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One of our longest business partnerships had been with FANUC. FANUC is a leading supplier of robotic automation (think of large, complex robots that build cars). The relationship with FANUC had spanned five years, and two projects. The most recent project provided insights regarding customer satisfaction process improvements, to improve customer loyalty, and ultimately, increase robot sales for FANUC and its partners. The project team consisted of five MBA students, and four MBA professors.
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To accomplish the above objective, the team:
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To start, the we wanted to get an understanding of FANUC’s processes from the customer’s perspective. Through interviewing customers in each of FANUC’s three segments, the team constructed customer journey maps outlining the customer process from lead management, all the way to post-sale support.
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Next, RCSS, then known as Spartan Consulting, looked internally at FANUC, specifically, FANUC’s intended business process map. The group interviewed internal employees in determining the business process map. From there, the team conducted a gap analysis between the customer journey map, and business process map, to discern whether all satisfaction points were being measured, and measured accurately.
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The team noticed that there were certain customer pain points that were not being measured by the current survey. So from there, and with both process maps in mind, the team completely redesigned customer satisfaction surveys for each of the three business segments. In doing so, the team also split the survey in two: one portion to be completed by an employee in purchasing, and one portion to be completed by an employee in operations. After the survey redesign, the team piloted the survey to over 100 existing customers, and compared the results to the original survey. This ensured that all relevant previous measures were still included, along with the additional areas that were not being measures in the previous survey.
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RCSS then conducted a regression analysis to determine what areas were mostly likely to drive overall satisfaction, for both operations employees and purchasing employees. From this analysis, the team uncovered that innovation, overall customer service, and software were the most important metrics for operations. However, for purchasing, the most important metrics were lead time, competitive price, and overall customer service. This enabled FANUC to understand what drives customer satisfaction for those in both operations, and procurement. FANUC then implemented the updated surveys and recommendations for administering them.
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The second part of the project revolved around determining order winners and order qualifiers for service offerings. The team conducted a competitor analysis, to determine what service offerings would enable FANUC to differentiate it from its competitors. From this analysis, the recommendations entailed continuing to advance software innovation, and creating a cross-functional customer relationship team.
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The third piece of the project involved customer complaint handling. The team explored the importance of handling customer complaints in a B2B industry, and what customers are looking for in a service recovery. We mapped out FANUC’s current customer complaint handling process, which was not visible or very structured. After analyzing customer complaint handling B2B best practices, the team recommended designing a system that tracks and triages all types of complaints in a central location, to have a pulse on current customer issues by utilizing metrics to identify trends and areas for improvement. The team presented the recommendations to FANUC’s CEO, and entire leadership team. In addition, RCSS provided FANUC with a project recap PowerPoint and implantation next steps.
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The partnership with FANUC has allowed RCSS Consultants to gain invaluable hands-on experience, and also deliver great value to a firm with over $6 billion in revenue in 2015. RCSS looks forward to continuing to provide dynamic solutions for new clients in the future and expanding on the expertise that we already possess.
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