This document discusses Ricoh Canada's customer experience journey. It describes how Ricoh Canada, a subsidiary of Ricoh focused on document management and image communication, launched a "MyCustomer" program in 2004 to create a more customer-centric culture. This included training employees on customer experiences using the Colin Shaw model. Ricoh Canada saw improvements in customer satisfaction scores and Net Promoter Score after implementing focused efforts on understanding customer emotions, re-engineering critical contact moments, and celebrating successes.

1. The Ricoh
Canada
Customer
Experience
Journey
Jacques Chartrain
Director, Customer Care
Ricoh Canada Inc.
May 11th 2012
ICSA 15th Annual Customer
Service Conference

2. About Ricoh
Ricoh Company Ltd
 Established in 1936
 Leader in document management &
image communication.
 Recognized environmental leader
 109,000 people in 390 locations
 23 Manufacturing plants worldwide
 Operations in 200 countries and
territories
 A Global Fortune 500 Company

3. About Ricoh

4. About Ricoh Canada
Ricoh Canada Inc.
 Subsidiary of Ricoh Americas
Corporation
 2,100 employees in Canada
 1,500 Certified Technicians
 450 Sales Representatives
 115% Growth Over Last 10 Years
 Call Centres in Toronto & Edmonton
 2006 NQI Canada Award for Excellence

5. The Challenge
 To become the market leader
 To create a Customer Centric Culture in the organization
 To position service excellence as a competitive advantage
 To develop a value proposition based on the customer experience

6. MyCustomer Program (Phase I)
 Employee led initiative launched in 2004
 Half-day mandatory orientation program for all employees
 Full-day “Customer Safari”
 Focuses specifically on the Customer Experience
 Based on the Colin Shaw “Beyond Philosophy” model
Customer
Experience

7. Colin Shaw/Beyond Philosophy

8. The Customer Experience
“A Customer Experience is an interaction between an
organization and a Customer. It is a blend of an organization’s
physical performance, the senses stimulated and emotions
evoked, each intuitively measured against Customer
Expectations across all moments of contact.”
“Building Great Customer Experiences (2002), Colin Shaw & John Ivens”

9. Departmental Value Propositions
We represent Ricoh to our customers and strive to
consistently deliver the highest possible impression of Ricoh
and all of its people and partners, by addressing and
resolving customer needs in a timely, accurate and positive
manner.
We are dedicated to enhancing Ricoh’s perceived value to
customers by proudly providing a friendly, professional and
satisfying experience, either directly or by coordinating
support efforts with other groups within Ricoh and externally.
We are entrusted with carrying the voice of the customer
within Ricoh.
We actively support the efforts of all Sales channels by
providing value added services.
We focus on fostering teamwork and continuous
improvement in everything we do.
To our customers, WE ARE RICOH!

10. Customer Satisfaction & NPS
 2002 Satisfaction Survey program expanded to include NPS
 Welcome call program launched
 Call Quality/Call Monitoring program initiated
 Satisfaction Surveys enclosed in service confirmation e-mails
 Satisfaction Survey restructured from annual to monthly
 Customer Issue Log program integrated into voice of the
customer initiative

11. 1st Results and Lessons Learned
 Immediate improvement in NPS and
Customer Satisfaction
 Customer feedback indicated a lack of
consistency in delivery
 Call Monitoring revealed a individualized
approach by CSR
 Signs that expectations vary by
customer/caller
 “Customer Knowledge” resides with
Sales Representatives
 “Emotional Signature” lacking to provide
deliberate experience

12. MyCustomer Phase II
 Celebrate Successes as a Company
 Integrate Customer Satisfaction and NPS
results into Performance Review System
and employee Incentive program
 Drive more accountability down to the
branch level
 Define the Ricoh “emotional signature”
 Re-engineer critical moments of contact
 Share customer intelligence
 Provide department specific customer
experience training programs and tools

13. Celebrating Success
 Recognition at annual kick off
 President’s blog
 Consistent message from
Senior Management Team
 Balanced Score Card
 Ricoh Value Proposition
 RAVE Employee Recognition
 “Thank you” events

14. B2B Emotions
B2B Marketing Speak to a Different Set of Buying Emotions: While
B2B prospects are generally not moved by common B2C
motivators, like impulse or status, different individual emotional
motivators apply. For example, the fear of making the wrong
decision, the level of confidence in the forecasted ROI, the level of
trust established in the seller’s people—all of these are very real
emotional motivators in the B2B world.
B2B Prospects Conduct More Research: They do this not only for
personal benefit, but because they also need to “sell” the
recommended purchase to others.
More People are Involved in the B2B Purchase-Decision Process:
Most business purchases have multiple parties in the purchasing
organization influencing the decision-making process.
B2B Sales Rely Heavily on Personal Interactions: Unlike sales to
consumers, B2B marketing doesn’t happen through tightly
controlled, highly crafted communications vehicles like television
commercials or other mass media. One-to-one customer relationship
building, through personal interaction, demands sophisticated sales
management and an educated, knowledgeable, trained staff whose
words and actions are aligned with corporate brand objectives.

15. B2B Emotions
Avoidance of Negative Emotions
Research shows that emotions impact decision
making because we take the anticipation of emotions
into our decision making. When looking to buy
something, we balance the pleasure of the
prospective possession with the pain of acquiring it.
In B2C marketing, marketers often capitalize on the
anticipation of positive emotion by appealing to
aspirational feelings such as desire. In contrast, the
strongest B2B brands capitalize on the avoidance of
negative emotions. This is because there is an
asymmetry between the upside and downside of B2B
purchases: the buyer does not experience the full
benefit of the solution directly and may or not be
rewarded for making a good purchase, but a bad
purchase can destroy the buyer's reputation and
damage job security.

16. The Emotional “Clusters”
Negative Emotions Positive Emotions
Avoid making them feel.. Make them feel…
• Frustrated • Important
• Confused • Empathized
• Manipulated • Understood
• Angry • Safe and secure
• Ignored • Appreciated
• Taken advantage of • Respected
• Disrespected • Informed
• Unimportant • In control
• Unappreciated • Happy
• Hurried • Pleased
• Stressed • Trusted
• Disappointed • Cared for

17. The Emotional “Clusters”
CLUSTER EMOTIONS
Destructive Dissatisfied, Frustrated, Disappointed, Irritated, Stressed,
Unhappy, Neglected, Hurried, Confused, Manipulated,
Ignored, Taken advantage of, Disrespected, Unimportant,
Unappreciated
Attention Exploratory, Indulgent , Energetic, Interested, Stimulated
Recommendation Focussed , Safe , Cared for , Valued, Trusted
Advocacy Pleased, Happy

18. The Emotional Signature
 We want the customers to feel good about Ricoh after the experience
 We want the customers to feel good about our people after the experience
 We want the customers to feel good about themselves after the experience
 We want customers to expect to feel good before every Ricoh experience

19. Negative Emotions
Results from…..
• Processes and policies (Management)
• Attitude of our people (Training & Coaching)
• Inappropriate resource levels (Management)
• Poor planning (Management)
• Poor execution (Training & Coaching)
• Partner’s performance (3rd Party)
• Act of god (3rd Party)

20. Positive Emotions
Results from…..
• Attitude of our people (Training & Coaching)
• Demonstrating empathy (Training & Coaching)
• Listening (Training & Coaching)
• Reinforcing the positive messages (Training &
Coaching)
• Confirming they made the right choice
• Offering options/alternatives/choices

21. Moment Re-Engineering
Opportunity Area
Danger Area

22. Moment Re-Engineering
Help Office
Desks Users
Fast, efficient, Reliable, easy,
Value add Available, supported
Peace of mind, convenience, Peace of mind, convenience,
Security, appreciation, trust, Security, appreciation, trust,
Job security, satisfaction, Job security, satisfaction
Being informed
IT support, minimizing down Business empowerment, office
time, added value efficiency, communication support
Anyone who services copiers, printers, faxes or Anyone who makes/sells copiers, printers, faxes or
document management software document management software

23. Moment Re-Engineering

24. The Quantitative Results
2004-2011

25. Quantitative Results
Ricoh Canada Net Promoter Score (FY2006 to 2011)
70%
59%
57%
55%
55%
60%
42%
50%
35%
40%
NPS
30%
20%
10%
0%
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011

26. Quantitative Results
PROMOTERS/DETRACTORS - Ricoh Canada 2006-2011
80%
67%
% of PROMOTERS/DETRACTORS
67%
66%
64%
70%
57%
60%
49%
50%
40%
30%
15%
15%
12%
20%
11%
10%
8%
10%
0%
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
PROMOTERS DETRACTORS

27. Quantitative Results
Ricoh Canada Total Machines In Field (2004-2011)
Dec 04 Dec 05 Dec 06 Dec 07 Dec 08 Dec 09 Dec 10 Dec 11

28. Questions?

29. Thank you.