A Tenant Journey Map for UoWSP: Understanding the Tenant Experience

Transcription

1 A Tenant Journey Map for UoWSP: Understanding the Tenant Experience Toward the Development of a Tenant Journey Map (TJM) and Improved Customer Service at UoWSP: Findings of Secondary and Primary Research into Tenants Journeys and Their Moments of Truth at UoWSP. February 217

2 Customer* Journey Map *Tenant

3 Part 1: Understanding the Tenant Journey at UoWSP

4 Researching Tenants and Their Journeys

5 Sample (The People We Asked) Interviewed 14 tenants out of possible 7 (2% representation) By age of tenancy at UoWSP By sector of business activity By staff numbers By UoWSP building Researched 6 staff groups (max. 6 people per group) Rooms, Facilities and Maintenance Front of House Marketing, Sales and Communications Catering Administration and Finance Business Solutions Careers Research and Project Support Research conducted under Marketing Research Society (MRS) rules Offered anonymous, redaction, permission to attribute

6 Tenant Journey Topics The things that tenants may experience Rooms, Facilities, and Maintenance Front of House Catering Marketing, Sales and Communication Administration and Finance On-site Access to University Expertise and Networks Their office and the shared spaces, their cleanliness, tidiness, reporting damage, Wi-Fi, etc. The approachability of FoH staff, post and parcels, learning how things work, etc. Grabbing a coffee, booking catering for a meeting, nutrition options, etc. Becoming aware of the Park offer, discovering opportunities to network, keeping informed etc. Signing up to their tenancy agreement, reviewing their needs, paying their bills etc. Recruiting graduate talent, accessing the University s research and expertise to grow tenant s business.

7 Pre-Research Task for Tenants Rooms, Facilities and Maintenance Clean and well kept toilets; able to wash hands and dry them Extremely dissatisfied Neither dissatisfied or satisfied Extremely satisfied My office is cleaned and the bins emptied daily Extremely dissatisfied Neither dissatisfied or satisfied Extremely satisfied

8 Rooms, Facilities and Maintenance

9 Rooms, Facilities and Maintenance Clean and well kept toilets; able to wash hands and dry them An overall negative mean score (-1); a negative MOT for tenants across CIC and Tech. Need daytime clean and tenants could be more house proud. My office is cleaned and the bins emptied daily n/a -1 - An overall postive mean score of 1.8, but with high variability. Lack of clarity of what can and can t be cleaned in office by cleaners, affects perceived consistency. The Wi-Fi connection works well throughout the building - for myself and for my guests n/a n/a n/a - - Three negative MOTs reflect the generally negative views of Wi-Fi. Weak and inconsistent for those still on their own systems.

10 Rooms, Facilities and Maintenance Reporting damage to and repairs needed in my office A positive (+2) overall score but with variability negative and a single positive MOT. Overall easy to report but sometimes perceived as nothing gets done quickly. Sharing a clean and well maintained kitchen n/a 4 n/a A marginally postive overall score of.8 no MOTs. Some have their own kitchens. Levels of use reflects generally how well its kept tenants need to be made aware of their responsibilities Can easily find a quiet space to hold a formal meeting / make private phone call n/a A marginally positive overall score (.77) with one negative MOT (-2); both buildings are split: some communal areas are too busy for either meetings or calls. Some tenants dominate CIC communal areas with meetings.

11 Front of House

12 Front of House Approachability of Front of House staff An overall positive mean score 2.9; but with three negative and one positive MOTs. Tech Centre has almost perfect score, CIC customer performance is variable, shift dependent. Courteously meet/greet visitors and early arrivals can wait in 4 n/a 1 Another overall positive score.2 but as above, CIC suffers from variability of customer service; Tech Centre is very positive, although waiting area is cold and tired. - Picking up post and parcels from reception n/a -1 1 Although an overall positive score 2.7 across the two sites. CIC represents low positive and negative scores and variable service; tenants have experienced lack of notification of deliveries.

13 Front of House I'm working later hours than normal Close to a max. overall score (4.6); this is one of the major pluses of working on the Science Park: open 24/7 and safe. Easy to use phone and answering service; excellent broadband performance - n/a -4 1 n/a -2 4 n/a n/a n/a The split of UoWSP Supafast and other broadband distorts perceptions of bb speed at UoWSP. Although positive overall (1.67), the broadband perception is mixed reaction: for some a disaster, others a big improvement.

14 Marketing, Sales, and Communications

15 Marketing, Sales and Communications information to help myself, my visitors and staff find our way around and contact the right people Modestly positive overall (1.1), one positive and three negative MOTs. Poor signage in CIC especially re: toilets and in both buildings re: locations of tenants. Reception staff and caretakers are key contacts, also information could be supplied in an easy-to-use tenant guide. Thru advertising, brochures and UoWSP website learning more about the park, its services and rooms - n/a -4 n/a - n/a n/a n/a Marginally less positive (.9) overall, this has one positive and five negative MOTs. The website is hardly used apparently; call reception re: rooms; weekly Newsletter is welcomed but perceived as very long and often repetitive.

16 Catering

17 Catering Able to buy a nutritious lunch or dietary requirements met A modest positive overall score (1.8) includes two positive and four negative MOTs. Latter cite poor selection of s wiches and freshly options in CIC. Grab and Go philosophy is contentious. Unrealistic opening hours remain a bugbear. Ordering interesting and affordable catering for a business - n/a n/a n/a n/a n/a - n/a - n/a Half of respondents hadn t used this service. The negative scores cited a poor and expensive offer. Actual users were moderately positive Able to buy and enjoy a decent cup of coffee or tea n/a Overall positive mean score (.) with one positive MOT. Starbucks is enjoyed. Opening times are a bugbear for some. Many tenants have their own tea and coffee making facilities

18 Administration and Finance

19 Admin and Finance Process of paying bills and receiving refunds n/a -2 n/a Overall positive (2.4) but with one positive and three negative MOTs. Criticism mainly re: three separate bills; late or inconsistent telecoms invoices; non itemised service charges; consistently wrong addressee details. Support & advice if I want to move office or leave the park - 2 n/a 4 n/a Positive overall mean score (2.) as above but this time with three positive MOTs and one negative. Latter relate to v helpful and pain free moving process and phased rent increase. Periodical reviews of my tenancy fees and future requirements n/a A slightly negative overall mean score (-.6). Three negative MOTs relate to not having a regular review or consultation about tenant s future space needs.

20 On-Site Access to Networking and University Support

21 On Site Access to Networking and UoW Support Finding Expert Help - n/a -4 4 n/a 1 2 n/a n/a -4 Overall neutral (.2); a mix of not used/not relevant and some poor experiences balanced with slightly more positive ones. University relevance remains a tenant question. Recruiting graduate talent - -4 n/a n/a 4 n/a A modest overall positive picture (+1.1). Some good experiences for creative and ICT tenants; for others the skills aren t available or the quality wasn t wonderful. Placements dominate activity. Socialising with like minded business people - 4 n/a n/a Tenant perception split. This appeals to some and are very positive about the events, but equal numbers don t feel these are relevant.

22 Part 2: Tenant Journey Map

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24 Part : Action Plan

25 Improvement Themes in Priority touchpoints are being improved 2. Prioritisation of what matters to tenants (maintenance backlog, etc.). Faster access to the information that you really want to know and what you really need to know 4. Encouraging greater tenant utilisation of the University s resources and expertise, making it easier to access the people and knowledge that will help your business grow.

26 What Will Success Look Like in 217? By the end of 217, we ll see 1. Significant refurbishment of Technology Centre reception area underway 2. Improved cleanliness of toilet areas. New website and intranet 4. Continued upgrade of remaining meeting rooms. Increased number of tenants using Business Solutions services

27 Rooms, Facilities and Maintenance

28 Action in 217: Rooms, Facilities and Maintenance Touchpoints in 217 Action 216 score Cleanliness of toilets Office Cleaning New and improved cleaning equipment purchased Day cleaning to be introduced Commence refurbishment of toilets Hand driers to replace roller towels New supervisor & pro-active feedback Clear Cleaning Charter to ensure expectations known / met Target score Var Wi-Fi signal strength Convert more tenants to Essensys Reporting & speed of repairs Clean & well maintained kitchen Quiet space for formal meetings and private calls Web-based tools for better management Increased caretaking supervision Higher qty caretakers (6: to 22:) Clear Kitchen Charter to ensure expectations known / met Technology Centre reception refurbishment will take this into account Review of process for booking meeting rooms at short-notice Review of booth style facility in CIC

29 Action in 218: Rooms, Facilities and Maintenance Touchpoints in 218 Cleanliness of toilets Office cleaning Indicative Action Continue toilet refurbishment programme Cleaning equipment as identified Reporting & speed of repairs Clean & well maintained kitchen Quiet space for formal meetings and private calls Review need & potential for tenants to monitor own repair requests via portal Commence kitchen refurbishment programme where required Consideration on how to meet this objective in all refurbishments

30 Front of House

31 Action in 217: Front of House Touchpoints in 217 Action 216 score Approachability of Front of House staff Courteously meet and greet visitors, early arrivals can wait in a relaxed environment Picking up post and parcels from reception Working later hours Phone and broadband service fit for purpose Supervisory staff suited Receptionist core hours extended Rotation of receptionists to increase familiarization Increased training As above Technology Centre reception refurbishment Parcel scanning system deployed Review logistics in new Tech. Centre reception Increased security via new swipe cards Additional remote CCTV monitoring Digital key presses installed Convert more tenants on legacy rd party providers to convert to Essensys Target score Var

32 Action in 218: Front of House Touchpoints in 218 Approachability of Front of House Indicative Action Continued training programme Picking up post and parcels Review systems for large recipients Working later hours Review potential rollout of Unisafe app for tenants Phone and broadband service fit for purpose Convert more tenants on legacy rd party providers to essensys

33 Marketing, Sales and Communications

34 Action Plan: Marketing, Sales and Communications Touchpoints in 217 Action 216 score Information to help myself and visitors. Internal communications, advertising, website New internal and external wayfinding signage to commence New website with intranet and self-service information store New, easier-to-read, tenant handbook in multiple formats New website with intranet and self-service information store Re-vamp of weekly e-shot and other communication mediums Continued growth of social media Target score Var Touchpoints in 218 Information to help myself and visitors Indicative Action Continued rollout of signage On-going refinement of self-service information and handbook Internal communications, advertising, website Continued refinement and adoption by tenants

35 Catering

36 Action Plan: Catering Touchpoints in 217 Action 216 score Able to buy a nutritious lunch or my dietary requirements are met Ordering interesting catering for a business meeting Greater range of selections in Tech. Centre (more limited in CIC) Chef on site now producing fresh snack boxes, salads, etc. Additional extension of trial opening times in CIC Improved communication and trials for non-users Target score Var Able to buy and enjoy a decent cup of coffee or tea Touchpoints in 218 Investigate business case for a refurbishment of Starbucks in CIC Review vending provision for drinks when outlets closed Indicative Action Able to buy a nutritious lunch or my dietary requirements are met Continued refinement based on feedback and commercial viability Able to buy and enjoy a decent cup of coffee or tea Refurbish Starbucks if approved

37 Administration and Finance

38 Action Plan: Administration and Finance Touchpoints in 217 Action 216 score Process of paying and being refunded Support & advice if I want to move Periodical review and future assessment Root cause of addressee details changing identified & rectified Telecoms billing process resolved Via redaction, review the neutral scores in this area ( s v s) Increased training New client facing role to include account management annual meeting initially Target score Var Touchpoints in 218 Process of paying and being refunded Indicative Action Continue to review opportunities to reduce invoices and slicken processes where required Periodical review and future assessment Continue to hold reviews - effect of the new client facing role making an impact

39 On-Site Access to Networking and University Support

40 Action in 217: On-Site Access to Networking and University Support Touchpoints in 217 Action 216 score Finding expert help Recruiting graduate talent Socialising with like-minded people Formal introductions as part of site induction 1:1 & drop-in sessions Quarterly? Tenant bespoke seminars / networking Survey tenants and attempt to match by Business Solutions: current / short-term skills needs Identification of longer-term skills requirements / shortages Via drop-in sessions above Encourage greater attendance at Business Solutions events Increase No. of tenant employees receiving communications regarding on-site activities Target score Var

41 Action in 218: On-Site Access to Networking and University Support Touchpoints in 218 Finding expert help Recruiting graduate talent Socialising with like-minded people Action Review effectiveness of initial action points & adjust accordingly More case studies on new website Continue to survey to address tenant needs Review effectiveness of initial action points & adjust accordingly

42 Things We re Already Putting In Place 1. Cleaning philosophy: a) New supervision b) Introduction of additional day cleaning 2. Caretaking philosophy: a) Increased quantity of caretaking staff 6: to 22:hrs to respond to needs b) Web based management tools. Reception philosophy: a) Trial increase in core hours for reception (8: hrs start not 9:) b) Rotation of receptionists 4. Communications philosophy a) Preparing brief for new website (initially restricted to UoWSP & Telford tenants)

43 How Will We Know If We re Succeeding? 1. Continuous (and visible) improvement 2. Annual performance review and feedback at tenant exchange meetings. Sample feedback following repairs / catering provision, etc. 4. Increased channels to submit feedback and suggestions

44 Thank you! Any questions?