Timefora

change

What is this change we are talking about?

AIESEC Surat’s Vision :To be the premiere choice of the youth in the city to enhance and develop responsible and entrepreneurial leadership with global mindset.

AIESEC Surat’s mission :To be a full member process driven LC with 1111 sustainable leadership development programs delivered with quality.

Cadbury India On October 2003, just a month before Diwali, the Food and

Drug Administration Commissioner received complaints about infestation in two bars of Cadbury Dairy Milk.

Cadbury India’s flagship brand with over 70% market share.

In India, where Cadbury is synonymous with chocolate, the company’s reputation and credibility was under intense scrutiny.

Sales volumes came down drastically in the first 10 weeks, which was the festival season; retailer stocking and display dropped, employee morale – especially that of the sales team – was shaken.

The heat of negative publicity melted Cadbury’s sales by 30 per cent, at a time when it sees a festive spike of 15 per cent.

The ChallengeThe challenge was to restore confidence in

the key stakeholders (consumers, trade and employees, particularly the sales team) and build back credibility for the corporate brand through the same channels (the media) that had questioned it.

Fire-fightingThe immediate objective was to get the

following key messages across:

Infestation could never occur at the manufacturing stage

The problem was storage linked; this without alienating trade channels

Cadbury Dairy Milk continued to be safe for consumption.

Now let’s look at some similar situations,We have been always striving to deliver experiences with quality.

Less do we know, what our Customers (EPs + members) think about us.

Let’s see a few examples.

AIESEC Surat’s mission :To be a full member process driven LC with 1111 sustainable leadership development programs delivered with quality.

Now let’s look at our mission again!

Some quotes :

“Our DNA is as a consumer company - for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not

up to par, it's our fault, plain and simply.”- Steve Jobs.

“I love getting consumer reports. I think it's one of my favourite things, studying what people have to say about the

product and then trying to make it better.”- Maria Sharapova.

Even the most innovative product companies today will not survive without moving towards a services and customer oriented company. We are living in a growing services based economy

with over 80% of US GDP and over 50% of the global GDP is derived from services.

Product and technology companies have enjoyed top line revenue and bottom line profit growth as services evolved. Future services success depends on holistic processes with additional focus on customer outcomes.

The successful transformation of companies to move from product focus to customer oriented focus requires mature customer feedback strategies and informed customer focused leadership.

“No company can produce outstanding customer service unless its top management are visibly, constantly, and sometimes irrationally

committed to the idea.”- David Davidow and Bro Uttal,

Total Customer Service.

The most successful companies in the world have at least one key thing common. They listen to their customers. More importantly, they ACT.

Studies have shown that most companies do not effectively use or benefit from customer feedback.More than 90% have some sort o customer

feedback program.

Less than 50% effectively communicate the results.

Less than 10% use the data to create specific improvement programs.

Only 5% measure the impact of their process improvements.

What is NPS?Net Promoter Score or NPS is a measurable

number which derives how satisfied your customer is with the experience he/she had with your product(programme).

It tells us how likely is he/she to promote or detract your brand or the product because of the experience he/she had.

It is recorded through sending out surveys to all those who are experiencing/completed their experience in any of our 4 programmes of ELD.

How do we relate a number to a likely promoter/detractor?NPS Surveys are through rating your experience on a scale of 1-10.

Detractor : 1-6

Passive : 7-8

Promoter : 9-10

It is always accompanied by a comments section, which MUST be filled compulsorily, in order to add to the credibility of your feedback.

Now let’s look at some of our LC’s statsIn the past 6 months,

159 NPS Surveys were sent out across all programs. Only 14 responses were recorded deriving a conversion rate of meager 9%.

The best thing about NPS Surveys are that they send reminder e-mails to those who haven’t filled it yet.

Hence, the system sent out 137 reminder e-mails out of which only 2 responses were recorded, resulting in a 2% conversion rate.

We talk about efficiency but have ended up only in a 10% sent – response rate.

Where are we? Where do we want to be?We are currently on an NPS of 5 for GCDP.

Our target : to reach an NPS of 35 by the end of June

This is only possible if we deliver our GCDP experiences (both incoming and outgoing) keeping quality at utmost priority.

Yes, it will be challenging. But that’s where the growth lies.

Why should I do this?Achieving the given improvement in the NPS score will lead to,

AIESEC Surat being certified by AIESEC International as a customer centric LC with very good Customer Experience Management.

It will be certified not in the national, but the INTERNATIONAL PLENARY at IC 2013 | Egypt.

What will this lead to?

It will lead to,

Quicker matches both ICX and OGX, as the entities know you for your quality of experience delivery.

Recognition in the international network.

Happier EPs and members.

The ideal culture and work environment.

And that’s how Quality will drive Quantity!

Its time for Quality over Quantity!

It is time to…