DCSQ Customer Satisfaction Survey Managed Services - Q4 2001

DCSQ Customer Satisfaction SurveyManaged Services - Q4 2001

Sample ProfileQuarter 4 Quarter 3

Replies Sample Provided Return Rate Replies Sample Provided Return Rate

City 8 25 32% 6 25 24%

Commercial 28 43 65% 26 40 65%

Communications 10 21 48% 4 20 20%

Government 2 6 33% 2 5 40%

Retail Finance 14 28 50% 16 28 57%

Scotland 14 23 61% 7 27 26%

Total 76 151 50% 61 145 42%

76 customers replied from a sample database of 151 names, a return rate of 50% (compared to 61 replies from 145 questionnaires for Q3 - a return rate of 42%)

Respondents represented 49 companies that receive Computacenter Managed Services

NB: Please be aware that as the results are based on only 76 customers, all data that has been broken down by sector should be treated with caution

Summary of Results

0 - Extremely Dissatisfied10 - Extremely Satisfied

Satisfaction Ratings

Base: All customers (Q4: 76; Q3: 61; Q2: 49)

Mean level of satisfaction

7.5

7.8

7.6

7.5

7.4

7.0

6.8

6.6

7.4

7.7

7.6

7.5

7.3

6.9

7.5

6.6

7.7

7.6

7.5

7.8

7.6

7.1

7.5

7.1

6 8

Overall quality of service delivery

Timeliness of service delivery

Technical competence

Management and Organisation of supportteam

Responsiveness to changes in requirements

End user community's satisfaction

Effectiveness of providing statistics

Proactivity in improving efficiency

Q4 Q3 Q2

% customers who scored 8+

MeanQ4VsQ3 Q3

60%

61%

61%

61%

59%

45%

63%

43%

Q4

54%

59%

71%

56%

59%

56%

44%

41%

Key Driver Analysis The following Key Driver Analysis chart shows the relative impact of each

performance measure on the amount of statistical variance in the overall satisfaction measure

‘Timeliness of service delivery’ accounts for almost one quarter (24%) of the variance we can explain through this technique. This is followed closely by ‘How efficiently the support team is managed and organised’ (22%), so these two factors are judged as the most important measures that are tracked by the survey.

The second chart plots the above impact data against the DCSQ satisfaction (performance) scores

Generally, actions are guided by the positioning of items in the impact/ performance matrix:

high impact + low performance would clearly indicate that urgent action is needed

low impact + low performance indicates possible second order action priorities

high impact + high performance illustrates key strengths low impact + high performance suggests that costs/ resources applied in

order to maintain high performance should be evaluated and, possibly re-allocated to higher action priorities

Impact chart

Percentage impact of factors influencing overall service satisfaction

24%

22%

16%

14%

14%

8%

1%

0% 5% 10% 15% 20% 25% 30%

Timeliness

Management

Technical

Statistics

End user

Proactivity

Responsive

Key Driver Quadrant Grid

Computacenter 2001 Q2-Q4 Quadrant Map

33

55

77

Impact

Per

form

ance

(%

sco

rin

g 8

+)

HighLow

Low

High

Timeliness of delivery

End-user satisfaction

Provision of statistics

Responsive to changes

Technical competence

Proactivity in improving efficiency

Management of support team

Overall Quality of Service DeliveryBy Sector

Highest rating: 10Lowest Rating: 154% (40) customers scored 8+

Mean Satisfaction Rating: 7.5 out of 10

Base: All customers Q4: 76; Q3:61; Q2: 49Note: Small base size: Treat with extreme caution

7.5

7.8

7.6

7.3

7.3

7.1

6.0

7.4

7.6

7.5

5.5

7.8

7.1

8.5

7.7

8.1

7.8

6.8

7.8

7.8

6.0

0 2 4 6 8 10

Total (76)

Commercial (28)

Communications (10)

Scotland (14)

City (8)

Retail Finance (14)

Government (2)

Q4 Q3 Q2


MeanQ4VsQ3

54%

64%

60%

33%

63%

43%

50%

Q4

60%

56%

75%

25%

83%

56%

100%

Q3

Steve has worked miracles as ever!!Shaun Lynn - Cable & Wireless

Keep up the good work, CC is an instrumental part of my service offerings to my customers.David King - NTL

Good support through a difficult period.Simon Black - Walkers Snack Foods Ltd

Excellent, continually improving. Many thanks to Kwesi Korsah, exceptional as always.Stephen Griffiths - BNP Paribas

The delivery team has performed excellently during an extremely busy period.Eugene Mariotti - JP Morgan Chase

There have been signs of improvement.Peter Spratt - Royal & Sun Alliance

Consistently provide an excellent service.Christine Wiebkin - Royal & Sun Alliance

CC continue to impress with their commitment to this account, despite predicted reductions in business.

Madeline Buchanan - Translucis

Another good quarter, although a small reduction in service was experienced it is still well within expectations.

Mike Rice - Seeboard

There seems to be a CC response to the previous quarter. The support team seem to be more sensitive to the requirements of the various business units.

Bryan Meeks - Seeboard Plc.

Overall Quality of Service Delivery Positive Comments

The recent problems in Asset Tagging requirements not being maintained have been extremely irritating and have delayed a lot of our own responses to users. Also the processes involved in replacing goods faulty or just not delivered are very unhelpful when at the SW end it involves project deadlines.

Christine Baker - Southern Water

Generally OK, users were never troubled too much. We have had to get more involved this quarter than most though.

Colin O’Brien - Virgin Atlantic Airways

General service is good, still not enough time given to service improvements.Ian Robinson - THUS

Seeing overall improvement in service but still some way to go.Brian Mullins - First Engineering

SLA being met but feel exposed on major incidents and lack of proactiveness.R. Regan + A. Heath - First National Plc.

(Rating) would be higher if Computacenter’s internal IT from Hatfield was more supportive of the on-site team e.g. incident management systems, best practice reporting, toolsuite, EMS implementation.

Iain Mackenzie - Aegon UK

We have moved from an implementation phase to production and support, CC have not got to grips with delivering the required production services.

Kevin Stevens - Translucis

Acceptable levels of service but improvement will hopefully be attained by continued good working relationship with Account Manager.

Andy Roberts - Menzies Distribution

Overall Quality of Service Delivery Issues and suggested improvements

(Bold indicates score ratings between 0-4)



Base: All customers Q4: 76; Q3:61; Q2: 49Note: Small base size: Treat with extreme caution


Support Team’s Technical Competence By Sector

7.6

7.7

7.4

7.6

7.8

7.1

7.5

7.6

7.4

7.8

7.8

7.7

7.6

8.5

7.5

7.6

7.0

7.4

7.8

7.8

6.0

0 2 4 6 8 10

Total (75)

Commercial (28)

Communications (10)

Scotland (14)

City (8)

Retail Finance (14)

Government (2)

Q4 Q3 Q2

MeanQ4VsQ3

59%

64%

60%

75%

50%

43%

50%

Q4

61%

48%

75%

75%

67%

69%

100%

Q3

The on site engineer as always is exceptional in his proactive attitude. He takes SW problems as his own and sorts them.


The support team are able to deal with the vast amount of issues first time.Shaun Lynn - Cable & Wireless

Whenever I have to rely on CC I have never been let down, you have the backup and resource to cover all my requirements. Technical staff ratings are very high.

David King - NTL

Over past 2 years, CC management have developed staff skills/profile to the needs of JP Morgan.

Eugene Mariotti - JP Morgan Chase

I don’t see any specific problems and do see many signs of excellence.Ian Robinson - THUS

We have very few issues with the support team - we hope that the benefit of staff stability over the last period continues.

Stewart McIntyre - Intelli Corporate Finance

Support Team’s Technical Competence Positive Comments

Extensive training underway, so I would expect this to be improving to a high level over the coming months.

David Glasbrook - C&J Clarks

We have had occasion when wrong parts have been delivered which could have been overcome with more technical awareness.

Niall Williams - Halifax Card Services

The team often surprise me in niche areas e.g. OS/2 support, but support of more complex technology e.g. NT Servers and raid is often poor. The team do not seem to understand the constraints of the customer’s controlled environment.

David Bavington - Severn Trent Systems Ltd.

Our solution requires knowledge specific to us. This knowledge does not seem to exist within the majority of the CC community responsible for delivery of our services.


New engineer at Bracknell still requires more exposure to Computacenter. Some field visits have been of cause for concern.

Keith Perkins - 3M

Still some problems but showing improvement. Major projects still not working well but day to day work reasonably well covered.

Brian Mullins - First Engineering

Tends to be mixed. My personal experience has indicated that beyond the specific tasks to be performed, the technical knowledge is not deep enough.

Maris Andersons - BT Cellnet

Support Team’s Technical CompetenceIssues and suggestions for improvement




50%


Timeliness of Service Delivery By Sector

7.8

7.9

8.1

7.8

7.9

7.4

7.0

7.7

7.8

7.8

7.0

8.0

7.6

7.5

7.6

8.1

7.5

6.5

7.6

7.0

6.0

0 2 4 6 8 10

Total (75)

Commercial (28)

Communications (10)

Scotland (14)

City (8)

Retail Finance (14)

Government (2)

Q4 Q3 Q2

MeanQ4VsQ3

71%

75%

60%

75%

75%

69%

Q4

Base: All customers Q4: 76; Q3: 61; Q2: 49Note: Small base size: Treat with extreme caution

61%

64%

75%

50%

67%

56%

Q3

50%

Consistently meets or exceeds agreed SLA’s for repair/delivery.Trevor Smith - Bass Brewers Ltd

A first class service.Shaun Lynn - Cable & Wireless

We very rarely receive complaints about response times, overall very good.Colin O’Brien - Virgin Atlantic Airways

Excellent, Steve Bailey understands our contract and delivers with speed and accuracy. CC can pull out all the stops when required at short notice to help.

David King - NTL

During this period we ran a large project and CC coped well throughout the upgrade to a new mail system.

Simon Black - Walkers Snack Foods Ltd.

On site staff well motivated - this shows in response/fix times.Eugene Mariotti - JP Morgan Chase

Excellent. One key issue is to ensure customer expectation is fully considered. A review re customer expectation setting, follow up calls, feedback etc. is required early 2002.

Stephen Griffiths - BNP Paribas

It can’t get much better!Phil Cattling - Seeboard Plc.

Timeliness of Service Delivery Positive Comments

Timeliness of Service Delivery Issues and suggestions for improvement

Service Center queues need to be maintained to superior standards.Andrew Maycock - MBNA Europe Bank Ltd.

Fault fixing is very responsive. Warranty call turnaround seems poor.Steve Martin - Lehman Brothers

Recent examples include 3 days to repair a central Notes application server that was on a 4.5 hour SLA and a failure to provide working substitute equipment (a 600e laptop) despite being contracted to do so.


SLA targets are normally met. Fix targets are rarely if ever achieved.Kevin Stevens - Translucis

Has suffered in the last quarter.Phil Williams - BT

Some aspects are very good, but some other issues can take forever or even disappear.Ian Robinson - THUS

Improving but still well below contractual requirements.Brian Mullins - First Engineering

We have still had to do too much progression ourselves of incidents being managed by the Callcenter. Moreover, we are too often let down by the engineers scheduling process unless we progress things ourselves.

Jim Davies - Tradeteam



60%


Effectiveness of Support Team Providing Regular Statistics - By Sector

6.8

7.7

7.4

6.6

5.8

6.5

5.0

7.5

8.2

7.0

5.0

7.4

6.9

8.5

7.5

7.7

7.0

6.1

8.4

9.0

4.0

0 2 4 6 8 10

Total (74)

Commercial (28)

Communications (10)

Scotland (14)

City (8)

Retail Finance (14)

Government (2)

Q4 Q3 Q2

MeanQ4VsQ3

56%

67%

67%

42%

54%

0%

Q4


63%

79%

60%

25%

47%

100%

Q3

38%

Effectiveness of Support Team Providing Regular Statistics - Positive Comments

The team are constantly looking to provide innovative information to meet our needs.Shaun Lynn - Cable & Wireless

Much improvement since implementation of SIP.Bill Brooke - BT

We have a monthly meeting with good clear concise statistics that show and measure your service. CC listen and are prepared to act when we want changes.

David King - NTL

The development of the management report has been useful. We need to concentrate on the key factors identified for the next quarter.

Keith Perkins - 3MAlways good and useful.


Occasionally our monthly service reports are a little late and have been known to have incorrect statistics, but this is rare and overall we are very happy.

Laurence Glover - Arcadia Group London

There are a number of stats provided. I’m looking forward to working with CC to see if we can further utilise the valuable information.

Bryan Meeks - Seeboard PlcAccount Manager provides regular updates


Effectiveness of Support Team Providing Regular Statistics - Issues and suggestions for improvement

Stats are provided, but I disagree with the wording on them. CSQ’s add little value to me as a customer, as the wording is biased in favour of excellent results!


I do have some concerns regarding the quality of incident of incident closure information which may lead to inaccurate classification of work e.g. repeat incidents; software fixes classed as hardware etc.


Poor. Despite frequent meetings to agree reporting requirements and delivery timescales, we have never received what we require - implementation dates have been missed and progress not reported.


When reviewing data on WQM, I have found enough evidence to indicate that the stats are not accurate.

Ian Robinson - THUS

Statistics are regular, but flawed, not supportive of SLA.Paul Osborne - BT Cellnet

On-site team are as flexible as they can be BUT do not have the tools. Vantive is a poor system. AEGON have been disappointed in the internal IT capabilities of Computacenter. Asset and Inventory are the main problem areas.

Iain Mackenzie - Aegon UK

I have been requesting stats for SLA performance on warranty calls for over 9 months and still haven’t seen any!!

Steve Martin - Lehman Brothers



Mean Satisfaction Rating: 7.0 out of 10 % customers who scored 8+

End User Community’s Rating of Service Delivery - By Sector

7.0

7.4

7.0

5.9

6.4

7.2

4.5

6.9

7.2

5.8

5.5

7.2

6.9

7.0

7.1

7.5

6.5

6.4

7.4

7.2

5.0

0 2 4 6 8

Total (72)

Commercial (28)

Communications (10)

Scotland (14)

City (8)

Retail Finance (14)

Government (2)

Q4 Q3 Q2

MeanQ4VsQ3

44%

59%

33%

17%

25%

64%

0%

Q4


52%

25%

0%

33%

53%

0%

Q3

43%

62% of returned questionnaires are “very satisfied” or above.Trevor Smith - Bass Brewers Ltd.

Much improved.David Glasbrook - C&J Clarks

All over very good, no real complaints.Colin O’Brien - Virgin Atlantic Airways

Very good - CC aim very high and deliver an excellent service. Feedback is very positive.David King - NTL

Broadly happy - give Help Desk higher marks than FES.Madeline Buchanan - Translucis

I believe the standards are consistent and provided the solution is resolved - no complaints.Stephen Whittaker - Seeboard Plc.

Comments received from Worthing staff saying how pleased they are with the level of service provided.

Mike Belton - Seeboard Plc.

The business have a better understanding of the service delivered and believe they get a good service on the whole.

Nigel Cowton - William M. Mercer

Feedback suggests an appropriate level of serviceAndy Roberts - Menzies Distribution

End User Community’s Rating of Service Delivery - Positive Comments

The end user base always regard any support staff as part of the SW Business Systems department, so gives it the same hard time. Perceptions are not always as they should be, and maybe we need to educate. Although if the team are regarded as part of the furniture perhaps something is right!


Generally satisfied but there are opportunities for improvement with telecoms support team relationship.

Andrew Maycock - MBNA Europe Bank Ltd.

Still low EDCSM results, though a corrective action plan is in place.Bill Brooke - BT

The end user community are the harshest critics as they require immediate service. The new team members are better communicators, so we anticipate improvements in perception.


“Responsive, customer focused, but could be more effective”.Paul Osborne - BT Cellnet

There are perceptions of earlier days that will be slow to change.Brian O’Donnell - Seeboard Plc.

Our outlets perception is that the help desk are helpful and responsive and that engineers “try their best”. However, problems are not fixed, customers are not kept informed of progress and support staff frequently say “I don’t support this bit”.


End User Community’s Rating of Service Delivery - Issues and suggestions for improvement




56%


7.5

7.9

7.4

7.5

7.1

7.0

6.5

7.5

7.8

8.3

5.8

7.5

7.3

9.0

7.8

8.1

7.8

7.1

7.5

8.0

7.0

0 2 4 6 8 10

Total (75)

Commercial (28)

Communications (10)

Scotland (14)

City (8)

Retail Finance (14)

Government (2)

Q4 Q3 Q2

MeanQ4VsQ3

Efficiency of Management and Organisation of Support Team - By Sector

59%

68%

58%

63%

43%

50%

Q4

Base: All customers Q4: 76; Q3: 61; Q2: 49)Note: Small base size: Treat with extreme caution

59%

71%

0%

50%

50%

100%

Q3

75%

Very well done, Alan Avery seems to manage himself.Christine Baker - Southern Water

Martin runs a tight ship.Andrew Maycock - MBNA Europe Bank Ltd.

As ever Steve has been excellent through a difficult quarter for the account.Shaun Lynn - Cable and Wireless

Improvements in relationships with service mgt are starting to bear fruit.Bill Brooke - BT

Big improvement with engagement of Sharon Eastoe.Patrick Brennan - Financial Services Authority

Steve Bailey (CC SD Manager) manages an effective/responsive service that reflects quality and speed. Steve understands our business and delivers without exception.

David King - NTL

Brian Taylor has a well organised team who understand their objectives.Simon Black - Walkers Snack Foods Ltd.

The operational management team are excellent run most effectively by Kwesi Korsah. Sandra Barbour (new Helpdesk mgr) will strengthen the team as will a new Problem manager.

Stephen Griffiths - BNP Paribas

Don’t seem to be any problems. Proactive approach to the closure of our Watford branch and the changes to support arrangements.


Efficiency of Management and Organisation of Support Team - Positive comments

We don’t always know when individuals are on holiday or sick. The first we hear about it here is when someone has a problem and is stuck, then calls us for help.


Currently stand-in manager. Permanent needs to be declared to enable stability.Elizabeth Grayshon - AVIS

Still got concern about management at remote sites.Ian Robinson - THUS

Fine - need to look at implementing more initiatives and improved working practises (mentioned at last service meeting in Hatfield). Anne Waterhouse - Halifax Plc

Callcenter generally gives a good impression. Problems seem to lie principally in the Milton Keynes - Hatfield relationship, and the management and organisation of the mobile and FES engineers.


Seems a very large organisation, not clearly structured. Paul Osborne - BT Cellnet

There is no proactive management and the objectives of the managed service do not appear to be being achieved.

Steve Martin - Lehman Brothers

The “silo” mentality within CC is very apparent to us (your customer) and our customers. The service management team appear to spend as much time resolving internal issues as delivering service. Kevin Stevens - Translucis

Account Management is well organised. Support levels below this are often affected by levels of third party involvement which creates confusion with many calls.


Efficiency of Management and Organisation of Support Team - Issues and suggestions for improvement






Responsiveness to Changes in Requirements - By Sector

7.4

7.5

7.8

7.1

8.0

7.1

6.5

7.3

7.4

7.0

6.8

8.0

6.9

8.5

7.6

7.9

6.0

7.5

7.6

7.8

6.0

0 2 4 6 8 10

Total (75)

Commercial (28)

Communications (10)

Scotland (14)

City (10)

Retail Finance (14)

Government (2)

Q4 Q3 Q2

MeanQ4VsQ3

56%

57%

70%

25%

71%

64%

50%

Q3

61%

56%

75%

50%

100%

50%

100%

Q4

As responsive as possible given admin restrictions.Christine Baker - Southern Water

The team make every effort to meet our needs.Shaun Lynn - Cable and Wireless

Improved over last quarter.David Glasbrook - C&J Clark

Speedy and precise. Well managed.David King - NTL

Always quick to turnaround and implement changes.Eugene Mariotti - JP Morgan Chase

There has been improved clarity over the last couple of months with the contract negotiations. A better understanding of the “base” seems to have allowed Computacenter to be more flexible.

Keith Perkins - 3M

Very good. I find responsiveness and desire a key attribute.Ian Robinson - THUS

Exceptional. Thank you.Stephen Griffiths - BNP Paribas

Moving in the right direction. Starting to appreciate our business needs.Stephen Whittaker - Seeboard Plc.

Changes are dealt with efficiently.Andy Roberts - Menzies Distribution

Responsiveness to Changes in Requirements - Positive comments

Responsiveness to Changes in Requirements - Issues and suggestions for improvement

No major problems, main issues relate to re-emerging old problems.Bill Brooke - BT

Lots of effort and promises, very slow progress.Kevin Steven - Translucis

I recently asked the team to participate in a “Service Management Centre” initiative with the objective of improving our customer “first time fix” rates. The team leader saw this as a revenue threat and withdrew resource after 1 week, without consultation.


Not too great here as time is usually our enemy. We usually absorb the extra workload.Colin O’Brien - Virgin Atlantic Airways

Not enough support from internal departments and keep having to chase for responses/updates.


Prices for new work have been slow, and there is a small backlog for MADCs. Lessons appear to have been learned in order for the work to move forward positively.

Vera Cuff - HSE




Base: All customers Q4:76; Q3: 61; Q2 - 49Note: Small base size: Treat with extreme caution

41%


Proactivity of Support Team to Improve Efficiency of Service Delivery - By Sector

6.6

7.2

6.2

6.3

7.0

6.4

5.5

6.6

6.6

7.3

5.5

6.8

6.6

7.0

7.1

7.5

6.5

6.5

6.6

7.4

7.0

0 2 4 6 8

Total (75)

Commercial (28)

Communications (10)

Scotland (14)

City (8)

Retail Finance (14)

Government (2)

Q4 Q3 Q2

MeanQ4VsQ3

52%

50%

25%

38%

36%

0%

Q4

52%

50%

25%

20%

44%

50%

Q3

45%

This appears to be on an upward trend with the new Service A/C Manager.Trevor Smith - Bass Brewers Ltd.

Some process improvements identified.Andrew Maycock - MBNA Europe Bank Ltd.

The team are constantly looking at ways of improving efficiency.Shaun Lynn - Cable and Wireless

Some innovations progressing - SCER.Bill Brooke - BT

Steve Bailey is very proactive in implementing quality and efficiency in service. I have seen significant improvement over the last few months.

David King - NTL

Always looking to improve delivery and suggesting methods/processes to do so.Eugene Mariotti - JP Morgan Chase

A weaker area in the past but much improved recently.Chris Wickham - Scottish and Southern Energy

Close working relationship between Account Manager and Client to ensure continued improvement in overall service.


Proactivity of Support Team to Improve Efficiency of Service Delivery - Positive comments

Always on the ball - however some more external sources sometimes hold things up. Parts of Computacenter or suppliers not under direct control can inhibit.


Throughout the year have been proactive but I cannot think of any examples for the last quarter.Martin Wood - Halifax Plc.

The individual on site has made some operational improvements but we have a long way to go.Steve Martin - Lehman Brothers

Reasonable, though the team need encouragement to input to decision making and planning process.

David Glasbrook - C&J Clarks

One or two examples. Any proactive service improvements are welcome and should be publicised.

Ray Towey - Shell International

I struggle to recall any occasions in which the team has proactively suggested anything. Our way of working has changed in the 4 years since the contract commenced, but this is not recognised by the team.


We often have to chase issues. There is a perception that if we wait for CC to sort something it will never happen.

Peter Spratt - Royal & Sun Alliance

Has been somewhat unrealistic and reactive to date. Recent moves in the right direction, but need to be driven through.

Maris Andersons - BT Cellnet

Little to no Root Cause Analysis. No data upon which to base improvements, require pushing. Starting to see some indications of progress.

Paul Osborne - BT Cellnet

Proactivity of Support Team to Improve Efficiency of Service Delivery - Issues and suggestions


Additional Comments

Additional Comments - Praise I am extremely happy with the way our account is being managed and with the support we receive. Heather Sutton is by far the best Service Manager we have had and I hope she stays on our account for a long time yet.

Laurence Glover - Arcadia Group London

Steve has taken on the challenge of a new account over the last 6 months, he has maintained a consistent approach, many times becoming embroiled in political issues. Steve has demonstrated a customer commitment and service of the highest order and would certainly be nominated for an award within IBM. My compliments to Steve and his team on an excellent quarter.

Shaun Lynn - Cable and Wireless

The Computacenter team has worked hard to understand our business, and to integrate into it. Overall I’m very happy with service.

Stuart Andrews - Vodafone Retail

A good year at JP Morgan. I have been impressed with the dedication and responsiveness of the key members of staff and management. These include: Conrad Footer, Roger Meek, Neill Bennett, Simon Coggins, Amit Kapur. Good management team now in place.

Eugene Mariotti - JP Morgan Chase

I have a very good working relationship with the service delivery team, they feel more like an internal department than a 3rd party provider. I feel they have my interests and those of the business in mind.

Niall Williams - Halifax Card Services

While routine areas of work may have shown a small level of deterioration, when a real problem occurs the response is always excellent and is resolved promptly.


Would like to thank Michael and his team for their continued hard work especially since Computacenter are involved in Standard Life’s “Invitation to Tender” for the managed service. It is a trying period just now but the Computacenter staff are continuing to provide a very good service.

Duncan Reid - Standard Life

(#) indicates customer’s individual mean score

We have found that during this quarter we have had to play a more active role at Heathrow. Phones are not always answered and visiting users for calls are not always completed, but dealt with over the phone. Some calls can only be rectified by completing a physical visit, and on some occasions we have had to demand this.


ANTS entered into a very challenging period. During this time the managed service team have radically changed in structure and attitude. Staff movement and change has debased their ability to deliver. They stopped listening to both advice and requests from their customer. This has led to extreme service outage and failure to meet SLA. In my experience this has been the worst period of performance from Computacenter.

Chris Inkster - Abbey National Treasury Services

The process for getting additional servers has changed in the last quarter and new additions have not gone particularly smoothly. This has been a joint problem between HBOS and Computacenter.

Martin Wood - Halifax Plc.

Site delivery manager is being replaced. A service improvement program is underway. I am not satisfied with the current service. User perception is low.

Gary Brown - Abbey National Treasury Services

My main communication with CC has been the sales team. Throughout the year this service improved significantly but service got worse towards the end of the year. This was highlighted by limited on site presence, unavailability, and mistakes being made during the order process. Mistakes included incorrect shipment location, date, contact and kit. Sales also appeared to become inflexible.

Jonathan Ward - Halifax Plc.

Additional Comments - Issues


I’d like to see the Computacenter Admin staff resources to be more stable/less change as it impacts our Admin team’s ability to build relationships and therefore turnaround in requests.

Dan O’Neill - Halifax Treasury and Wholesale Banking

Change the CSQ’s!! Less talking and more doing. Leicester team got a well deserved award.Simon Black - Walkers Snack Foods Ltd.

The team need to put effort into modifying the service delivery practice. The infrastructure is about to be superseded and now is an ideal time to plan and release new processes. I also feel there is a tendency to “work to rule” at present.


Looking forward to Q1 2002 there will be a need to have a greater understanding of call volumes at each side and transparency as to who is raising calls (other businesses etc.)

Mike Belton - Seeboard Plc.

What is most frustrating is that I feel sure that the people and resources of Computacenter are capable of delivering a much better service for the same cost than has been the case in the past. I am grateful for the efforts being made and I and my staff are assisting in every way we can. I hope that the next quarterly CSQ will provide me with an opportunity to report more progress.


Additional Comments - Suggestions


General desktop is good. Call centre is improving. Changes to call centre management is giving me hope still to see proposed improvements implemented. Attitude and desire is good, delivery is still a bit poor.

Ian Robinson - THUS

We have experienced significant problems in the past but I am hoping that past issues will not recur and that we can forge ahead with a much improved attitude. I think splitting the Relationship Team issues from those of RSAPS/Sequence will also help.

Peter Spratt - Royal Sun Alliance

While routine areas of work may have shown a small level of deterioration, when a real problem occurs the response is always excellent and is resolved promptly.


Computacenter management has shown a very realistic and businesslike approach to the recent major changes to our agreement - we hope to continue this effective relationship.

Chris Wickham - Scottish and Southern Energy

Generally I cannot fault the CC team for effort or responsiveness. However; they have failed to deliver in a number of areas and it is apparent that they struggle to influence the delivery parties within CC and the 3rd parties recruited to support the Translucis solution.


I see a noticeable change in attitude and that bears well for the future.Trevor Smith - Bass Brewers Ltd.

Additional Comments - Expectations


Objectives and Methodology

To establish customers’ current satisfaction with Computacenter’s Managed Services and compare with the previous quarter

To identify any potential issues customers may have and highlight areas where Computacenter has done well

To aid business and employee performance measurement

This wave of the study covers the period between 1st October 2001 - 31st December 2001 (Q4)

Results are compared with Q3: 1st July 2001- 30th September 2001, and Q2: 1st April 2001 - 30th June 2001

Survey conducted by post from week commencing 14th Jan to 18th Feb 2002

Questionnaire designed and dispatched by Computacenter Customer Focus Team

Replies returned directly to ORC

Representative sample of customers selected by Computacenter. Some respondents are the same as the previous quarters

All comments show customer name and company

Customers who took part

Keith Perkins 3M Steve Martin Lehman BrothersChris Inkster Abbey National Treasury Services Chris Bull Lucent TechnologiesGary Brow n Abbey National Treasury Services Andrew Mayock MBNA Europe Bank LtdDavid Bradley Aegon UK Tim Capper MBNA Europe Bank LtdIain Mackenzie Aegon UK Andy Roberts Menzies DistributionJohn O'Connor Aegon UK Joe Penman National Pow er PLCSandra Tuddenham Aegon UK David King NTLLaurence Glover Arcadia Group London Christine Wiebkin Royal & Sun AllianceColin Wingrove Aventis Pharmar Peter Spratt Royal Sun Alliance Property ServicesDebbie Lamberson Avis Chris Wickham Scottish and Southern EnergyElizabeth Grayshon Avis Mike Eaton Scottish and Southern EnergySharon Rigler Avis Sue Murphy Scottish and Southern EnergyKathy Hines Bass Brew ers Ltd Fiona McCabe Scottish Pow erStephen Griff iths BNP Paribas Brian O'Donnell Seeboard PlcBill Brooke BT Bryan Meeks Seeboard PlcPhil Williams BT Mike Belton Seeboard PlcMaris Andersons BT Cellnet Mike Rice Seeboard PlcPaul Osborne BT Cellnet Phil Cattling Seeboard PlcDavid Glasbrook C&J Clarks Shafiq Ladha Seeboard PlcShaun Lynn Cable & Wireless Stephen Whittaker Seeboard PlcRobin Hagenaars Credit Suisse First Boston Europe Ltd Sean Hasw ell Severn Trent Systems Ltd.Ian Pinnock DHL International UK Ltd Ray Tow ey Shell InternationalJohn Phillips Energis Communications Plc Christine Baker Southern WaterMax Hammond Ernst & Young Duncan Reid Standard Life Assurance Co.Patrick Brennan Financial Services Authority Bob Baxter THUSBrian Mullins First Engineering Ian Robinson THUSRichard Regan First National Motor Finance Scott Hunter THUSDavid Hall First National Plc Jim Davies TradeteamNigel Sw ain GlaxoSmithKline Kevin Stevens TranslucisSteve Kiss GlaxoSmithKline Khalid Barakzai TranslucisMike Higgins Halifax Card Services Madeleine Buchanan TranslucisAnne Waterhouse Halifax Plc Ray Cooke Unipart GroupJonathan Ward Halifax Plc Colin O'Brien Virgin Atlantic Airw ays LtdMartin Wood Halifax Plc Stuart Andrew s Vodafone RetailAlana Bryce Halifax Treasury & Wholesale Banking Linda Daw kins Walkers Snack Foods LimitedVera Cuff HSE Simon Black Walkers Snack Foods LimitedStew art McIntyre Intelli Corporate Finance Nigel Cow ton William M. MercerEugene Mariotti J P Morgan Chase Jan Lovett Yell

Charity Donations


A total of £1900 was donated to the Computacenter corporate charities for Q4, compared with £1550 for Q3.

NSPCC Macmillan Cancer Relief Children in Need Sector TotalCity £100 £0 £100 £200

Commercial £225 £400 £75 £700Communications £25 £200 £25 £250

Govt £25 £25 £0 £50Retail Finance £175 £100 £75 £350

Scotland £50 £200 £100 £375Charity Total £600 £925 £375

Documents

DCSQ Customer Satisfaction Survey Managed Services - Q4 2001