This document outlines Shell Commercial Fleet's strategy to improve their customer experience (CX). It discusses: 1) Understanding the current poor state of CX through customer research and journey mapping which found CX impacts customer value. 2) Agreeing their intent to transform CX in 2015 with a leadership session defining priorities like improving expectations and outcomes. 3) Creating a CX strategy with principles like continuous improvement and making commitments through customer-engaged design. 4) Initial results showing improved customer satisfaction indexes since implementing the CX focus.

1. TimLoo
Foolproof
Turning CX Strategy
into CX Reality at Shell
UX STRAT Amsterdam, June 2016
SarahOey
ShellCommercialFleet
+

2. @timothyloo #uxstrat

3. the strategist’s continuum
being
clever
making stuff
happen

4. being
clever
making stuff
happen
strategy frameworks
methodology & toolkit
“hard” UX skills
managing politics
creating internal advocacy
standards & guidelines
business cases
KPIs & dashboards
target operating model
change management
organisational design
compensation & incentives
programme office

6. TimLoo
Foolproof
SarahOey
ShellCommercialFleet
+
being clever making stuff happen

7. @timothyloo #uxstrat
A little bit about
Shell Commercial Fleet

8. @timothyloo #uxstrat

9. @timothyloo #uxstrat
Our business problem

10. @timothyloo #uxstrat
COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI)
2013
2014
2015
2016

11. @timothyloo #uxstrat
COMMERCIAL FLEET: THE VALUE OF CX
Detractors
Passive
Promoters
Profit per customer

12. @timothyloo #uxstrat
Let’s create a CX strategy

13. Shell Commercial Fleet
CONFIDENTIAL
13
COMMERCIAL FLEET
CUSTOMER EXPERIENCE
DEFINING SUPERIOR CUSTOMER EXPERIENCE
MARCH 2015

14. Shell Commercial Fleet
CONFIDENTIAL
14
March 2015
The evidence is clear: our Commercial Fleet customer experience,
either creates value or destroys value in terms of customer margin,
volume & tenure.
And it makes a big difference for our own satisfaction, motivation
and pride in our commercial offering.
In 2015, we need to commit to and create real change in the way
we think about and deliver customer experience
TRANSFORMING OUR CUSTOMER EXPERIENCE

15. Shell Commercial Fleet
CONFIDENTIAL
15
March 2015
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
1
2
3
4
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORT
MAKE IT
HAPPEN
CUSTOMER EXPERIENCE: A DIFFERENT APPROACH

16. Shell Commercial Fleet
CONFIDENTIAL
16
March 2015

17. Shell Commercial Fleet
CONFIDENTIAL
17
March 2015

18. Shell Commercial Fleet
CONFIDENTIAL
18
March 2015

19. Shell Commercial Fleet
CONFIDENTIAL
ENGAGING CUSTOMERS & THE FRONTLINE
19
March 2015
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
1
2
3
4
UNDERSTAND
THE CURRENT
STATE
UNDERSTAND
THE CURRENT
STATE
A. CUSTOMER RESEARCH
WITH PLATINUM
CUSTOMERS (2014-15)
- The Decision Maker, The
Manager, The Assistant,
The Finance Controller,
The Driver
B. CUSTOMER JOURNEY MAPPING WITH
THE FRONTLINE (FEB 2015)
C. QUANTITATIVE
ANALYSIS OF NPS,
CSI & CUSTOMER
VALUE
Hong Kong
London
Warsaw
CUSTOMER PERSONAS
CUSTOMER JOURNEY MAPS
CF NPS ANALYSIS

20. Shell Commercial Fleet
CONFIDENTIAL
ALIGNING & FOCUSSING THE LEADERSHIP TEAM
20
March 2015
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
1
2
3
4
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
CFLT CUSTOMER EXPERIENCE SESSION
(6 MARCH 2015, WOKEFIELD PARK)
WALKING THROUGH THE
CUSTOMER REALITY AND THE
IMPACT ON THE CUSTOMER
AND SHELL
STARTING TO USE CUSTOMER
LANGUAGE TO DESCRIBE OUR
TARGET CUSTOMER OUTCOMES
BEING SPECIFIC ABOUT WHAT
WE NEED TO BE FOR OUR
CUSTOMERS AND OUR INITIAL
PRIORITIES
FOCUS OUR
EFFORTS
FOCUS OUR
EFFORT

21. Shell Commercial Fleet
CONFIDENTIAL
21
March 2015

22. Shell Commercial Fleet
CONFIDENTIAL
22
March 2015

23. Shell Commercial Fleet
CONFIDENTIAL
MAKING IT HAPPEN: OUR PRINCIPLES
23
March 2015
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
1
2
3
4
UNDERSTAND
THE CURRENT
STATE
AGREE OUR
INTENT
AGREE OUR
INTENT
FOCUS OUR
EFFORTS
MAKE IT
HAPPEN
CREATE
OUTCOMES (NOT
JUST OUTPUTS)
We will focus on customer
needs and actually achieving
outcomes (not just delivering
outputs). This means
engaging & testing with
customers through the
solution design process.
EXPECTATIONS +
WHAT ACTUALLY
HAPPENS
Customer experience is the
result of how well the service
experience we deliver meets
expectation. We will use
both the levers of customer
communication and service
design to achieve our
outcomes.
CONTINUOUS
IMPROVEMENT
(THE 1-3-1-3 PLAN)
We need show immediate
and continuous improvement
(customer experience is an
ongoing promise not just a
project). “What can we do in
1 month, 3 months, 1 year, 3
years?”
WHAT WILL BE DIFFERENT ABOUT OUR APPROACH?

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So we had
a vision & a plan

25. @timothyloo #uxstrat
Making it happen

26. @timothyloo #uxstrat
5 lessons

27. @timothyloo #uxstrat
1. KNOWING & CARING ABOUT THE CUSTOMER
Shareable, visualised insight is critical in
creating understanding & empathy

28. @timothyloo #uxstrat
2. MAKE COMMITMENTS & KEEP DISCIPLINED
Focus on a few things
(and stay focussed)

29. @timothyloo #uxstrat
3. NUMBERS
Keep connecting CX & business value

30. @timothyloo #uxstrat
4. ENCOURAGE NEW RITUALS, HABITS & INSTINCTS
This is not a project

31. @timothyloo #uxstrat
5. COMMUNICATE, ENGAGE & EMPOWER
Let it go, let it grow

32. @timothyloo #uxstrat
Results so far

33. @timothyloo #uxstrat
COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI)
2013
2014
2015
2016

34. @timothyloo #uxstrat
COMMERCIAL FLEET: CUSTOMER SATISFACTION INDEX (CSI)
2013
2014
2015
2016

35. @timothyloo #uxstrat
thank you

36. Tim
tim.loo@foolproof.co.uk
@timothyloo
Sarah
sarah.oey@shell.com
+