Creating Values Based on Customer Satisfaction
Our Concept of Customer Satisfaction
Fuji Xerox regards customer satisfaction (CS) as the starting point of all its corporate activities. Understanding what customers want and what they expect is crucial to satisfy their requirements. Fuji Xerox places importance on interactive communication with customers at all points of contact. Fuji Xerox and its affiliates aim to build long-term customer relationships based on trust and achieve mutual growth by continuously meeting their needs and expectations. In 2001, Fuji Xerox formulated the CS Guidelines that set out standards of conduct to be adhered by all employees in order to increase customer satisfaction. The CS Guidelines require all employees in Japan and overseas, including those engaged in sales/maintenance, call center, R&D, and headquarters, to constantly strive, with a strong sense of ownership, to solve the issues customers face and to create new value through cross-organizational and cross-functional cooperation.
CS Guidelines for Fuji Xerox and its affiliates
- Listening to the "Customer's Voice" is the beginning of our job.
- Thinking of the "Customer's Viewpoint" is the basis of our job.
- Meeting the "Customer's Expectation" is the responsibility of our job.
- Earning the "Customer's Deep Trust" is the joy of our job.
- Receiving the "Customer's Evaluation" is the measurement of our job.
Systems Leading to Greater Customer Satisfaction
Fuji Xerox and its affiliates promote CS activities using the following three-layered system to continuously pursue improvements in customer satisfaction and become an irreplaceable partner for customers to enable continuous business growth.
- CS Executive Committee
The CS Executive Committee chaired by top executive (President) is held regularly to discuss high-priority issues across the company selected from customers' “voices” and various CS surveys thoroughly from the management perspective with the aim of resolving them in a timely manner.
- CS Improvement at Customer Contact Points Committee and the Quality Review Committee
The CS Improvement at Customer Contact Points Committee, chaired by the officer responsible for the sales and marketing departments, was established to resolve common CS issues among the affiliates and sales companies or specific issues arising from decisions made by the CS Executive Committee. The issues occurred at customer contact points are shared and discussed across the organization with the aim of resolving in a timely manner. Under the CS Executive Committee, a Quality Review Committee chaired by the corporate vice president responsible for quality assurance works on resolving CS issues related to products.
- CS Improvement Committee
We have established CS Improvement Committee at the affiliates and sales companies in Japan and overseas. The aim is to clarify CS issues in sales and maintenance service activities based on customers’ “voices” collected daily, then improve the operational processes and response manners. We are escalating issues that are difficult to solve by only our organization up to the higher level committees.
Mechanisms for Communicating with Customers
Fuji Xerox, its affiliates and sales companies endeavor to communicate with customers, mainly through the following five mechanisms.
- Integrated Customer Support Center (main contact point for inquiries)
We respond to customers’ requirements via our call centers and help desk such as Customer Information Center and maintenance requests center in cooperation with technical support function.
- VOC (Voice of Customer)
This mechanism is used to accumulate, analyze, and use customers' opinions and requests collected by employees who have direct contact with customers.
- Official website
Here we collect opinions and requests relating to Fuji Xerox and our affiliates through the "contact function" provided alongside the information offered on our website.
- Various types of market surveys
We conduct surveys of market trends to check and confirm customers' requirements from a macro perspective.
- CS evaluation
CS Programs are used to confirm customers' evaluation and requests relating to Fuji Xerox and its affiliates.
We believe the key to improving CS lies in using these mechanisms to listen sincerely to our customers' "voices" and continuously make improvements.
Overview of CS Management System
Improvement based on CS evaluation
At Fuji Xerox we have continued to conduct improvement activities since 1975 based on the customer evaluation of our products and business activities using seven frameworks in light of global standards. The system comprises two programs: the Rival Comparison CS Surveys, which are conducted by us and external agency, and the Fuji Xerox Users CS Surveys, in which individual users evaluate our products and activities. Regular and continuous implementation of these two programs allows us to accurately gauge customer satisfaction levels and improve our business processes and systems. It also helps to heighten satisfaction levels and build long-term relationships based on trust.
These survey results represent customers' direct voices on Fuji Xerox activities and values, and provide feedback not only to the sales and maintenance departments that are directly responsible for customers, but also to the development departments, which can then reflect them in the development of new products.
Improvement based on CS evaluation
Customer Satisfaction Survey Implementation in Fiscal 2016
|Survey||Number of Surveys|
|Rival Comparison CS Surveys||Approximately 17,000|
|Fuji Xerox User CS Surveys||Approximately 64,000|
Please also see Main CSR Indicators in Engagement with Customers
Integrated Customer Support Center (Main Contact Point for Inquiries)
At Fuji Xerox, the call center for maintenance requests and consumables order placement, the help desk that responds to questions on software and networking, and the technical support desk for providing specialist knowledge are located at a single site. The reason for this is that help desk employees and technical support personnel can cooperate when offering prompt responses to demanding questions from our customers on software, hardware, and entire systems.
This Integrated Customer Support Center provides a total support system by realizing prompt and accurate one-stop service with an inspection environment and a functional cooperation system for each customer contract. Also, it employs remote service functions and cooperates with customer engineers and system engineers in the relevant fields to monitor and diagnose problems in customers' systems and machines, so as to preempt any problems that could halt the flow of work in a customer's core business.
We conducted our own customer satisfaction survey on selected functions of the Integrated Customer Support Center targeting those customers who had contacted the center with inquiries or requests. This was implemented as part of our efforts to provide services that will enhance the satisfaction of our customers.
Outline of the survey
|Details||Ease of getting the call connected; level of understanding; accuracy of the response; time taken for the response; consideration shown toward the issue; and other overall issues in response to the customers.|
|Duration||April 2016 to March 2017|
|Number of responses||5,929 responses (= number of responses gathered upon gaining an understanding on the objective of the survey)|
As a result, about 98% of respondents answered that overall, they are "satisfied" or "very satisfied."
In December 2013 the customer support center received COPCNote 1 - international quality assurance certification - for its functionality in responding to maintenance requests and dealing with consumables order placements. Furthermore, in February 2014 it was awarded HDINote 2 international IT support service standard certification for its help desk function, being strongly committed to improving its service and quality.
- Note 1 COPC®
Performance improvement model developed in the United States for call center/BPO services. As of January 2015, more than 1,600 companies in 75 countries across the world adopt the COPC model, which is intended to improve the performance of call centers, specifically their service and quality, helping to increase customer satisfaction while reducing the cost. The model has been promoted through the use of COPC certification, which is given to organizations that meet all benchmarking criteria for excellent call centers, including service, quality, cost, customer satisfaction, sales and management method performance.
- Note 2 HDI (Abbreviation for Help Desk Institute)
The Help Desk Institute is the world's largest membership organization for IT support services. It was established in the United States in 1989 and its current mission is to raise the positions of people and organizations engaged in customer support services and enhance the customer experience at call centers. The HDI implements a certification program based on its unique international standards for services in the support industry. Call centers certified under HDI are recognized as excellent customer support centers on international level.
VOC (Voice of Customer)
In order to build a deeper relationship with our customers, we keep records of customers' voice that we learn from daily activities of our sales representatives, maintenance technicians, and call centers all over Japan. We call this system VOC (Voice of Customer). Approximately 250,000 items of information were entered in the system in fiscal year 2016.
The customer voices that we collect contain not only complaints and opinions, but also various customer issues. We share voices from customers with our departments that have contact with customers as well as with other departments within our company to solve incidents, to prevent incidents from re-occurring, and for planning and development of new products and services.
Examples of Improvements
- Made it easier to utilize the data about the MediaDEPO viewing history.
- Released the HAYST method tool in English.
- Equipped the high-speed, on-demand printing devices with a fax and functions needed at offices.
- Improved the DocuWorks tray operability to make the work flow smoother.
- Substantially improved the operability of DocuShare. Also, began providing hosting service to eliminate the need for customers to install a server on their own.
Initiatives to foster CS activities
As the environment surrounding our customers changes dramatically, the challenges they face are becoming more complex. To meet the expectations of our customers under these circumstances, it is critical for us to understand them more deeply as the core of our CS activities. To this end, we have established a website (“V Watch”) where we share feedback from our customers as a means of supporting individual employees in taking customer-oriented actions. With the core system “iVOC” for comprehensively managing customers’ “voices”, we are using the website to facilitate two-way communications between employees who directly interact with customers for sales, maintenance/transportation services and billing, and those providing product development, marketing and quality management functions, with an eye to helping the latter deepen their understanding of customers. We also increase the motivation of employees for CS activities by sharing a range of information with a focus on customers’ “voices” and by conducting promotional activities. Through these activities we will identify the true challenges faced by customers and make more effective use of such findings in our product development and marketing activities.
Fuji Xerox engages in various initiatives to become the “True Number One in CS.” Although we receive high praise from our customers, we acknowledge that there remains room for improvement in our ability to anticipate customer needs and promptly respond to their expectations. I believe that we need to be constantly taking on new challenges in our CS activities beyond the traditional framework and without being satisfied with the status quo, while never losing sight of the basics. We will help customers create value for society by providing them with value that exceeds their expectations on a global scale through a concerted effort of all members across the company. We will thereby keep enhancing our ties with customers so as to be “Always the Number One Choice.”