TOWARDS PREDICTABLE B2B CUSTOMER SATISFACTION AND EXPERIENCE MANAGEMENT WITH CONTINUOUS IMPROVEMENT ASSETS AND RICH FEEDBACK

Transcription

1 TOWARDS PREDICTABLE B2B CUSTOMER SATISFACTION AND EXPERIENCE MANAGEMENT WITH CONTINUOUS IMPROVEMENT ASSETS AND RICH FEEDBACK PETRI KETTUNEN (UNIVERSITY OF HELSINKI) MIKKO ÄMMÄLÄ, JARI PARTANEN (ELEKTROBIT) XP2015

2 OUTLINE 1. Introduction 2. Customer Satisfaction in Industrial B2B Relationships 3. Research Case and Approach 4. Results and Experiences 5. Discussion and Conclusion

3 1. INTRODUCTION Research problem: How to manage industrial B2B product development projects to achieve the specific level of customer satisfaction with economical resource utilization? Case company: Elektrobit Wireless Business Segment products and product platforms for defense and public safety markets product development services and customized solutions Research approach: design scientific work based on the company-specific Index applying systems thinking methodologies and GQM + Strategies method

4 2. CUSTOMER SATISFACTION IN B2B Customer satisfaction (CS): OUTCOMES: affective Loyalty Customer experience (CX): perceptions (cognitive) Customer Experiences Customer Satisfaction Trust B2B vs. B2C: solutions (project services) customer-supplier relationships (long-term)

5 3. RESEARCH CASE AND APPROACH Research and development approach (Fig. 1): Overall, if predictability with the product development could be improved, the company could achieve better match with the satisfaction targets and therefore ultimately gain higher customer loyalty. The company has been measuring their project feedback regularly with their Index. Applied systems thinking and (initially) the GQM + Strategies method to understand and develop an overall system for managing and improving the project customer experiences as measured by the Index elements with certain strategies and capability assets. CSI1.1 Initial GQM + Strategies grid (partial) CSI1.5 Reaction to customer feedback is/has been fast. the PROCESSES, ARTIFACTS (End Product Process, PM Processes, Lessons L ) CSI3.1 The schedule is/was fulfilled well. Company Customer Satisfaction Index Index (CSI, 18 items) Company CAPABILITIES (assets, resources, competences) CSI3.2 The quality of deliverables is/was good. CSI3.4 Change management is/was functional. Auditing Survey Instruments INDEX: I1: Project Management CSI4.3 I2: Solution Development I3: Deliverables / Results / Quality I4: Motivation and Feeling

6 4. RESULTS AND EXPERIENCES (1/2) Impact Mapping Grid system (Fig. 2): Index

7 4. RESULTS AND EXPERIENCES (2/2) Impact Mapping Grid relationship validating (Table 1): RELATIONSHIP Impact Type FROM TO Applied project tailored auditing ensures effective POSITIVE Capabilities CSI2.1 use of development tools by facilitating tool/process information. Change information is propagated promptly. POSITIVE CSI1.3 CSI3.4 New requirements and information are recognized POSITIVE CSI4.2 CSI3.4 and processed systematically and promptly. Communication gaps cause wrong expectations NEGATIVE CSI1.3 CSI3.3 about the maturity of unofficial deliverables. Information overflow may distract and damp. NEGATIVE CSI1.3 CSI1.4 Communication may suffer from personnel changes (loss of knowledge, competence). NEGATIVE CSI2.2 CSI1.3 Some 10 impact relationships hypotheses (4. in Fig. 2), have been established so far with company empirical evidence.

8 5. DISCUSSION AND CONCLUSION (1/2) Impact Mapping Grid: relationships of the project Index items (success / failure paths) satisfier improvement strategies coupled with the company assets Implications: Recognized the complexity of various CS/CX interdependencies: The Grid supports transparent identification of such interdependencies (e.g., stakeholders and their inputs) and, consequently, mitigating the associated potential risks for CS/CX. Existing company capability assets and ongoing quality improvement activities have been linked to the different strategy elements of the Grid.

9 5. DISCUSSION AND CONCLUSION (2/2) Future work: evaluation and validation of the currently hypothesized parts of the Grid with the actual Index results, potentially with SEM (path analysis)

10 CONTACTS Petri Kettunen D.Sc. (Tech.), Postdoctoral Researcher Mikko Ämmälä, Jari Partanen University of Helsinki Faculty of Science Department of Computer Science P.O. Box 68 (Gustaf Hällströmin katu 2b) FI University of Helsinki, Finland Elektrobit Wireless Communications Ltd Tutkijantie 8, FI Oulu, FINLAND Phone:

11 REFERENCES Kettunen, P.: Bringing Total Quality in to Software Teams: A Frame for Higher Performance. In: Fitzgerald, B. et al. (Eds.) LESS2013. LNBIP, vol. 167, pp , Springer, Heidelberg (2013) Münch, J., Fagerholm, F., Kettunen, P., Pagels, M., Partanen, J.: Experiences and Insights from Applying GQM + Strategies in a Systems Product Development Organisation. In: Demirors, O., Turetken, O. (Eds.) 39 th EUROMICRO Conference on Software Engineering and Advanced Applications (SEAA), pp , IEEE (2013)