Global Offshore Drilling Company - Case Study 2
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Our client is a leading international provider of offshore contract drilling services for energy companies, owning and operating among the world's most versatile fleets focusing particularly on deep-water and harsh-environment drilling. They use a fleet of 71 mobile offshore drilling units, including the world’s largest fleet of high-specification rigs consisting of ultra-deep-water, deep-water and premium jack-up rigs.
The company had grown fast through acquisition and was now the largest in its field. But with that came some arrogance and an attitude of ‘working to the letter of the contract’ – the customer relationships were suffering along with the results. Customers didn’t like being treated this way, and if they had an alternative, they would have chosen another supplier.
The SVP of the marketing department identified that the culture had to change across the organisation and to put the customers at the heart of their business. This required a shift in attitude from all within the organisation that had become arrogant and complacent due to their position of No.1 in the market.
1. Change of mindset
To make the organisation consciously aware of how they treated customers and choose to change this.
2. Customer centricity
Choose to put the customer at the heart of the business and listen to them.
3. Eliminate complacency
Listening to their customers and including them in the process shows that they care and do not take them for granted.
With many global acquisitions, a multitude of cultures, and a workforce that didn’t know any better, it could be a challenge to get them all to understand their impact and the potential consequence of treating a customer this way. The attitude of ‘we are No.1’, and 'you have no choice but to choose us' had to flip to, ‘we are No.1 because we deliver you a fantastic customer experience, and because of this, you choose us.'
The solution was to invite key customers to participate and be a vital part of the event, providing live feedback during an evening session on the strengths and weaknesses of the business services, solutions, attitudes and behaviours of the people working on their account. This had a powerful impact on the business. The Customer Focus Programme was focused on creating a new culture where the customer experience was paramount and high levels of engagement, personal responsibility, and ownership were the norms.
In one single negotiation.
Customer feedback acknowledged the positive shift in attitude towards relationship management and service levels.
As a result of this programme, they secured the most prominent outsourcing deal in their industry’s history.
Was at the heart of all business decisions, and each person understood they had personal responsibility for customer experience.
“I am excited that I now not only have a better understanding of what it is I have to do to get great results from my team, but my team is also starting to understand their expectation of them, the support available to them, and the fact that they will learn how they can directly affect the team’s overall performance using a standard set of techniques and practices based on shared values and standards.”
Strategic Execution and Implementation involves turning plans into action and ensuring organisational strategies are effectively implemented to achieve goals, improve performance, and drive business success.
Customer experience (CX) refers to customers' overall perception and interaction with a company or brand throughout their entire journey. It encompasses all touchpoints and interactions, from initial awareness to post-purchase support.
Growth, marketing, and sales are interconnected aspects of business that work together to drive revenue, acquire customers, and expand market presence. Here's an overview of each area and how they contribute to the overall success of a business.
People Performance focuses on understanding human behaviour, optimising team dynamics, and enhancing organisational effectiveness through psychological principles and performance management strategies.
Organisational Performance is a measure of how effectively an organisation achieves its goals, enhances productivity, and experiences growth through efficient processes, strong leadership, and employee engagement.
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