DEK explains the system behind its five-year SEA winning streak.

DEK has been honored with Service Excellence Awards five years running. Circuits Assembly asked Americas general manager Neil MacRaild to what DEK attributed its success.

CA: How do you use the data/feedback from the SEA surveys?

NM: The candid customer feedback from the SEA surveys is one of the greatest benefits of participation. Although DEK does undertake additional, more global and formal customer support and retention initiatives in addition to the SEAs, we find the SEA program to be invaluable from a customer insight perspective. Each response is taken very seriously: We review the comments, follow up with each customer, and ensure any necessary action is expedited. I think it also bears mentioning that DEK purposefully engages different customers for this program from year to year, as it is important to us that we get a broad response. Sure, it’s great to win five years in a row, but for DEK it’s not really about getting the highest scores, but continuous improvement.

CA: What are your internal customer service quality metrics? Is this a formal process?

NM: DEK’s measure of customer service quality is definitely a formal process with many different components ranging from internal key performance indicators to quarterly reviews to large, global customer surveys. One of the central mechanisms we employ to measure how we are doing by region is our annual customer retention program, in which customers are interviewed and asked a variety of questions relating to our products, technical expertise and service. Again, this is a worldwide effort across all regions and, like the SEAs, we survey different customers from year to year to ascertain performance in a variety of categories – from machine performance to interaction with our staff to Website usefulness and everything in between.

CA: How do you gauge customer satisfaction? Do you have regular meetings?

NM: Customer satisfaction is more than just a score. The focus on this part of our business is intense and evident in all parts of our organization. For example, regional service managers are evaluated on key performance indicators such as warranty issues and response times. We have regular, quarterly reviews with customers to make them aware of service, maintenance offerings and upgrade tools; we communicate regularly with customers about their requirements and “wish list.” To some degree, satisfaction can be gauged by careful analysis of all of these initiatives – customer retention, the SEA program, internal metrics and straightforward customer feedback – but the ultimate vote of confidence is repeat business. Our goal is to provide a positive and unique experience for each customer, and we work hard to ensure that happens with every single customer – no matter how large or small. And, it is also important to note this is not just for equipment, but for all products and all parts of our business. Customer needs and expectations will be different, and we plan for and anticipate that.

Our customer service plan is a highly detailed, well-documented program that permeates every single aspect of DEK’s business – from a customer’s first interaction with us on the phone or at a show through to development of a completely new process or application. This kind of service and the level of innovative support tools we provide doesn’t just happen; it is a carefully executed plan to ensure success and total customer satisfaction. Winning five consecutive Service Excellence Awards is no coincidence.

CA: What do you do if service levels fall below your organization’s standards? How do you determine those standards?

NM: Through our various metrics, we have well-defined and measured standards. Certain customer grades that fall below the standard (and DEK’s standard is very high) are followed up immediately, and a detailed course of action is undertaken. We conduct a root cause analysis, present every case that has fallen below our standards and present a resolution. And, again, this is not just about a machine that might be down; it is a service for all products at all levels of the organization.

CA: How important is customer service to the bottom line?

NM: It’s everything. Superior customer service directly translates to repeat sales and leading market share. Over the past several years, DEK has made tremendous market share gains, and I believe this is a direct result of our ability to deliver unrivaled process expertise, superior products and of course outstanding customer service. The cost of excellent support is high; it’s a tremendous investment but, in the end, only has positive impacts on the bottom line.

CA: What is the length of your business relationship with a typical customer?

NM: The majority of our customer relationships last for many years. Our repeat order percentage is extremely high – again, an indicator of superior products, expertise and support.

CA: Does your company place greater emphasis on retaining customers or gaining new ones?

NM: Both are equally important. And, in fact, having satisfied customers serves to enable new business gains. I believe our five-year SEA run, in tandem with our continued market share gains, validates this.

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