Bluecruxtalks - From headset to mindset

From headset to
mindset
#bluecruxtalks
20 September 2017
Mechelen

22
09:30 – 10:00
Yes we care: Miele Belgium's road towards proactive customer care
Pieter Tillon, head of Customer Contact Center at Miele
10:00 – 10:30
Dos & Don’ts: learn from the market leaders
Geert Wullaert, partner at bluecrux
10:30 – 11:00
Discussion & Closing
09:00 – 09:30
Discussion & Break
08:30 – 09:00
Reorganizing customer service for original equipment manufacturers (OEMs) within a European market
Christophe de Valroger, vice-president Original Equipment at Bridgestone EMEA
08:00 – 08:30
Bringing more value to customers with less
Koen Jaspers, Partner at bluecrux
Agenda

What a great meeting of minds!

#bluecruxtalks
Bringing more value to
customers with less
Koen Jaspers,
Partner at bluecrux

Is Customer Service only about Headsets ?
CX comes out of:
Collaboration
& VAS
Order To
Cash
Case
Management

Which area are you mostly transforming nowadays?

Doing more with less
Collaboration &
VAS
Order
To
Cash
Case
Management
Order
to
Invoice
Case
Management
Collaboration
& VAS
Case
Management
Order
to
Invoice
Col. & VAS
20%
10%
70%
100% CS Cost
SalaryOfficeTelephony,…
Tomorrow?Today

SERVICE
DIFFERENTIATION
COLLABORATION
MODELS
Levers towards offering MORE … with LESS
CUSTOMER
INTERACTION
CONNECTVITY
& INTEGRATION
CUSTOMER
VISIBILITY
FRONT-OFFICE/
BACK-OFFICE
PERFECT ORDER
EXECUTION
Collaboration &
VAS
Order
To
Cash
Case
Management
CUSTOMER
ANALYTICS
CUST. PROFIT. &
SEGMENTATION
• Touchless orders
• DIY Portals
• EDI/… Integration
• Mobile access
• Multi channel
• …
• Telephony + CRM
• Menu/Routing & CS
Org
• CSR Soft Skills
• Workforce planning
• …
• VMI, CPFR, …
• Joined improvement
programs
• Shared value
• …
• E2E visibility
• Promise reliability
• Track & trace in fine
distribution
• Integration with LSP,
carriers, …
• …
• FO/BO Levels
• Vertical (E2E) vs
Horizontal (layer)
• Location strategy
• Standardization
• CSR Motivators
• Internal interactions
• …
• Allocation management
• Back order
management
• Collaboration maturity
level
• SLA’s
• …
• Process standardization
• Data reliability
• Internal collaboration
• KPIs (Perfect Order
Proxy, …)
• …
• Cost vs value
• Value vs potential
• NPS
• …
• Customer journey
mapping
• Pro-active and reactive
tracking of KPIs
• …

Select the Top3 levers potentially offering the biggest benefits to your organization?

Amazon just raised the bar for all of us
 Customer Visibility & Interaction - The start of a new journey in customer satisfaction

CUSTOMER
VISIBILITY
Making promises beyond physical stock
“A promise is a promise & a sale is a sale”
Local DC Central DC Manufacturing
Customer
1 2 3
4
5
Physical
Stock
Planned
Replenishment
ProfitableTo Promise
Product
Substitution
Capable to
Promise

CUSTOMER
INTERACTION
Digital requires “directive” CSR instead of “nice” CSR
20% Touchless
70% Touchless
Increased case
complexity
Sales
1st Qtr 2nd Qtr
Sales
1st Qtr 2nd Qtr
Touchless Orders
Mobile/EDI Integration
Self-Service Portal
…

# bluecrux
Reorganizing customer service for original
equipment manufacturers (OEMs) within a
European market
Christophe de Valroger,
Vice-President Original Equipment
at Bridgestone EMEA

Reorganizing customer service for Original
Equipment manufacturers (OEMs) in Europe
Christophe de Valroger, VP Original Equipment, Bridgestone EMEA
September 20th 2017

Copyright © 2017 Bridgestone Corporation | September 22, 2017 15
Copyright © 2017 BridgestoneEurope NV/SA
HEAD OFFICE (JAPAN)
Bridgestone Corporation
Bridgestone Corporation – Key Facts
Employees,
(Japan)
Employees,
Worldwide
Consolidated
Subsidiaries
Paid-in
Capital
Sales* Net
Earnings*
± 16 000 ± 150 000
316 € 943 million
€ 28 billion € 2.2 billion
(As of December 31, 2015)
*These figures have been converted from Japanese Yen at the rate of €1 = ¥120
Source: Bridgestone’s Consolidated Financial Statements – Fiscal Year 2016
MASAAKI TSUYA
CEO & President

Consolidated Net Sales
BRIDGESTONE: THE LARGEST TYRE & RUBBER COMPANY IN THE
WORLD
Source: official financial results of the companies, in millions of US dollars
25,113
29,700
35,500
28,197
35,116
38,903
36,872 36,409
30,477
31,324 30,615
20,605
24,630 24,119
18,508 18,832
28,834
27,678 27,786
21,862
23,621
21,976
20,300 19,600 19,500
16,301
18,800
22,767
21,000
19,500
18,138
16,443
15,158
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Bridgestone
Michelin
Goodyear

Bridgestone Activities & Products
TYRES WERE 82,5 % OF OUR TOTAL ACTIVITY IN
2016Passenger Cars & Recreational Vehicles, Motorcycles & Scooters, Commercial Vans, Trucks & Buses, Heavy
& Light (incl. Retread), Agriculture, Off-The-Road Vehicles, Aircraft, Subways & Monorails, Racing, Go-
Karts...

The Bridgestone organisation
AMERICAS EUROPE, MIDDLE EAST & AFRICA CHINA - ASIA
PACIFIC
SPECIALTY TYRES DIVERSIFIED PRODUCTS JAPAN
BRIDGESTONE CORPORATION = 6 STRATEGIC BUSINESS
UNITS

Employees, Europe
Net Sales in Europe*
HEAD OFFICE
(BELGIUM)
Bridgestone EMEA
Bridgestone EMEA – Key Facts
± 18 000
21 Sales Companies
(divided in 9 regions)
+ Original Equipment
€ 4 billion
*These figures have been converted from Japanese Yen at the rate of €1 = ¥120
Source: Bridgestone’s Consolidated Financial Statements – Fiscal Year 2016
PAOLO FERRARI
President and CEO,
Bridgestone EMEA

Aston Martin Aston Martin
BMW BMW
Mini
Rolls-Royce
Caterham Caterham
Daimler Mercedes-Benz
Mitsubishi Fuso
Smart
Fiat Alfa Romeo
Ferrari
Fiat
Iveco
Jeep
Lancia
Maserati
Ford Ford
Geely LTI
Volvo
General Motors Opel
Great Wall Great Wall
Honda Honda
Hyundai Hyundai
Kia
McLaren McLaren
Morgan Morgan
Piaggio Piaggio
Proton Lotus
PSA Citroen
Peugeot
Renault/Nissan Dacia
Nissan
Renault
SAIC MG
Suzuki Suzuki
Tata Jaguar
Land Rover
Toyota Toyota
Volkswagen Audi
Bentley
Bugatti
Lamborghini
Porsche
SEAT
Skoda
Volkswagen
What is Original Equipment ?
OE = Original Equipment OEM = OE Manufacturer
Our customers
Cars, SUV, LCV…
Production in Europe
20

We supply tyres to OEM plants – The VW Group example
Audi Ingolstadt
A3, A4, Q5 S6, Quattro
20-25 Partnumbers
Audi Brx / Schedl Brx
A1
5 Partnumber
Audi Neckarsulm
A6, A7, A8
10 Partnumbers
Customer plant / Mounting center
Bridgestone warehouse
Warehouse Rudolph
Großmehring
Daimler, BMW, Audi tires
VW Slovakia Bratislava
MC Syncro Bratislava
Touareg; Up; Q7
20 Partnumbers
VW Sachsen
MC Radsystem Zwickau
Golf + Jetta + Passat
10 Partnumbers
Partnumbers VW Group:
over 130 partnumbers
over 90 BS IPC
Audi Hungary, Györ
MC PTG
TT, A3
4-6 Partnumbers
VW CKD
Bremerhaven
export
6 partnumbers
MC FSZM Wedemark
Wintertires CKD for VW +
Audi
10 Partnumber
Loxxess warehouse, Bremen
Porsche; Opel Engine mounts
5-7 partnumber
Porsche Zuffenhausen
Actual no business
VW Wolfsburg
28 Partnumbers
VW Hannover
Tiguan / Golf Cabrio /
Amarok
33 Partnumbers
VW Poznan
10 Partnumbers
Skoda Mlada Boleslav
MC Syncro Mlada Boleslav
15 Partnumbers

The legacy: Multiple customer operations tasks handled differently across countries
Demand Planning
Handling order flows
Managing
warehouse flows
and capacities
Log. OPEX
calculation & cost
control
Inventory
management and
control
Supply chain
performance (Speed,
costs, quality)
Purchase to pay
EDI projects, work to
improve data integration
Ensuring taxation &
customs conformity
on all flows
Resolving payment differences
with OEM‘s, supporting credit
control
Pricing management &
control
Negotiation with OEMs on
supply criterias
Tyre procurement for
special tyres Quality claims
handling
J-SOX controls: pricing, order
& stock management,IT-systems

OE Operations Transformation Project
Support Supply Chain
(Poznan, Bilbao, Bethune)
Support Finance
(BEBS)
Supplyplanning/Execution/AR
Reconciliation/Warehousing…
FROM: 4 Country-based organization serving Pan-
European OEM Customers with plants in over 10
countries
End2EndOESupplyChain
TO: 1 centralized “multi-lingual” organization based in
Germany supported by Shared-Services in Poland serving
Pan-European OEM Customers with plants in over 10
countries
OE Operations
Front-Office
OE Operations
Back-Office
(Supply Chain Support)
OE Operations
Back-Office
(Finance Support)

Why to move into a front-back office OE Operations Concept?
Main role: Customer Facing
- Forecast, Sales order flows, Pricing,
Main role: Supply Chain support
- Replenishment OEDCs, in-out balances, …
Main role: Finance support
- Accounts receivables, payment query resolution…
OE Operations
Front-Office
OE Operations
Back-Office
(Supply Chain
Support)
OE Operations
Back-Office
(Finance Support)
Key driver Front Office Centralization:
• Centralization of FO activities in a central location to increase synergies and move towards an
OEM-centric organization
• Easier back-up of critical tasks
Key driver Back Office Centralization:
• Gain efficiency through better integration with functions like LSCM and Shared service (Poland)

A centralized Operations team – Project outline
Key milestonesPreliminary Actions
Identified the case for
change
Worked on multiple
location scenarios
Engaged multiple
stakeholders
Prepared implementation
plan
Developed a vision
The business case
• 03-09 2015: First iterations and options review.
• 09 2015-03 2016: Further analysis and scenario modelling.
Involvement of managers in preparation of implementation
plan.
• 24th of March 2016: Green light from Exco
• March-April 2016: continuation of planning phase
• 12-13 May: Works council announcement & local
announcements. Start of transformation process .
• June-December 2016: Country migrations
• March 2017: Project completion.

Planning & thorough execution…
1. Onboard New
Resources
2. Detail new
Processes, Tools,
Org.
3. Migrate FO &
BO activities
4. Migrate BO
activities
Transition Plan:
1. Move country tasks to new front-back office structure will happen in sequence aligned with
onboarding of team members in Front Office.
2. For each country Documentation, Transition & Stabilization
3. Transition done by OE Team supported by Bluecrux – focus on training & onboarding!

Deliverables - Project Team was assigned – Key Roles & Responsibilities
• Support Project Manager BEOE and teams to
execute the migration
• Help with project management,
• Supports process documentation and
methodology
• Assist and guide team throughout the transition
ensuring smooth and coordinated execution.
• Prepare weekly reporting
• Is the “external eye” providing methodology
• Lead transformation within OE team
• Coordinate knowledge transfer
• Define resource allocation requirement
• Is responsible to deliver on-time
execution
• Is the “change” agent executing
agreed plans
Lead Project Manager Consultant support : Bluecrux
Sub Project Manager Germany
• Lead transformation within BSDL
• On-board “front office” tasks
• Lead IT transformation
• Redefine roles in German team
• Responsible for on time execution
Sub-Project Manager Supply Chain
• Lead transformation within LSCM
• Coordinate knowledge transfer of back-office
tasks
• Define resource allocation requirements
• Is responsible to deliver on-time execution
• Ensure proper process documentation of tasks
in future LSCM back office team in Poznan
Ops Manager OE Operations
• Lead operations team
• Lead operational activities on day to
day basis
• Ensure no business disruption
• Responsible for business
performance throughout
transformation phase
• Is the “business continuity”
agent ensuring no business
disruption

Lessons learnt – What went well…
• Business continuity was the No 1 priority. This was achieved without failure and no negative comments were
received. It was extremely well handled by outgoing and incoming staff alike.
• Communication. Internal constant communication on project progress and deliverables has been critical.
External communication was kept low key and delivered personally to each OEM which proved the right approach.
• Project clarity and sponsorship. From the very start the project was well defined from a high level reducing
questionning from either top management, connected departments and/or affected staff. The initial preparation
steps have been essential to achieve this.
• HR management – The teams did a great job of on boarding new staff and training. Language skills were difficult
to find in Germany, employment levels are at fully capacity and a good job was achieved in finding the right
candidates.
• Documentation & Process Mapping. A very solid plan of outlining and documenting the process of the project
was detailed. A top priority was to understand the whole business in written format. ID cards were introduced and
were a good concept to allow all team members to understand how each customer operates and can also be used
as induction material for new comers.
• Process improvements and IT enhancements. The project team quickly realised IT improvements and
enhancements were needed. This was in conflict with business continuity as it was very time consuming and
needed much training to align all 5 countries.

• Staff staying – We did not concentrate enough on people staying. Not enough time was spent guiding the team
into the new organisation.
• Support team in Finance shared service – They should have been included from the start of the project and not
just at steerco level. No representation was on-board for the Project team itself. This led to this group not feeling
part of the project.
• Language skills were under estimated for support team in Finance shared service. Not every customer is willing
to communicate in English and still we have issues with German and Italian communication.
• IT resource availability. For a long time IT were not on board. Many times they were not present on the
steerco’s. We have underestimated the resources needed to deliver the efficiencies.
• ID Cards. Did not go deep enough to the level of implementation, they needed to be more detailed. The intention
was to use as an ongoing tool but when it came to implementing to new staff 3 months later a lot of detail was
missing.
Lessons learnt – What could have been better…

Conclusion – a successful project implementation
Key success factors
 Good preparation upfront before onboarding
consulting company avoided changing direction
during the project
 Project sponsors involved heavily during critical time
of the project
 Fast decision making process
 Push from management on internal organization to
own documentation
Lessons learnt
 Need to avoid only focusing on the lay-offs, make
sure also to focus the survivors
Bluecrux appreciated for
 Coaching role
 Creation of momentum & speed/project
management
 Good human contact & interaction
 Good process documentation
 Translation of issues from core team towards
management and vica versa
Bluecrux improvements
 Too generic steerco
 Clarity in communication
Next Steps
 Q2 : Project officaly closed
 Q4: Execute an audit on how organization is
evolving (people, systems, processes…)
 Q3-Q4:Further work with front office team
leads on their people management & team mgt
skills
 Think about Phase 2
Achieved
A changed centralized – front/back- OE organization
realised with zero impact on customer satisfaction
Integration with SCM achieved and working well
Lift and shift executed +/- on time
Efficiency gain achieved
Gave opportunities to people to grow
Not yet achieved
Increased customer focus of OE team
Integration with Finance shared service needs to improve

Q & A

# bluecrux
Yes we care: Miele Belgium's road
towards proactive customer care
Pieter Tillon,
Head of Customer Contact Center at Miele

Agenda
33
 The Miele Company
 Contact Centers @Miele
 Digitalization and impact on CS
 Outsourcing in CS

Contact Center @Miele
35
CC Infrastructure
CC Standards
Resource
Skill
Age
nt
Agen
t
Agen
t
Agen
t
Expert
Agent
Skillset
/ Agent
x
Con. Service req. x x x x - -
Con. Sales req. - x - x - -
Con. Info req. - - x - x -
Con. Complaint
placem.
- x x x x -
Club Service req. x x x x x -
Club Sales req. - - x x - -
Club Info req. - x - x x -
Club complaint
placem.
- - x x x -
Dealer Service req. - x x x x -
Dealer Sales req. - - x - - -
Dealer Info req. - - - - x -
Dealer Complaint
placem.
- - x x x -
Prof. Service req. - - - x - -
Prof. Sales req. - - - - - -
Prof. Info req. - - - x x -
Prof. Complaint
placem.
- - - x x -
Resource Management (Skill levels Tier 1 & Tier 2)
CC Channels
Professional customersDomestic DealersConsumer
Service request (front
outsourced/ back not)
Sales request - Appliances
Information request
Complaint placement
Business transactions

@
+ social
media

@

@
IVR/emailclassification
Finance
HR
Sales
Service
OtherMieledepartments
Others
Switchboard

Sales request – Spare
parts/accessories

“No hassle” vs “Premium”
36
Source: Discipline of market leaders,
Treacy and Wiersema

“CS excellence” – Not only about digitalization
37
 Consumer behaviour changes: more and more the consumer decides and companies (and their employees)
need to adjust (“organizational change”)
 Answer to the need of the consumer
 DYI-trend: what customers can do online themselves ,we do not have to do ourselves (“Digitalization”)
 Free up resources for “premium” activities
 Consistency in quality is key, accross all channels, processes (“Touchpoint Integration”)
 Create a consistent brand image
 Employees need to be involved in the strategy and changes it brings, understand what they can do achieve
the mission of our company and what Miele expects of them (“KPI setting”)
 Motivate the employee to go along in the change and go the extra mile
Digitalization alone won’t get you there…

Process digitalization – Examples @Miele
39
Order-To-Cash:
- Portals, EDI connections
- gATP (with visibility on production planning)
 Orderdesk will no longer take orders but will troubleshoot and provide pro-actively solutions for
the issues that might pop up
Service-To-Repair:
Appliance “remote assistance”
 Regular “service order intake” will no longer be needed
Complaint-To-Solution:
Omni-channel tooling in contact center
SAP CRM combined with Genesys (routing of calls, emails, chats, video chats, social
media events and state-of-the-art reporting real-time and historical)
Digitalization
“frontoffice”
Digitalization
“backoffice”

Process digitalization – Consequences
40
 Frontoffice work (and broader all “no hassle” service) will in the future not require
any human intervention
 If you need human intervention, it must be efficient and the people must know
where to find what info (preferably all-in 1 place)
 Profiles working in CS will need other skills
 Analysis, case mgmt, pro-activity
Digitalize your frontoffice and leverage your human capital through well managed
case management

Outsourcing – Scope at Miele Be(NeLux)
42
CC Infrastructure
CC Standards
Resource
Skill
Age
nt
Agen
t
Agen
t
Agen
t
Expert
Agent
Skillset
/ Agent
x
Con. Service req. x x x x - -
Con. Sales req. - x - x - -
Con. Info req. - - x - x -
Con. Complaint
placem.
- x x x x -
Club Service req. x x x x x -
Club Sales req. - - x x - -
Club Info req. - x - x x -
Club complaint
placem.
- - x x x -
Dealer Service req. - x x x x -
Dealer Sales req. - - x - - -
Dealer Info req. - - - - x -
Dealer Complaint
placem.
- - x x x -
Prof. Service req. - - - x - -
Prof. Sales req. - - - - - -
Prof. Info req. - - - x x -
Prof. Complaint
placem.
- - - x x -
Resource Management (Skill levels Tier 1 & Tier 2)
CC Channels
Professional customersDomestic DealersConsumer
Service request (front
outsourced/ back not)
Sales request - Appliances
Information request
Complaint placement
Business transactions

@
+ social
media

@

@
IVR/emailclassification
Finance
HR
Sales
Service
OtherMieledepartments
Switchboard

Sales request – Spare parts

Process of outsourcing
43
Contract mgmt.
and evaluation
•Renewal or end contract
Implementation
•Transfer of activities
Partner
selection and
contract
negotiation
•Contract and transition
plan
Define
alternatives and
feasibility
•Business cases
•High level planning
•Go/no go decision
Determine
outsourcing
policy (decision
criteria)
•Determination of scope
and possible scenarios

Benefits Outsourcing
1. Use of knowledge management system, where information now is dispersed in documents and systems.
2. Coaching/QM measured and frequent: Better QM at outsourcer.
3. Full accountability of operations enhances quality, first time right rate and cost to serve.
Quality
1. Web care solutions, multi channel technology available at outsourcer.
2. New ways of working which can be implemented better, faster and cheaper. Using the newest technology / customer
channels and experience (sales, web care customer support).
3. Best practices in online vs. telephony in future with website support: Marketing / IT international.
Technology
1. Lower direct costs (hourly rate) and efficiency because of economies of scale at outsourcer.
2. Savings on workplace costs (investments in furniture, energy, cleaning etc).
3. Budget becomes in greater degree variable compared to current state.
4. Savings on staff costs (employees and overhead such as HR and IT).
Costs
1. Duplication of systems: increasing amount of systems and processes to deal with.
2. Full availability of tested processes (QM, traffic, forecasting etc.) compared to minimal current state.
3. Full IT support, also when opening hours are extended.
Reduce
Risks

Lessons learned
45
 Outsource what is considered as “No hassle” service, not “Premium” service
 If you want to make it premium, do it yourself (or pay the “premium”)
 10% of the cases are transferred to “backoffice”
 Continuous mgmt attention is still needed (to keep the 10%)
 Outsourcing increases flexibility and customers love it

Conclusion
46
If you cannot digitalize yet and consider outsourcing, outsource the “no hassle”
part of your CS organisation
Digitalize your frontoffice and leverage your human capital through well
managed case management

#bluecruxtalks
Dos & Don’ts, Learn from the Market
Leaders
Geert Wullaert,
Partner at bluecrux

1. Standardize and Consolidate CS operations at the same time
2. Challenge all activities except Legal and Regulatory
3. Business case for standardization is not obvious, look for the case of not standardizing
SSS Rule = Standardize, Standardize, Standardize
Long-term total cost of
ownership
Implementation cost and
speed of digitalization
(touchless orders, ... )
KPIS and Reporting, speed of
innovation and improvement

To what extend are your current CS Operations standardized ?

FO/BO ? Nice concept but look for the edges !
100% FO 100% BO50% FO
50% BO
Operations
Efficiency
E2E Disruption
Collaboration with Stakeholders

To what extend are your CS Operations organized in a FO/BO Model ?

Manage you employee’s confidence zone/border
Process/System
improvement projects
Organizational
Transformation Projects
(incl. Layoffs)
Employee Comfort Zone

Manage Resources
Capacity
Manage Resources
Capacity
Manage Knowledge
Transfer
Managing the transformation of CS Operations
Support SURVIVORS
Support LAYOFFS
Manage Consultation
Communication
Support STAFF
The Hard Side
The Soft Side
Union Consultation
Process
Employee
Consultation Process
Transition towardsTO-BE Organization
Layoffs & Survivors are
individually identified
Impacted Operations are
aware of ongoing
Consultation Process
Manage Consultation
Communication

The symptoms …. And the remedies
Manage Consultation
Communication
Manage Resources
Capacity
Manage KnowledgeTransfer
Support STAFF
Support LAYOFFS
Support SURVIVORS
The Symptoms The Remedies
Synchronized Com./OneVoice
Uniform Message
Q&A Document
Layoffs as buffer
Increase Capacity
ContinuousWatch
Describe SOP, SLA,WI
Capture Experience
Run parallel
Chaos
Unfounded Expectations
Leaks
Rumors
Sick Leave/Early Leave
Business Continuity
Service Level
Rebuild Relationship/Trust
Lost Experience
Lost Cust. Habits
Answer questions Consistent
Accurate
Questions and turmoil
Shock, Fear, Uncertainty
Anonym. Com. System
Process for escorting out
Inform/Support/Direct
Grieving process
Shock, Anxiety
Anger
One-on-one meetings
Inf./Com./Motiv./Appreciate
Post layoff teambuilding
Survivor Syndrome
Insecure, Distrust
Frustration
Absences
Consistency
How to ?
Unsecured
↓Self-Esteem
Guilt
TEMPs
Walk Flows
What/Why
One-One/
Escort
Appreciate

What are the Top3 most difficult aspects to manage in such a transformation ?

Thanks for attending
Thank you !!
Thank you !!

Bluecruxtalks - From headset to mindset

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