BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE

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1 BE 2015 A BUSINESS EXCELLENCE INITIATIVE 2015 CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE

2 BE 2015 Self Assessment Guidelines l l l l l l The Criterion contains questions on the Processes and Results. Read the first column for the Element to be assessed and tick the relevant ones out of the 5 columns to assess maturity of the Process / Result. Kindly note that the 5 columns are graded for evaluating maturity of Processes / Results in a progressive scale. For eg if you tick Column 3, it would mean that requirements of Column 1 & 2 are fully met. The columns have been graded as Anecdotal, Basic, Competitive, Advanced and World class to determine the maturity level. The Applicant and the Assessor are required to use the same. The maturity model is applicable to both Processes and Results. The Final Score is a sum of both the Enablers and Results. 1

3 A. LEADERSHIP ROLE Mission, Vision, Values Not Articulated. Articulated, but yet to be cascaded other than displays. Articulated and Communicated to most of the strata within the organisation. Internalized and Practiced in Most areas. Almost all management levels connect their work with MVV. Internalized and Practiced across the organisation. 2. Management Systems & Performance Dashboards focused Measures Not yet developed. Information has been displayed in few areas Reviews are Ad hoc. Information has been displayed in most areas of Operations and a review process exists. Information has been displayed across the Organisation and a structured review process exists. Action points are followed up. Effectiveness of Reviews are measured and improved. 3. Engagement Only reactive engagement process- By Marketing/ Quality/ interfacing functions. Frequent interactions by the Marketing/ Quality/ Interfacing functionsprimarily limited to current issues and Orders. A Engagement Process is in place to handle current requirements. A Comprehensive Engagement process exists to handle current & future requirements. Leadership Team, with a structured process, interacts with Key s on a regular frequency to understand the concerns and expectations. 2

4 B. STRATEGIC ALIGNMENT Inputs & Insights for Strategic Planning Not in use & no system to collect customer inputs. Few inputs from the s/ Markets are collected and used. / Market inputs are collected through a process and few inputs are used. Defined timelines and ownership exist. Appropriate tools and techniques are used. Most of these inputs are used while making the strategy. Few process improvements are evident. Effectiveness of the process is reviewed at appropriate intervals and improvements are made. Process benchmarking is used for learning and improvement. 2. Focused Business Strategy Not visible. Business Strategy brings focus only for limited customers/ Segments. Business Strategy is aligned with most segments. Business Strategy is aligned with all categories of s including Key customers. Business Strategy is aligned and improved based on changing preferences. 3. Performance Not defined. Defined for Metrics & Few Key Outcomes Parameters. Defined for most Parameters. Defined for most Parameters with Targets. Linkages are established. All Relevant parameters are identified, and monitored. Targets are defined for Key parameters with appropriate benchmarks 3

5 C. EMPLOYEE INVOLVEMENT & COMPETENCIES Knowledge & Competencies to deliver superior customer experience Not identified. Need based training/skill enhancement programmes exists for few areas, but lacks focus. Need based training /Skill enhancement programmes exists for critical areas. Results are encouraging. System to identify the gaps on the Skills and Competencies exist to bring better customer experience & significant progress seen. High performers are developed for delightful customer experience. 2. focused Improvement Forums & Cross Functional Team Activity Not evident. Few improvement forums exists. focused CFT teams assigned in few cases. focused CFT teams exists to resolve most cases. Empowered, Self directed and motivated teams with Complete ownership. CFT approach is deep rooted as a culture. 3. Focused Rewards & Recognitions Not evident. No formal system to encourage and Appreciate customer centricity. System to encourage and Appreciate customer centricity is evolving. solutions are appreciated and published through internal communication channels. Few of them are rewarded. Out of the box solutions and services towards are Rewarded and recognised formally by the Leadership. 4

6 D. RESOURCES Suppliers & Partners Role for Enhanced Experience Not visible. Involves suppliers/ partners in few delivery requirements. Consult with suppliers/ partners in critical delivery requirements based on the core competency. Joint developments to complement the core competency of suppliers/ partners to meet delivery requirements seen. Co-Creation as a culture deep rooted to meet customer demand and to have a WIN-WIN. 2. Product/process Technology Focus to add value to customers Not evident. Few examples of technology up gradations/ Absorption is evident. A Technology Road map is in place. Technology becoming the driver for the business. Are the leaders. 3. Information Technology Focus for better customer delivery Not evident. IT roadmap for e enablement is available. Key areas are IT enabled. Technology enables faster decision making. All facing process are IT enabled for Agility. 5

7 E. PRODUCT / SERVICE DEVELOPMENT FOR CUSTOMERS Design and Development based on Needs Use of tools & Techniques not evident. Product/ Service Design considering few market/customer inputs. Follows Standard Product Development Approach. Improved process based on feedback evident. Critical indices show improvement. Approaches are benchmarked and superior to Competition. 2. Product & Process Innovation for customers No evidence. Few evidences of Product/ process innovation. Many examples of process driven Product/ Process innovation. Innovation is inbuilt as a criteria for New product/process design. Linked to business results. Product/Process Innovations have potential for IPs. 3. Best Practice Benchmarking adoption as a practice does not exist. Benchmarks with nearest Competitor/ Group best. Benchmarks with Best Competitor & the current levels are on par or favorable in many areas. Benchmarks with Best-in-Sector and the current levels are on par or favorable in many areas. Benchmarks with best-in-class and the current levels are on par or favorable in many areas. 6

8 F. BUSINESS DEVELOPMENT / MARKETING / PROMOTION Value Proposition, Communication & Commitment Not defined. Defined and Communicated. Value Proposition is Integrated to products/ Services. Value Proposition Internalized and experienced by. Validated through Brand Leadership. 2. Promotion, Yet to develop. Developed for Programmes & few products/ Policies offerings. Promotion & other programmes are focused on needs. Results supports the marketing programmes. Brand leadership is Endorsed by s. 7

9 G. PRODUCT / SERVICES DELIVERY Planning for delivery Connect to customer/ Market requirements are not evident. Market/ Requirements are considered for planning in few areas. Market/ Requirements are considered for planning in Critical areas. Planning is Aligned to meet requirements. Agile, Aligned to varied customer demand. 2. Limited Clarity Delivery and about Support requirements. Requirements are met partially. Requirements are met in most cases. Aligned to meet requirements. Agile Aligned to varied customer requirements. 8

10 H. CUSTOMER RELATIONSHIP MANAGEMENT Segmentation Segmentation does not exist. Segmented based on Business. Segmented based on Business, Geography. Segmented based on Business, Geography, Product groups. Data collected and analyzed. Improvements are visible In few areas. Segmentation connected to business strategy. The segmented data analysis is used for continuous improvement. 2. Dialogue & Interactions Very limited interactions by Marketing/ interfacing functions. Interactions by multiple functions. Regular, proactive interactions. A structured engagement and interaction process exists. Focused, Calendarised engagement at different levels exist. 3. Complaints Management & Analysis Complaint Management system does not exist. System to acknowledge customer complaints exists. complaints are monitored and acted upon. Complaints are monitored, analyzed using tools/techniques and logically closed with customer. Complaint management system is used to improve the relevant processes. Improvements are visible. Improvements are appreciated by the s. 9

11 H. CUSTOMER RELATIONSHIP MANAGEMENT 4. System for Perception Monitoring & Measurement No process for perception measures. Informal feedbacks are collected. Formal format is used, but with limited parameters- Survey internal. Systematic gathering through external surveys and improvements are done in few areas- Benchmarking process initiated to understand the gaps. experiences are collected through a comprehensive third party survey, complemented with internal experiences gathering processes. Analysis and improvement is clearly visible in most areas. Organisation is a benchmark for most parameters. 10

12 I. CUSTOMER PERCEPTION MEASURES Perception results / Satisfaction levels of on parameters mentioned below Parameter Target set if any Level of Benchmark / Comparison if any Overall Score Reputation & Image Product & Service Values Product & Service Delivery Service Relationship & Support Loyalty & Engagement While the above points listed are basic in nature, the Organization is free to present any other parameters that they deem important and relevant. It is expected that the segmented results are to be shown during the site visit. CUSTOMER PERCEPTION RESULTS ELEMENT ANECDOTAL BASIC COMPETITIVE ADVANCED WORLD CLASS Perception Few of the Parameters measures tracked on a ad hoc basis Few parameters tracked for a certain section of s Most parameters are tracked & 3 yr data across groups indicate progress in many parameters Targets are set for important parameters and achieved Results are compared with better organizations for improvement 11

13 J. PERFORMANCE INDICATORS ( Lead Indicators) Furnish data on the parameters listed below. Parameter Market Share Product / Service* *In case of multiple businesses, provide the information about the Main business/ Service line Number of New products/ Services developed (Nos.) Percentage of Revenue from New products/services Average Cycle time for New Product /Service Development Return rate (ppm) (Applicable for Product Manufacturing Organisations) Average Complaint Resolution Time /Average TAT (in Days) Delivery Schedule Adherence (in %) Note: For service Organizations, this may be assumed as the transaction or service delivery as committed Warranty /Product/Service liability cost as a percentage of sales revenue No of s added Note: (Applicable to B2B Organisations) Number of s Lost Note: (Applicable to B2B Organisations) No meets (Plan Vs Actual) Domestic Market International Market No of Product/Service Improvements (Innovation) Target set if any Level of Benchmark / Comparison if any While the above points listed are basic in nature, The Organization is free to present any other points that they deem important and relevant. 12 It is expected that the segmented results are to be shown during the site visit.

14 PERFORMANCE RESULTS ELEMENT Performance Measures Few of the towards meeting measures Requirements (P, Q, C, D) tracked on a ad hoc basis ANECDOTAL BASIC COMPETITIVE ADVANCED WORLD CLASS Few parameters tracked for a certain section of customers Most parameters are tracked & 3 yr data across groups indicate progress in many parameters Targets are set for important parameters and achieved Results are compared with better organizations for improvement 13

15 ANNEXURE OF FORMULAE / DEFINITIONS Different Parameters in Perception Scores Market Share Number of Products/ Services developed (Nos.) Percentage revenue from new products Overall and parameter specific scores on Satisfaction Survey/Engagement Survey Overall Market share of the Organisation. If the organisation is into different businesses, then marketshare of the Primary business to be mentioned Number of Products/Services Developed and released in the year Total value of sales in the year from Products released over past 12 months X 100 Total Value of sales in the year Return rate (in ppm) (Applicable Only for Product Manufacturing Organisations) No of units returned by the customer in the year Total number of units sold in the year 6 X 10 Average Complaint Resolution Time or Average TAT (in Days) Time taken from Registration to Closure of Complaints (in days) Number of Complaints Delivery Schedule Adherence (in %) Note: For service Organizations, this may be assumed as the transaction or service delivery as committed No. of on time in full deliveries to the customer in the year Total Number of Deliveries to in the year X 100 Warranty /Product/Service liability cost as a percentage of sales revenue No of s added (Applicable to B2B organisations) Number of customers lost (Applicable to B2B organisations) Warranty (Product Liability/service deficiency) cost in the year Sales Revenue in the year X 100 Number of New customers added in the year with a transaction value of 0.25% or more with respect overall sale value Number of s terminated the services in the business year + number of customers who have done transaction in the prevoius year, but not done any business in the year of consideration 14

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