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SHARED SERVICES AND OUTSOURCING ADVISORY (SSOA)
Get more valueToday’s global business services
go far beyond cost savings alone.
kpmg.com
1 | Shared Services and Outsourcing Advisory
The Shared Services and Outsourcing Advisory (SSOA) practice is supported by more than 138,000 partners and professionals from across KPMG International’s global network of member firms. KPMG LLP delivers Management Consulting, Risk Consulting, and Transactions and Restructuring services along with our Tax and Audit platform to create value while reducing complexity.
2014World’s BestOutsourcing Advisors
Since 2009, KPMG has ranked on IAOP’s list of the World’s Best Outsourcing Advisors and was ranked #1 in 2012.
KPMG is #1 in Shared Services and Outsourcing* • $300B+ advised contract value • 75 percent of the FORTUNE 100 served • average 20+ years of advisory experience • 2,000+ transformation project supported
1 | Shared Services and Outsourcing Advisory
*Ranked by global headcount and revenue
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Shared Services and Outsourcing Advisory | 2
Why KPMG ?
What to expect from KPMG
Consumer MarketsCoca-Cola
Heineken
Hershey
Johnson & Johnson
Mead Johnson Nutrition
Nestle
Procter and Gamble
Unilever
Wal-Mart
Whirlpool
Financial ServicesAEGON
AFLAC Incorporated
AIG
American Express Company (AMEX)
Aviva Insurance
Barclays
Capital One Financial Corporation
Deutsche Bank
Goldman Sachs
The Hartford
Lloyds Banking Group
Moody’s Corp
Morgan Stanley
Prudential
Standard Chartered Bank
Energy & Natural Resources
BP
Chevron
ConocoPhillips
Healthcare & PharmaceuticalsAbbott
Astellas Pharma, Inc.
AstraZeneca Pharmaceuticals
Baxter
Boehringer Ingelheim
Bristol-Myers Squibb
Cardinal Health, Inc.
Catalent Pharma Solutions
Eli Lilly
GlaxoSmithKline
Hospira, Inc.
Merck & Company Inc.
Mylan Laboratories Inc.
Pfizer
High Tech & ManufacturingBoeing
Chrysler
Cisco
Hewlett-Packard
Microsoft
Warner Bros.
RetailAmway
Ann Taylor
Apple (UK)
Best Buy
Carlson Companies
CarMax
Carphone Warehouse
Chico’s
Church’s Chicken
Coles Myer (APAC)
CVS
Dairy Farm
Delhaize
Dixon’s
Gap
Guthy-Renker
Hallmark
Home Depot
Hudson’s Bay (CN)
IKEA
Kenneth Cole
Kmart (AUS)
Leroy-Merlin
Levi’s
Macy’s
TelecommunicationsAT&T
Vodafone
A small sample of our SSOA clients
KPMG’s Shared Services and Outsourcing – spanning industries, functions, geographies, and business disciplines.
Industry-recognized depth and experience in shared services and outsourcing advisory—our advisors are experienced practitioners.
We’ve been working hard for businesses and organizations that are on their transformational journey. To date, we have advised on a total contract value of more than $300 billion. We believe that no other firm has the people, clients, experience, data, methods, and worldwide reach that KPMG has today. KPMG is one of the world’s leading shared services and outsourcing advisory firms.
• Broad perspective on Global Business Services: a thorough services framework that aligns the services model with business objectives
• Objectivity as advisors: We are not outsourcers, nor do we favor any supplier or delivery model—we are the only Big Four consulting firm with this characteristic
• Full experience across the life cycle of strategy, implementation, and services portfolio management
• Global breadth: capabilities across industries, functions, geographies, and business disciplines
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3 | Shared Services and Outsourcing Advisory
Global Business Services (GBS): move beyond cost savings
Shared services and outsourcing of selling, general, and administrative expense (SG&A) functions has historically been driven by an innate desire to reduce administrative costs by creating leverage across horizontal business processes, while focusing retained resources on the core competencies of the business. There are, however, many tangible benefits that these organizations have realized, including enhanced global growth, acquisition integration, and improvements in agility and innovation.
KPMG, based on years of practical experience and research, has identified a few primary factors that are most often overlooked:
• Sourcing and shared services goals are moving beyond just cost savings.
• Leading sourcing and shared services organizations are advancing their capabilities, evolving to models engineered to be positive influencers of change.
• Success in this new model depends on the ability to dynamically assemble a variety of capabilities—regardless of where those capabilities reside—into a seamless end-to-end process that’s focused on a specific business outcome.
Your support service functions can be a competitive advantage, and KPMG is a recognized leader at helping you optimize the service delivery model and reduce your support costs. KPMG assists organizations in achieving their objectives in shared services and outsourcing using the Enterprise Services Transformation (EST) framework.
KPMG’s EST framework allows organizations to build value, and achieve sustainable quality improvements while controlling costs. We help organizations transform and optimize their investments through leveraging process improvements, tools, resource capabilities, and management, all while helping to reduce costs. Costs reductions are achieved through a variety of means including labor arbitrage, process efficiencies, and managing the white space between functions and processes (improving alignment).
The EST framework from KPMG is a transformative service delivery approach designed to maintain alignment of core business objectives with services delivery. Utilizing this framework, we can facilitate:
• Improved integration – The EST framework institutionalizes cross-functional collaboration and improves the ability to offer end-to-end services to the business.
• Customer-focused service delivery – The EST framework allows customers more flexible access to the appropriate services with improved visibility into costs and rates.
• Adaptability and flexibility – Developing an internal governance capability and associated practices provides the business more access to “services-on-demand” such as software, infrastructure, and contractors, with less capital investment in hardware and infrastructure.
• Simplified management – Provides a more standard approach to metrics, contracts, and pricing across functions.
• Access to innovation – Centers of Excellence and internal service providers are better identified and integrated into the overall services portfolio.
Cost savings ranging from 10% to 35% across major back-office functions (IT, Finance, HR)
Reductions in facilities costs ranging from 10% to 15%
Improved processes resulting in 8% to 13% spend management on indirect goods and services
Collaborative relationship between internal and external stakeholders
Optimized internal and external delivery capabilities—virtual and real-time
Enhanced governance, risk mitigation, performance metrics, and reporting processes
Improvements in the effectiveness of overall portfolio management
Potential benefits
10–35%
10–15%
8–13%
ü
ü
ü
ü
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Shared Services and Outsourcing Advisory | 4
GBSMATURITY
SUB-OPTIMIZED RATIONALIZED OPTIMIZED STRATEGIC INTEGRATEDDecentralized and duplicative functions; little central control over business support services
Single function shared services with tactical onshore or offshore provider relationships
Traditional outsourcing relationships with global delivery; non-integrated internal shared services capabilities
Optimized balance of internal and external delivery capabilities, global sourcing with multifunction focus
Globally integrated services portfolio with aggressive use of alternative and mixed delivery models
Level 01
Level 02
Level 03
Level 04
Level 05
Value capture and performance sustainability occurs over time
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5 | Shared Services and Outsourcing Advisory
GBS as a source of competitive advantage
IT F&AHR Procurement
Service Delivery Focus
Resettling the value propositionEnterprise service models are evolving to deliver a much broader value proposition closely aligned to the C-Suite agenda.
• Align the operating model for efficiency and effectiveness.
• Drive growth in merging markets.
• Optimize the global operations.
• Redefine the business model for greater integration.
• Collaborate across teams and mine data to drive greater insight.
• Protect the brand and foster a common customer experience.
Function
% Impacted by Change in Service
Delivery Model
Savings Range (% of Impacted
Costs)% of Revenue
Saved
IT 80% 10-15% 0.2-0.4%
HR 50% 15-30% 0.4–0.1%
Indirect Procurement
80% 8-13% 1.4–1.9%
Finance 60% 20-40% 0.1-0.2%
For a company at the front end of a transformation journey, the delivery model change and savings can be significant.
ü
Leading GBS organizations are moving beyond cost-cutting and resource optimization to focus on business alignment.
Success in this new model depends on the ability to dynamically assemble a variety of capabilities—regardless of where those capabilities reside—into a seamless end-to-end process that’s focused on business outcomes.
KPMG’s SSOA practice can help. We can give you the tools, experience, and data to align your services to support your overall business strategy. Our goal is to provide you with the full suite of capabilities required to provision services and drive high-value, sustainable transformation in your services models.
Product Innovation
Business Intelligence
Business Agility
Process Transformation
New Market Entry
Labor Arbitrage
Capacity Management
Quality Improvement
Process Efficiency
Onshore/Offshore Leverage
Value Proposition40%
High and Low Savings Range by Support Function(% of Impacted Costs)
35%
30%
25%
20%
15%
10%
5%
0%IT HR Indirect
ProcurementFinance
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Shared Services and Outsourcing Advisory | 6
GBS as a source of competitive advantage
It’s not what you say —it’s what you can do that matters.
The journey: Today’s shared services organizations can map their development across stages of maturity. Where are you in this continuum? Our experienced professionals have assisted organizations across a variety of different industries to migrate among all phases.
The global enterprise – extendedToday, our advisors are taking shared services and outsourcing to the next level, with the help of KPMG’s EST framework, where we are changing the way technology and services are purchased, priced, and delivered. To drive meaningful value, sustainable improvement, and cost reductions, we are showing our clients how to look beyond the traditional enterprise to find a global network of capabilities and a pool of configurable resources with rapid deployment and provisioning. Nothing less will meet tomorrow’s market conditions and business objectives.
The business of productivity and riskAs has been our tradition for more than a century, KPMG advisors bring leading insights on the implications of tax, compliance, accounting, risk management, forensics, and transaction services to global businesses. This knowledge, our experience, and our collaborative, team-based approach helps keep our clients at the top of their game.
Attributes of a mature model• Cohesive vision for leveraging and
integrating “horizontal” processes across the enterprise
• Global process management and service delivery platform
• Balance of internal and external service delivery
• Integrated delivery centers and Centers of Excellence (COEs), with a focus on business intelligence
• Diligent emphasis on governance, performance, and talent management
• Flexible to dynamic business needs and priorities
• Ongoing competition within the service supply chain
• Outcome-focused
Single-function transactionalFew shared or centralized services
Multifunction and center of excellenceFull business partner
Functional Breadth
Independent, non-standardDisparate processes and technology
IntegratedPeople, process and technology standardized
Standardization
Functionally focusedBusiness unit and functional silos
End-to-endFull E2E delivery and governance
Process Orientation
CaptiveInternal with no third-party leverage
BPOBPO leverage including higher complexity
Sourcing
Disparate systemsMultiple data models, tools and applications
Global data model/SystemsStandard technology, single instance
Technology
Reduce resistance, risk Enhance impact, savingsStrategic Continuum
Measured changeOpportunistic, focused on quick wins
Transformational changeSupport model drives true transformation
Prioritization of Investment
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7 | Shared Services and Outsourcing Advisory
Change is everywhere
Transformational change isn’t a new term. But today, it’s taken on new meaning as businesses evolve. We’re working with clients on trends that pose both opportunities and challenges:
Strategy and designWe can begin by architecting a transformed organization that is more global, flexible, and integrated, then align appropriate strategies for shared services and outsourcing. For those farther along in their transformative journey, we offer diagnostics and assessments to maintain the strategic focus.
Methodologies and implementationFrom building shared methodology centers to full outsourcing management, including due diligence, RFP selection, transition management, and change management, we can be with companies throughout the entire process. We watch out for things that only the most seasoned shared services and outsourcing advisors can know—and resolve.
Enhancement and governanceFrom an analysis of the current state, we can discover and diagnose issues that are hindering operations and build a roadmap to the future state. We can also review existing contracts for value through our existing database of contract information, market assessments, and benchmarks.
Globalization
Increased regulation
Virtualization
Dataanalytics
Cloud
It’s a tumultuous time for business, so we offer a wide range of strategy,
methodology, and enhancement services.
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Shared Services and Outsourcing Advisory | 8
Multifunctional scope is a growing trend across leading shared services delivery organizations
6Six functions have evolved as core pillars of a mature shared service strategy...
• Analytics
• Consulting, business process management, quality program (e.g., Lean Sigma)
• Corporate affairs/communication
• Customer service/contact center
• Engineering
• Environmental health and safety
• Legal
• Marketing
• Outsourcing COE
• Sustainability
• Travel management
...while a number of others are emerging as opportunities to increase relevance and impact.
Finance
ProcurementHR
Facilities Management IT
Cross-functional Master Data
The key—driving business through information and innovation. In our experience, the challenges you face can be turned into competitive advantage.
In our experience:
• Shared services and outsourcing goals are moving beyond just cost savings.
• Leading shared services and sourcing organizations are advancing their capabilities, evolving to models engineered to be positive influencers of change.
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9 | Shared Services and Outsourcing Advisory
What we do: Business Services optimization across all functions
The Service Delivery Lifecycle is a complex journey that requires meticulous planning, solution definition and rigorous implementation control and optimization to ensure full value realization.
• Deep functional expertise with over 500 Advisors experienced in IT, Finance and accounting, Human Resources and Procurement.
• We apply focused research, automating tools, proprietary data, clear business acumen, and a mindset to get quickly to what matters in providing actionable advice and practical answers to clients.
• We are solution agnostic, our independence from technology or providers means we can provide objective advice to clients.
Governance
SharedServices &
Outsourcing
Market Research
Know
ledg
e
Training & E
ducation
Peer Networks
Stra
tegy Solution
Implem
enta
tion
Optim
ization
Finance and Accounting
Human Resources
Information Technology
Industry Specific
StrategyAssess service delivery model options
SolutionDesign target operating model and roadmap
ImplementationTransition organization to new operating model
OptimizationIdentify improvement opportunities
GovernanceMaximize value and mitigate risks
• Opportunity assessment• Baseline (FTEs,
volumes, SLAs)• Base case (costs of
Ownership)• Location analysis• Operating model options• Modeling &
business case• Risk assessment• Stakeholders alignment• Transition strategy• Implementation roadmap
• Shared services design• Location selection• Outsourcing RFP• Vendor selection• Contract & negotiation• Organization design • Change impact assess• Technology blueprint• Key perform. indicators• Transition methodology• Tax/compliance risks
• Shared services build-out• Retained organization• Transition management• Outsourcing transition• Readiness assessment• Service mgt governance• Change management• Communication mgt• Tax/compliance review• ERP remediation• Transformation office
• Global Business Services maturity assessment
• Shared services diagnostic
• Services portfolio review and optimization
• Governance health check• Outsourcing contract
value assurance• Supplier strategy review
and portfolio balancing• Outsourcing contract
renegotiation/remediation• Benchmarking
• Governance committees structure
• Service management processes
• Governance organization and decision matrix
• Governance tools• Supply/demand mgt
organization benchmark• Service performance
dashboard• Service level agreements• Charge back models
We offer clients the benefit of working with a professional services firm that draws upon the skills and experience of 155,000 audit, tax, and business advisory colleagues across 155 countries.
Our value proposition
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Shared Services and Outsourcing Advisory | 10
Selected industry thought leadership
KPMG Sourcing Advisory Pulse SurveysThe Pulse surveys provide insights into trends and projections in end-user organizations’ usage of shared services, outsourcing, and third-party business and IT services.
Outsourced and Optimized the Back Office? What’s Your Next Competitive Advantage? Back-office functions, such as Information Technology (IT), Human Resources (HR), and Finance and Accounting (F&A), have executed complex and innovative strategies to deliver cost savings and improved service levels which seem commonplace today.
1 | Shared Services and Outsourcing Advisory / July 2012
© 2012 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
The Death of OutsourcingBy Cliff Justice, KPMG Partner, Shared Services and Outsourcing Advisory
There is a revolution taking shape in the business services industry, one that disregards the traditional shared services and outsourcing paradigms and centers the design of support services on the needs and priorities of the enterprise as a whole.
Since the information technology outsourcing mega-deals of the 1990’s and through the expansion of offshoring and business process outsourcing in the 2000’s, companies have consistently sought ways to use sourcing strategies to reduce the cost of back office services.
When part of a comprehensive strategy, outsourcing has proven to be a transformation catalyst that has helped companies implement new processes and technologies, reduce costs, access a global talent pool, and change their overall business through the use of partners.
But today, the average deal size is smaller, performance expectations are higher and many providers are delivering more complex services with greater industry knowledge and business acumen. While cost is still key, success in a mature relationship is more often determined by its contribution to the business than by cost savings alone.
Shared services has also steadily evolved from the days of simple accounts payable and data entry processing. In many companies it has moved up the value chain to provide a wider range of
more complex services and, as a result, established an internal brand. Indeed, multi-functional captive delivery centers are an example of the success of the global shared services concept. Many organizations have monetized the asset and sold off their captives to become commercial service providers with specialties in an industry and function.
Labor arbitrage, India, and the new customerIn the past five years, a number of significant changes have begun to transform the traditional underpinnings of business service delivery in the Western world. For example, cloud technology and social media are ubiquitous. They are changing not only how we connect with family members or store music, but also how we do business, collect data and deliver technology. These are more than new technologies; they represent a change in behavior in how the customer and business agree to interact, share information and conduct trade.
Perhaps as significant a change is who the customer is. The traditional low cost arbitrage markets have been India, China and other parts of Asia. However, the success of outsourcing and global
KPMG InternationalShared Services and Outsourcing Advisory
manufacturing has spawned a rapidly growing middle class in these regions, which is both increasing the cost of labor and broadening the potential customer base for many companies. As this success causes the benefits of labor arbitrage to disappear, how do organizations effectively serve new markets, and where is the next level of back office savings?
As most companies would opt for a few hundred million new consumers over 20 percent additional savings on information technology (IT) and finance and accounting, the competitive advantage will go to those that can both connect with new customers and do business effectively in these new markets with lower costs, better data and market insights, and operational flexibility.
A change in business services modelsWhen thinking about sales, general and administrative functions—human resources, IT, purchasing, accounting, etc.—some organizations view these support services as a tactical necessity, while others consider them a strategic weapon. Some see cost center, and others a competitive advantage. The reality is, none of these are mutually exclusive. In fact, they demonstrate the degree of contrast KPMG sees in the strategies and objectives of new business services models. But in a market ripe for and requiring change, a services delivery model that focuses on the holistic requirements and priorities
The Death of OutsourcingThere is a revolution taking shape in the business services industry, one that disregards the traditional shared services and outsourcing paradigms and centers the design of support services on the needs and priorities of the enterprise as a whole.
Advice Worth Keeping – KPMG Management Consulting podcast seriesTune in to these short conversations with subject matter experts, industry leaders and eminent researchers who are at the front line of efforts to drive evolutionary and revolutionary changes in the way organizations are structured and operate globally.
KPMG InternationalShared Services and Outsourcing Advisory
© 2012 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
1 | Shared Services and Outsourcing Advisory / July 2012
Prepare to prosper10 leading practices for global business servicesby: Rick Bertheaud, Principal, Shared Services and Outsourcing Advisory
and Bryan Furlong, Director, Shared Services and Outsourcing Advisory
Like many global business services organizations (i.e., groups that deliver shared services globally and/or managing global outsourcing efforts), yours probably has cost savings down to a science. That is, you know how to create centers of scale, take advantage of labor arbitrage and continuously improve productivity – all in the name of cost-effective delivery of transactional services.
But in today’s world of global business services, a fixation on efficiency gains, or more specifically cost savings, has become table stakes; efficiency gains, such as process improvement or transformation, have remained more elusive. Even though you’re making a measurable impact, you have an unanswered call to contribute more fundamentally to the business, as GBS organizations face new challenges that historically haven’t been posed. Can you use your broad process footprint to get products to market faster? How do you help the company quickly integrate acquisitions to accelerate growth? Can you drive growth in emerging markets by seamlessly supporting operations in China or Brazil?
If you’re like many organizations, you may get involved in these activities from time to time, but you’re rarely leading the strategy. And you’re often called in too late, providing only tactical support.
How can you elevate your value proposition to make your organization a strategic contributor to the business? How can you better align your services model with the C-suite agenda? How can you support strategic business initiatives, such as M&A efforts, new market penetration or protecting/enabling a quality and consistent global brand, above and beyond helping the firm save money?
The most mature services organizations are leveraging much more than labor arbitrage and transactional economies of scale. They’re also leveraging their process expertise and a global portfolio of services. As a result, they’re not only supporting the business – they’re advancing it and fully integrating with it. As you explore the opportunities within your organization, consider these 10 dimensions of global business services:
The Journey: Global Business Services
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The Journey . . . Development Stages . . . Time
Level 5 – Differentiated
Globally integrated services portfolio with aggressive use of alternative and mixed delivery models
Level 4 – Strategic
Optimized balance of internal and external delivery capabilities, global sourcing with multifunction focus
Level 3 – Optimized
Traditional outsourcing relationships with global delivery; non-integrated internal shared services capabilities
Level 2 – Rationalized
Single function shared services with tactical onshore or offshore provider relationships
Level 1 – Sub Optimized
Decentralized and duplicative functions; little central control over business support services
According to a recent KPMG study of GBS organizations at Fortune 500 companies, about two-thirds of them – including many that have been doing shared services for five or more years – are at level two or three on the maturity scale.
Translation: There’s a big opportunity for GBS to contribute more to the business.
Where is your organization in the journey? Here are 10 leading practices for the journey to level 5.
Prepare to Prosper: 10 Leading Practices for Global Business ServicesLeading organizations are leveraging their global business services—outsourcing, shared services and internal processes—as a strategic asset, not just a transactional processing engine. Learn how adopting the attributes of these 10 practices can help you succeed in your organization’s next opportunity
Global Business Services Innovation: Optimizing the Business Model for CompetitivenessA series of in-depth interviews with business executives reveals success factors and leading practices for advancing the maturity of global services delivery.
1 | Shared Services and Outsourcing Advisory
The Shared Services and Outsourcing Advisory (SSOA) practice is supported by more than 138,000 partners and professionals from across KPMG International’s global network of member firms. KPMG delivers Management Consulting, Risk Consulting, and Transactions and Restructuring along with our Tax and Audit platform to create value while reducing complexity.
2011
™Since 2009, KPMG has ranked on IAOP’s list of the World’s Best Outsourcing Advisors and was ranked #1 in 2012.
KPMG is #1 in Shared Services and Outsourcing* • $300B+ advised contract value • 75 percent of the FORTUNE 100 served • 20+ years of average advisory experience • 2,000+ transformation project supported
1 | Shared Services and Outsourcing Advisory
*Ranked by global headcount and revenue
Sustain Competitive Advantage by Rethinking Your Business Services ModelsSurvey results from top-performing shared service centers in Europe and discussion on how they are distinguished from their peers.
From CRM to CEMTaking your shared services brand to the next level
Trying to elevate the value proposition of your shared services organization? It’s time to move from customer relationship management to customer experience management.
Effective shared services centers (SSCs) know their
performance goes beyond delivering the right services at the
right price. It’s also about elevating the internal brand and
improving strategic relevance.
To do so, they’ve taken a page from outsourcing service
providers by focusing on customer relationship management
(CRM). These organizations are determining customers’ needs
and expectations, measuring satisfaction and identifying
opportunities for innovation – all with a goal to enhance the
reputation of shared services and deliver long-term value.
But CRM is only the beginning. The next step is to evolve
from managing customers’ relationship to managing their
overall experience with shared services. This discipline, called
customer experience management (CEM), is about turning
customer satisfaction into loyalty, advocacy and higher
organizational relevance for shared services.
Who are your customers? How do they interact with the SSC?
How are you continually improving their experience? How are
you addressing roadblocks? This kind of holistic thinking is the
stuff of CEM.
Challenges in managing the customer experience
It all starts with a good customer relationship model. However,
some SSCs are starting at a disadvantage. Consider these
common challenges:
• Service orientation assumptions. With mandated,
100 percent market share, some SSCs take customers
forgranted.Othersmayhaveaninflatedself-image
by operating under the misconception that they are
providing excellent customer service. Here’s an interesting
fact: 80 percent of service organizations believe they
deliver a superior customer experience, while only about
8 percent of their customers agree.
• Service quality assumptions. Another challenge is
misaligned expectations, as customers generally expect
SSCs not only to process hundreds of thousands of
transactions–buttodosoflawlessly.Afterall,incorrect
payments to employees can have big productivity
consequences. And the impact in other high-volume
transactionalareascanbeevenmoresignificant.For
instance, a faulty payables process could quite literally
shut down a production line.
However,despitetheexpectationforflawlessdelivery,
zero defects is more an aspiration than a reality. Indeed,
even if a process achieves six sigma, it will still fail 3.4
timesinamillionattempts.Forhigh-volumebackoffice
processes,servicelevelmetricsmoretypicallyreflect
accuracy rates of 99.5 to 99.8 percent.
Ultimately, part of building a good customer relationship
model is recognizing – and addressing – the failure
opportunities in all layers of service delivery, as well as inputs
from the customer’s organization. That means avoiding
thetrapsofmarketdominance,inflatedself-imageand
misaligned expectations. It means managing the relationship
in consideration of local and global service delivery. And it
means applying a routine of active measurement, constructive
self-criticism, and best practices across all processes and
technologies.
From CRM to CEMTrying to elevate the value proposition of your shared services organization? It’s time to move from customer relationship management to customer experience management.
is a recognized leader in helping Global 1000 firms plan, implement, and improve Global Business Services.KPMG
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SECTORS AND THEMES
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© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks of KPMG International Cooperative (“KPMG International”).
Contact us
Cliff Justice
Principal and U.S. LeaderShared Services and Outsourcing Advisory Services T: +1 713 319 2781 E: [email protected]
Rick Bertheaud
Principal, Advisory Shared Services and Outsourcing Advisory Services T: +1 413 427 9952 E: [email protected]
Bob Cecil
Principal, Advisory Shared Services and Outsourcing Advisory Services T: +1 571 434 7562 E: [email protected]
To learn more, visit the Shared Services and Outsourcing Institute at www.kpmginstitutes.com/shared-servicesoutsourcing-institute.
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