We believe in creating a more customer-centric world, where there is a seamless and mutually rewarding interaction between us and our customers. A customer oriented mindset and intelligent solutions enable us to accelerate our customers’ success by anticipating and meeting our customers’ needs, sometimes even before the needs are known.
In 2015, we re-designed Tieto’s customer experience strategy. This strategy aims at transforming the Tieto experience by systematically acquiring a deep understanding of our customers and their journey with Tieto, ensuring value is created in all stages. The implementation of this strategy will take place in phases through the development of our business capabilities. In 2016, we will establish a new platform for gaining real-time and accurate customer insights based on which we will systematically be able to drive actions to continuously improve the experiences of our customers, as one example.
As stated in our Quality Policy, at Tieto we are committed to continuously improving our ways of working through frequent dialogue with our customers and acting upon their feedback. We have processes and measurements covering strategic, tactical as well as operational levels of the co-governance models together with customers. In 2015, more than 600 customer representatives participated in our annual Customer Experience Survey (CES), giving their feedback in face-to-face interviews. This strategic-level measurement covers our key and strategic customers, and aims to evaluate to what extent customers believe we are delivering our strategy and value proposition. The response rate was 76%.
Our Customer Experience Index (CEI) measures the overall experience of Tieto and how useful we are as a supplier, and how easy and enjoyable we are to work with. In 2015, the result increased to 7,54 (7,51). Our long-term target is to reach 8.2 by 2020.
While our overall strengths remained the same as earlier - we are easy to work with and understand customers’ businesses - the area that gained a clear improvement in 2015 was our effectiveness at meeting the customers’ needs. According to survey results, our people are seen as reliable, trustworthy and easy to work with, and customers see our offering portfolio as having clearly improved. We are also strong in corporate responsibility related topics. On the other hand, to provide our customers with value for money, we should improve in proactively offering new solutions and services to match customers’ needs, as well as in helping our customers to increase their efficiency and grow business. With regard to strategic customer feedback management, the main focus areas for improvement in 2016 will be the collaboration and communication with the customers, consistent and stable quality in services, and meeting customer needs through dialogue on enhanced offerings.
To understand our performance as a supplier from an external benchmarking perspective, we measure our customers’ willingness to recommend Tieto using Net Promoter Score® (NPS). In 2015, the NPS declined with 14 points down to -3 (scale: -100 - +100; +11 in 2014). The biggest explanatory factor for this decline is inconsistent quality in some of our deliveries. To make a turnaround in 2016, we will take various actions to improve our delivery capabilities both in our services and project deliveries.
The customer experience measurement processes in Tieto are owned and managed by our Processes, Quality and Corporate Responsibility organization. Managers at all levels are responsible for implementing the process with their customers.