Creating a great customer experience is more than just words; it’s how we run our business. To understand how each customer account defines its own version of a “great experience,” we engage measurable processes to listen and respond to the voice of the customer. In 2009, we are increasing our focus on improving our customers’ experiences by revamping our management processes and assigning senior executives to resolve major systemic barriers to progress experienced by customers.

Transactional Surveys
To monitor our performance, we solicit feedback at key points in time during our customers’ relationship with Xerox – such as ease of purchase, the installation of a product and responsiveness from technical service representatives. Customer surveys that are rated “not satisfactory” are assigned to a person responsible for resolving the problem through a closed-loop process. We also use Lean Six Sigma techniques to understand the underlying issues and improve the baseline processes to prevent problems from occurring.

Xerox has been certified for three consecutive years by the J.D. Power and Associates Certified Technology Service and Support (CTSS) program, one of the customer service industry’s highest levels of achievement. Certifications in 2006, 2007 and 2008 demonstrate that Xerox is a leader in delivering superior service and technical support. Achievement of the J.D. Power and Associates CTSS award is available only after certification through the Service and Support Professionals Association’s Excellence in Service Operations program. The comprehensive review included a six-day on-site audit with evaluation of 3,000 pieces of evidence across 332 criteria. J.D. Power and Associates then performed in-depth satisfaction surveys of 1,000 customers to evaluate the levels of on-line, on-call and on-site support provided to ensure the industry’s highest standards of performance are being delivered.

Periodic or Relationship Surveys
The Customer Satisfaction Measurement Survey is an annual Web-based survey that helps to measure our customers’ overall level of satisfaction with their decision to select Xerox as a provider of document management services. Xerox’s Competitive Benchmark Survey measures customer satisfaction and loyalty related to product quality, sales and customer support, price/value, invoicing and problem resolution.

In 2008, we moved from overall satisfaction to a new metric – Net Promoter Score – that indicates whether a customer is willing to recommend Xerox to a friend or colleague based on their total experience with Xerox. The Net Promoter Score has gained wide acceptance as a key indicator of business growth. In 2009 we are extending this concept operationally across major customer support process areas to drive exceptional performance, every time.

Focus 500 Program
Our Focus 500 program assigns the top 500 major customer accounts around the world to our top executives. Each executive is responsible for communicating with at least one of our customers, understanding their concerns and requirements, and making sure the appropriate Xerox resources are marshaled to fix problems, address issues and capture opportunities.

Customer Care Officer of the Day
The company’s 30 officers rotate responsibility to be Customer Care Officer of the Day. On the assigned day, the officer assumes personal responsibility for dealing with any and all customer concerns that come into headquarters that day. The Xerox “Officer of the Day” has three responsibilities: listening to customers, resolving their problems, and assuming responsibility for fixing the underlying causes.