Customers

 
 

Global Services customer satisfaction

In addition to our standardised online survey, 10/11 has seen the introduction of our Key Contact Survey process that comprises a formally scheduled meeting with our customer’s key stakeholders.

The interview is conducted by our senior operations management personnel and structured questions are posed in an interview format that provides an opportunity for customers to express how effectively Global Services is delivering value in line with their expectations. In this past year, the number of end users surveyed across our customer sites was 4,179 across more than 55 different customers.

Finally, an important development in 10/11 was goal alignment, with the operations management team all having 50% of their variable pay plan measured on the improvement in customer experience. We believe this is a vital improvement that ensures all employees focus on delivering ongoing value to our customers.

Office Services customer satisfaction

In 10/11 we improved our ‘very satisfied’ metric by 5 percentage points to 40%. This was a strong result based on improved collaboration, educating employees about our standardised delivery frameworks and proactive supplier management of our onsite DocuCare employees.

Customer feedback:

“As a company with a significant ability to influence paper consumption, it would be great if you could strongly encourage customers, especially universities, to set the default print to double sided.”

In 11/12, our planned improvements include:

  • technology platform investment to further promote real-time collaboration supporting continuous improvement
  • capability development of our management team to build analytical skill to support greater proactive business advisory focus
  • structural realignment to provide stronger teamwork in providing ongoing Office Services to our customer base.
Xerox Office Services customer satisfaction

Our head office Global Services onsite team.

Print Services customer satisfaction

In 10/11 maintained our ‘very satisfied’ performance of 68% as measured within our end user survey. We have observed that while our results continue at very high levels, our challenge to increase our value add to our customers in a dynamically changing environment is paramount. It is in this context we believe we must develop greater efficiencies and broader printing-based solutions to complement our strong current offerings. Enhancements to our online workflow solution and the standardisation of performance measurement and reporting frameworks remain examples of such key improvements.

Customer feedback:

“I am very satisfied with Print Services overall and feel very few changes need to be made. Maybe the speed of delivery but that is a minor thing.”

Our planned 11/12 improvements involve:

  • investment in operational program management resources to build Print Services capabilities and standard practices
  • technology platform investment to further promote real time collaboration supporting continuous improvement
  • capability development of our management team to build analytical skill to support greater proactive business advisory focus
  • provision of specific user-based campaigns to build awareness of service offerings.
Print Services customer satisfaction

Creative Services customer satisfaction

In 10/11 we were able to complete end user surveys over a much smaller sample size than the previous year and while we achieved 80% percent ‘very satisfied’, it remains important to ensure that end users are fairly represented. Much effort has been focused on defining our standard operational delivery model for the provision of Creative Services and we have now established a community of practice to enable shared learning of creative ideas which is beginning to have an impact on our ‘very satisfied’ results.

Our planned 2011/12 improvements involve:

  • technology platform investment to further promote real time collaboration supporting continuous improvement
  • capability development of our management team to build analytical skill to support greater proactive business advisory focus
  • provision of specific user-based campaigns to build awareness of service offerings.
Creative Services customer satisfaction

Mail Services customer satisfaction

In 10/11 we maintained our ‘very satisfied’ performance of 51%. Our challenge is to continue to consult with customers on innovative ways to enhance the distribution of key documents within and outside of their organisations. Increased focus on this key area will be required to build upon the sound service delivery achieved to date.

Our planned 2011/12 improvements involve:

  • developing new linkages with our technologies to provide scanning solutions for mail service requirements
  • capability development of our management team to build analytical skill to support greater proactive business advisory focus
  • identification of specific continuous improvement initiatives to focus our Professional Services effort on existing customers.
Mail services customer satisfaction

Business Process Services customer satisfaction

In 10/11 our Business Process Services (BPS) customers were surveyed for their satisfaction with a revised methodology.* To understand overall satisfaction BPS customers are surveyed at three levels within their organisations with each level weighted for contribution to an overall satisfaction score.

Customer feedback in 10/11 was very positive with the majority of BPS customers responding that they are ‘satisfied’ or ‘very satisfied’ with the service they are receiving. They feel Fuji Xerox understands their business needs and objectives and they are satisfied with our operational performance and account management. This was demonstrated to customers through our attention to maintaining Service Level Agreements, having a single point of contact for all operational issues, being proactive and responding quickly when problems are encountered and demonstrating willingness to go the extra mile.

The Net Promoter questioning provided the most beneficial feedback as it helped to identify the main issues customers have with our service.

The responses to the question ‘what are the key improvements you would like FXGS make in order for you to give a rating closer to ten’ were:

  • Continual innovation to assist the customer operationally
  • An improvement in the quality of incident reporting
  • Consistency in the level of service operationally
  • Providing more information about current innovations and other services FX can provide
  • Pricing including cost of change requests
  • Meeting of timelines when implementing both the initial service and change requests

To address previous customer feedback around continuous improvement, in 10/11 BPS launched the ‘iQuality’ program. This program provides a simple process to raise, capture and prioritise continuous improvement suggestions from both service delivery and the customer with a view to improving the overall customer experience.

The implementation of the program has been successful and the program will be rolled out into other parts of the Global Services business in 11/12.

To address customer feedback around the quality of incident reporting, in 11/12 BPS will roll out an improved incident report format.

BPS has identified that issues with consistency were due to employee turnover. To avoid disruption when this occurs, BPS is working to cross-skill employees to reduce knowledge gaps and to ensure that operational processes are well documented. It is envisaged that the iQuality program will also assist in improving consistency of service.

In 10/11 some customers gave feedback that they were unaware that Fuji Xerox offered other lines of services outside of BPS. This was identified as a sales and client management issue. The revised customer satisfaction process will give client mangers direct access to senior management and key operation contacts within our customers’ businesses, enabling them to learn more about the businesses and making customers more aware of our full range offerings.

To reduce customer issues with pricing-over-change requests, BPS will continue to work on providing a full explanation of costs.

Although some customer feedback was received in 10/11 relating to meeting timelines, overall BPS is delivering more than 90% of projects on time and on budget. A new program management tool (Celoxs) was rolled out in 10/11 and it is envisaged this will continue to support delivery of on time, on budget projects.

BPS customer satisfaction

* BPS customer satisfaction surveys have been conducted for three years. However the methodology has been neither consistent nor robust.