmental efficiencies and also led to a more productive use of delivery and installation resources.

In 11/12 we will continue to improve our approach by:

  • improving the customer order information provided by sales so that delays during installation can be avoided
  • broadening logistics supplier relations so that we can increase our capacity and flexibility to respond to customer needs in a way that is also responsible to our suppliers
  • working to streamline the process and identify any further efficiencies that can be gained.

Customer administration

Analysis of the comments received highlights our customers concerns largely lie in the areas of billing, billing systems and responses to billing queries. Improvement programs to address these areas were put in place over the course of 11/12 and are beginning to be reflected in our customer survey findings.

Customer feedback:

“Only comment is the product sold is good, invoices side is not so good, needs a lot of work.”

Our 10/11 response:

  • Customer service skills training was delivered to customer administration staff in every state. This was complemented by training for our Tier 3 commercial collection officers and the introduction of a start up training/information manual.
  • Improvements were made to query workflow processes so that customer questions could be answered regarding billing and invoicing in a more timely manner. We have also made information regarding our approach to billing and invoicing readily available on our website.
  • However our plans to improve the query support system have been postponed as we go through a broader IT systems and business process review.

In 11/12 we will continue to improve our approach by:

  • improving billing accuracy by continuing the roll-out of e-metering
  • building the knowledge and professionalism of our customer administration staff and evaluating improvement programs in 11/12.
  • reviewing our business processes enterprise-wide, which will support the long-term improvement of our customer administration systems.

Office net promoter score

The net promoter score (NPS) measures how we deliver customer experiences so that we can better build long-term loyalty and customer advocacy. This provides an important lead indicator, complementing the lag indicators identified in other areas.

In 10/11 the Office Customer satisfaction survey resulted in a NPS of 38 percent, a two point increase from 09/10, and 7 percent above the target of 30 percent. This is a positive indication that the steps we are taking to resolve customer satisfaction drivers in equipment order fulfilment and customer administration are having an impact.

Office net promoter score

09/10 survey results are for March – September only.