Hilti: How Can Streamlining ProcessesHelp Build a Consistent and Superior Customer Experience?
en
Industry
Industrial manufacturing
Region
Schaan, Liechtenstein
Company Size
32,000
About Hilti
Hilti Group is famous for its premium solutions for construction professionals. With 10 plants and 33,000 staff members in more than 120 countries, it provides demolition and installation materials, services, and software for large-scale renovation and industrial projects, producing an average of 60 new products annually.
The company’s direct sales approach, which includes field engineers, customer service, and e-business, means that two-thirds of staff are in sales-related roles. And with 80 sales organizations, Hilti wanted to improve the efficiency of its sales processes through standardization.
Given the 280,000 daily customer contacts, it also sought consistency across the customer experience globally and better transparency within its operations by linking its customer experience score to operational data and performance drivers.
58%
Of business units tracking process-driven CX score
30
Customer journey–related processes defined in four months
The challenge in increasing our customer experience lies in the direct link between process and journey activities. I see SAP Signavio solutions as the perfect tools for consolidating these two perspectives to develop operational excellence in step with customer experience.
- Stefan Gammel, Business Process Consultant, Customer Experience and Business Process Excellence, Hilti Group
Before: Challenges and Opportunities
- Introduction of new corporate goal: a customer experience (CX) score of 95% across the business by 2030
- Difficulty connecting customer experience data with operational data due to a scattered analytics landscape
Why SAP
- SAP Signavio Journey Modeler solution, offering a way to gather data on which processes or process steps contributed to a positive customer experience
- Journey-to-process analytics capabilities in SAP Signavio solutions to reduce time to insight and uncover unknown relationships, anomalies, and trends between experience and process metrics
After: Value-Driven Results
- Created clear roles, responsibilities, and expectations for process owners and a new way of thinking about processes company-wide, fostering collaboration between the newly established CX and process management business units
- Revitalized process organization and forged a framework to focus on CX globally, regionally, and locally, including defining specific best-practice customer journeys and connecting them to processes on a global level
Check out these success stories
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Learn how Hilti benefited from a direct link between process and journey activities.
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