Upload
iqbusinessconsulting
View
45
Download
0
Embed Size (px)
Citation preview
Outside-In Process Management
Valuing People Industry Leadership
Integrity Service Excellence
Respecting Diversity
What is happening in CASH
CASH- A changing landscape
The South African cash landscape is changing. Whilst cash in circulation continues to increase, a fragmented supply chain, escalating price competition and an uncertain regulatory landscape is challenging the existing cash value chain - SBV must act now by creating a more resilient, sustainable and value creating business model
The cash services industry is changing
Banks Service Providers
Regulatory and SARBCash in Circulation (CIC)
Partner with Banks
Develop innovative customer focused
solutions
Customer Experience
Management
Our ChallengesCustomer Experience as a Duck
Customer Experience as a Duck
What the customer experiences
How we respond to the customer’s needs and
expectations
How do we “become” customer centric?
Identify who your customer is?
What do they need?
What business are we in?
What does success look like for our customers?
CEM in a Supply Chain
business
Involve all business units – we serve
the same customer
Two days for As-Is and To-Be
definition
Outward focused
Silo focus/Optimise in isolation
Lengthy as-is definition
Inward focused
How did we do it?
Transition from traditional approach
Defi
ne
–M
easu
re –
An
aly
se –
Imp
rove -
Mo
nit
or
Cro
ss-fu
nctio
nal ra
pid
/co
ntin
uo
us
imp
rovem
en
t
Three steps to customer experience improvement
Improvement opportunities, prioritisation and execution
Moments of truth, Breakpoints and Business Rules
What business are we in, who is our customer, what are their needs, what does success look like for the customer
Step1:
Successful Customer Outcome
Definition
Step 2:
Process Diagnosis
Step 3:
Action Plan
All d
on
e in
2 w
eeks
Step 1: SCO definition
Wholesale Customer Persona
Step 1: SCO definition
Wholesale Outside-In Matrix
Step 1: SCO definition
Wholesale SCO Canvas
Step 2: Process Diagnosis
MOT, BP, BR
Every MOT, BP, BR is a Point of Failure
Step 2: Process DiagnosisTranslated into our Process
Architecture
Embedding Customer Experience in the way we do our work
Step 3: Action Plan
Improvement opportunities and
formulation of the action plan
MOTMOT
DescriptionAction Nr Action Owner
Implementation Responsibility
Need Met
Improve
Service
(Y/N)
Increase Revenue
(Y/N)
Reduce Operati
ng Costs (Y/N)
Effect (H, M, L)
Time to do:
Short 0-3mMedium 3-
6mLong 6m+
Cost to implement (H, M, L)
6
Notification of imminent arrival and
access
12
Automated(currently a phone call) real-time notifications to customer -minimise waiting time.
Get the basics right
Y N/A Y H Short
13 Encryption of C-Uber tracking Innovation N N Y H Long
14
Drop and Go facility (drop safe) - i.e. drive through, security cubicle, small shoot in branchLook at Capitec: create drop safe at Branch
Innovation Y ? Y M Long
15
While you are servicing the branch, service the ATM (shared service runs) Proposals can be created and submitted to customers - quick win.
Get the basics right
Y ? Y H Medium
7Identification of
crew16
Biometrics system - reduce the use of ID cards.Need for customers to be sent vehicle info, team names, ETA in advance.Currently mobile identity solution in place (Rhyn) - get rid of sms with this solution.
Rhyn Promnitz
Innovation Y ? ? M Medium
8 Receive bag Can't remove this MOT
In conclusion
Thank You