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Improving Worldwide Customer-Centric Culture & Accountability

Posted on October 26, 2010 , by Steve Bernstein

Improving Worldwide Customer-Centric Culture & Accountability
Presented by Ines Vargas, LATAM Customer & Partner Experience Lead, Microsoft Corporation, NACCM 2010
95% of Microsoft’s business comes through more than 640,000 partners.  And with 88,000 employees worldwide, Microsoft has created a very challenging environment to manage.
They maintain a simple execution model based on 3 pillars:

  1. Listening Systems:  Windows 7 is based on millions of customer opinions and exemplifies what can be done when they listen to customers.  Microsoft conducts a bi-annual customer relationship survey, transactional surveys, website surveys, submitted feedback, and even in-product submissions.  All are followed-up where issues are uncovered, both individually and in the aggregate for ongoing improvement.  As an example, the in-product window that appears when a Windows system issue occurs gathers critical data that is used in prioritizing fixes, establishing service packs, and communications. 
  2. Business Planning & Performance Management:  Scorecards are used throughout all levels of the organization.  Everyone has commitments around customer and partner experience, measured both directly and indirectly.  For example, since they know that Windows 7 has the highest and excellent satisfaction levels compared to previous versions, they track the conversion rate of customers migrating to this product.
  3. Culture & Accountability: In addition to corporate values, Microsoft has a Senior Executive responsible for Customer Experience enterprise-wide, and ties individual goals to compensation.  Accountability is measured and monitored through scorecards, as well as well as with peer recognition and spot awards.

Microsoft maintains a website for all to see their efforts, at