Quick Intro: Margaret Young, Chief Customer Experience Officer

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Reynold Lucas
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1 Quick Intro: Margaret Young, Chief Customer Experience Officer Mix of customer experience technology, strategy, marketing and business process experience 17 years general management at IBM Director of Strategy for IBM US Marketing; Regional Marketing Manager for IBM Federal Marketing and Executive Assistant to the IBM Chairman and CEO Redesigned IBM s sales force role and business processes from product to customer focus Led cultural change initiative for IBM s 250K sales and service workforce General Manager, Ogilvy Consulting Created and led marketing and customer experience and analytics consulting division and methodologies for Ogilvy Advertising clients Senior Partner, The Cambridge Group (a Nielsen Company) Developed and implemented branding and market research engagements for private and public sector clients 1

2 Transforming the In-Station Customer Experience March 2017

3 New Customer Experience Group: Many opportunities to improve customer experience across the system 3

New Customer Experience Group: Developing a coordinated approach to customer experience Our Vision Create in the MBTA the culture and core competencies to put the

persistent customer focus in all actions the MBTA takes Develop timely, relevant and clear communications that inform and engage both customers and stakeholders Develop

4 New Customer Experience Group: Developing a coordinated approach to customer experience Our Vision Create in the MBTA the culture and core competencies to put the Customer perspective at the heart of everything we do Our Mission Optimize all MBTA initiatives and investments to bring maximum customer value Our Goals Create a persistent customer focus in all actions the MBTA takes Develop timely, relevant and clear communications that inform and engage both customers and stakeholders Develop the processes and training to make our customers feel listened to and cared about in every interaction Leverage technology to more cost-effectively enhance the customer experience 4

5 New Customer Experience Group: Focusing on improving the MBTA interaction with our customers Historically, customer-focused resources were silo ed across the MBTA. We needed a centralized focused team to work on customer experience across the system Enhance system navigation In-station Support Wayfinding, System Maps, Trip Planning Revamp customer and stakeholder communication Consistency, easily understood Coordinated messaging that maximizes impact Improve front-line employee morale and service delivery New CSA Training & Tools Address morale issues Collect and better leverage customer feedback Manage Call Center Outsource Improve customer issue resolution Proactive feedback for capital improvement, service planning and other key processes Develop a customer-based MBTA value proposition Ensure investments align to customer value Create Bus experience vision and investment requirements 5

6 How is the MBTA Customer Experience Group organized? Key Metrics Net Promoter Score: increase from 1% (Feb. 2017) to 15% (Dec. 2017) Communications net satisfaction: Increase from 50% (Feb. 2017) to 60% (Dec. 2017) The MBTA cares about me: addition of a question to panel survey, beginning April

7 How we are organized and what we do Targeted messages in the customer s language Portfolio of consistent communications templates Communications process for internal buy-in Rider education and special event communications processes Redefined bus vision and experience Improved Diversion and unplanned service interruption messaging & customer experience Redefined Wayfinding & System maps MBTA.com content development Customer-facing employee leadership Front-line quality of life enhancements and recognition Agency-wide Customer Experience training CSA/Operator Hospitality training and tools Disabled and senior customer service improvements Successful transition to outsourced Call Center Redesign Customer Issue Resolution Process Develop MBTA Frequently Asked Questions content 7

Customer Experience Group Initiative: More fulfilled front-line

of Life Initiative aims to improve some of the critical areas that

work areas in disrepair Access to Health and Wellness information and

personnel Employee Recognition 60% of surveyed frontline personnel

8 Customer Experience Group Initiative: More fulfilled front-line employees translate to better customer service The Employee Quality of Life Initiative aims to improve some of the critical areas that impact front-line employee More comfortable uniforms Improvements to work areas in disrepair Access to Health and Wellness information and programs Improve communication between the Authority and frontline personnel Employee Recognition 60% of surveyed frontline personnel dissatisfied with feeling valued and recognized January 2017 CX Employee Survey 8

9 Customer Experience Group Initiative: Know Your Operator Campaign Launched March 16 9

Customer Experience Group Initiative: New approach to MBTA Customer Care Agents Customer Care Agents will focus on the customer: Predictable and visible presence to better support customers Use

community Provide clear communications during service interruptions Augment staffing during special events across the system The new MBTA Customer Care Agent Customer Care Agents will be trained and

10 Customer Experience Group Initiative: New approach to MBTA Customer Care Agents Customer Care Agents will focus on the customer: Predictable and visible presence to better support customers Use real-time tools to help customers purchase fares, plan trips and navigate the system Report maintenance and fare machine issues in timely manner Be perceptive in assisting our senior and disabled community Provide clear communications during service interruptions Augment staffing during special events across the system The new MBTA Customer Care Agent Customer Care Agents will be trained and have tools that empower them to: Assist with trip planning during regular service and special events Provide information pertaining to service interruptions Assess the station for safety, security, and cleanliness Report station and fare vending machine issues 10

FMEP: Facilities Management Evaluation Program

The Self-Evaluation Criteria FMEP: Facilities Management Evaluation Program 1.0 Leadership Senior leaders in an effective facilities organization set direction and establish customer focus, clear and visible