Note: The data and comment used in this report is for sample purpose only and does not represent actual data. MANAGING CUSTOMER EXPECTATIONS Presentation to TEFMA/FMA 2013

TODAY’S TOPICS  It all starts with setting expectations  A framework for measuring  Examples  What it could look like in Customer focus  Summary 2csba.com.au

WHAT DOES CSBA DO?  Helps Tertiary Institutions provide value for money through a consistent customer service experience across all channels and departments.  Over 15 years’ experience helping over 40 Institutions on a regular basis to improve customer service.  Understands the tertiary sector and the challenges faced in an increasingly demanding climate.  Committed to helping our clients: ­ Understand their customers’ expectations and experiences. ­ Measure and track their customer service. ­ Improve their customers’ experience.  Tried and tested framework for Customer Service measurement and improvement, mainly: ­ Mystery Shopping Benchmarking. ­ Customer Satisfaction Surveys. ­ Training and Consultancy. 3csba.com.au

WHO DO CSBA PARTNER WITH?  A wide range of Tertiary sector and other organisations, including: 4csba.com.au

WHAT IS GOOD OR BAD CUSTOMER SERVICE?  The difference between good and bad service starts with setting expectations.  A charter is a good place to start. 5csba.com.au SCENARIOSAIDDIDSATISFACTION A30 minutes40 minutes6 out of 10 B50 minutes40 minutes9 out of 10

THE EXPERIENCE MAP IS CONTINUALLY CHANGING  The experience has to be consistent across a range of channels and requirements. 6csba.com.au Customers: Students, Academic staff, Professional staff, visitors to the tertiary institution. Phone /IVR Web SMS Campus Social Media Letter Mobile GAP ANALYSIS Expectations from dealing with other organisations Actual Experience of dealing with tertiary institution MaintenanceProjects

CUSTOMER CENTRIC ORGANISATION 7csba.com.au CUSTOMER CENTRIC ORGANISATION CHARTER Customer Experience Surveys Objective Assessment Set Customer Experience KPIs External: Customer Internal: Staff

A SAMPLE OF PERFORMANCE MEASURES IN FMA  Most of the measures are in ‘hard numbers’ measures 8csba.com.au Source QUT website :Facilities Management Customer Service Level Agreements Revised January 2010 QUT

AN EXAMPLE OF A FACILITIES MANAGEMENT CUSTOMER SATISFACTION SURVEY 9csba.com.au Source : UniSa Website

A GOOD EXAMPLE OF EASE OF DOING BUSINESS 10csba.com.au Source QUT website :

CUSTOMER CENTRIC ORGANISATION – WHAT IT LOOKS LIKE 11csba.com.au CUSTOMER CENTRIC ORGANISATION CHARTER Customer Experience Surveys Objective Assessment Set Customer Experience KPIs External: Customer Internal: Staff  First contact resolution  Keep me informed  Follow through on what was said  No of calls per transaction  Ease of doing business  Response times  Internal or External Quality Assurance program

SUMMARY  Good service starts with setting clear service expectations across all touchpoints and processes, i.e. setting a charter.  The biggest issue revolves around customer expectation ­ The focus tends to be on the problem rather than on the customer.  Customer Surveys should focus on the customer and measure what is important to them.  Performance indicators should be on ‘soft’ as well as ‘hard’ measures.  Internal measures should reflect what staff have in their control. 12csba.com.au

QUESTIONS? Customer Service Benchmarking Australia Level 5, Queen Street Melbourne VIC 3000 T: Paul van Veenendaal Managing Director