Customer care strategy of

Ranbaxy
 ACKNOWLEDGEMENT

In preparation of this report by me I feel great pleasure because it

gives me extensive practical knowledge in my career. I have attended

the information about sales promotion of Ranbaxy Lab. through this

project

I express my deep sense of my gratitude to my company for valuable

guidance during my project work I also like thank to all the staff

members those who guided me in my project of Ranbaxy Lab. At

Nagpur.

I am thankful to Mr.Ajay Patole (Faculty Guide) for valuable

inspiration and guidance provided me through out course of this

project. Last But not least, I feel proud to express my deep gratitude to

my parents without blessings; the presence work would have never

been employed.
 Table of contents

1. Introduction

2. Introduction of the company

3. Industry profile

4. SWOT ANALYSIS

5. Customer Care Strategy - An Overview

6. Customer Care Strategy

7. Customer Care Standards

8. Customer Care Skills & Knowledge

9. Customer Experience Management

 Introduction

Customer Care is a theme that runs through everything we do, it is at the heart of

what we do. A service cannot be seen or touched, only experienced; it is up to all

employees of the Ranbaxy to provide the personal touch that makes the

customer comfortable.

The definition of a 'customer' according to the Concise Oxford dictionary can be:

1) ‘a person who buys goods or services from a shop or business’ or

2) ‘a person one has to deal with’

Ranbaxy offers a range of services; we also offer services that our customers do

not always wish to receive, such as summons and environmental health

inspections. It is essential that we never regard our customers as ‘people we

have to deal with’. We must define our customers as our community and our

strategic priority is to put them first.

The definition of 'care' according to the Concise Oxford Dictionary can be:

1) ‘a thing to be done or seen to’

2) ‘to feel concern, interest or emotion’

At Ranbaxy we define our approach to Customer Care as ‘putting people first’.

To achieve this we must feel concern for, and interest in, our customers both

internal and external. This strategy is designed to ensure that we will provide

excellence in Customer Care, that we are all able to put people first, able to show

interest and concern for our customers regardless of the Ranbaxy service that

they are using. This is linked closely with the Ranbaxy's Comprehensive Equality

Policy.

Day to day communication such as the image projected over the telephone or in

letters and how we speak to our customers is critical to the way in which the

Ranbaxy is perceived and will affect the value placed on our services.

Over the next three years we aim to:

1. Establish simplified Customer Care standards that are reviewed regularly to

ensure they reflect our Customers’ needs. These will be a framework for all

services but will recognise that services may need to set up their own Customer

Commitments or Charters to promise to provide their services in a particular way

or time period.

2. Provide the Ranbaxy with framework of training and development to continue

to build upon the skills our employees have, whilst providing them with access to
the latest training, enabling them to deliver excellence in Customer Care in their

jobs.

3. Continue to develop the way in which we evaluate what our customers think of

the Customer Care we deliver.

This strategy will provide us with the infrastructure to maintain a high level of

Customer Care that is responsive to the experiences that our customers have.

By committing ourselves to this strategy we are demonstrating our commitment

to provide our customers with the best and most cost effective Customer Care.

We need to achieve this through all our employees, as a negative experience in

one part of the Ranbaxy will affect the reputation of all services.

It is also important to remember that a large number of our services are provided

internally to other employees of the Ranbaxy. It is essential that we remember

that our Customer Care Standards and Strategy are focused on internal

customers (our colleagues) as well as external customers.

 Introduction of the company

Ranbaxy Laboratories Limited is an integrated, research based, international

pharmaceutical company, producing a wide range of quality, affordable generic

medicines. Ranbaxy is ranked amongst the top ten global generic companies

and has a presence in 23 of the top 25 pharma markets of the world. The

company is headquartered in India. It has presence in 49 countries, with

manufacturing facilities in 11 and a diverse product portfolio. It’s a public ltd

company. Ranbaxy exports its products to 125 countries with ground operations

in 46 and manufacturing facilities in seven countries. The CEO of the company is

Malvinder Mohan Singh.

Company Profile

Type: Public Ltd

Founded : 1961

Headquarters: Gurgaon, Haryana, India

Industry: Pharmaceutical
Websites: www.ranbaxy.com

Ranbaxy Laboratories Limited, India's largest pharmaceutical company, is an

integrated, research based, international pharmaceutical company, producing a

wide range of quality, affordable generic medicines, trusted by healthcare

professionals and patients across geographies. Ranked 8th amongst the global

generic pharmaceutical companies, Ranbaxy today has a presence in 23 of the

top 25 pharmaceutical markets of the world. The Company has a global footprint

in 49 countries, world-class manufacturing facilities in 11 countries and serves

customers in over 125 countries.

In June 2008, Ranbaxy entered into an alliance with one of the largest Japanese

innovator companies, Daiichi Sankyo Company Ltd., to create an innovator and

generic pharmaceutical powerhouse. The combined entity now ranks among the

top 15 pharmaceutical companies, globally. The transformational deal will place

Ranbaxy in a higher growth trajectory and it will emerge stronger in terms of its

global reach and in its capabilities in drug development and manufacturing.

Vision and Aspirations

Ranbaxy is driven by its vision to achieve significant business in proprietary

prescription products by2012 with a strong presence in developed market. The

company aspires to be amount the top 5 global generic player and aims at

achieving global sales of US$ 5bn by 2012.

Financials

Ranbaxy was incorporated in 1961 and went public in 1973. For the year 2008,

the Company recorded Global Sales of US $ 1,682 Mn, reflecting a growth of

4%. The Company has a balanced mix of revenues from emerging and

developed markets that contribute 54% and 39% respectively. In 2008, North

America, the Company's largest market contributed sales of US $ 449 Mn,

followed by Europe garnering US $ 330 Mn. Business in Asia is going strong with

India clocking sales of around US $ 300 Mn with market leadership in several

business segments, backed by strong brand-building skills.

Strategy

Ranbaxy is focused on increasing the momentum in the generics business in its

key markets through organic and inorganic growth routes. Growth is well spread

across geographies with focus on emerging markets The Company continues to

evaluate acquisition opportunities in India, emerging and developed markets to

strengthen its business and competitiveness.

R&D

Ranbaxy views its R&D capabilities as a vital component of its business strategy

that will provide a sustainable, long-term competitive advantage. The Company

has a pool of over 1,200 scientists engaged in path-breaking research.

Ranbaxy is among the few Indian pharmaceutical companies in India to have

started its research program in the late 70's, in support of its global ambitions. A

first-of-its-kind world class R&D centre was commissioned in 1994. Today, the

Company's multi-disciplinary R&D centre at Gurgaon, in India, houses dedicated

facilities for generics research and innovative research. The robust R&D

environment for both drug discovery and development reflects the Company's
commitment to be a leader in the generics space offering value added

formulations based on its New Chemical Entity (NCE) research capabilities.

The new drug research areas at Ranbaxy include anti-infectives, inflammatory /

respiratory, metabolic diseases, oncology, urology and anti-malaria therapies.

The Company has signed collaborative research programs with GSK and Merck.

People

The Company’s business philosophy based on delivering value to its

stakeholders constantly inspires its people to innovate, achieve excellence and

set new global benchmarks. Driven by the passion of its over 12,000 strong

multicultural workforce comprising over 50 nationalities, Ranbaxy continues to

aggressively pursue its mission to become a Research-based International

Pharmaceutical Company and attain a true global leadership position.

History

Ranbaxy was started by Ranjit Singh and Gurbax Singh in 1937 as a distributor

for a Japanese company Shionogi. Interestingly the name Ranbaxy is a

portmanteau word from the names of its first owners Ranjit and Gurbax. Bhai

Mohan Singh bought the company in 1952 from his cousins Ranjit Singh and

Gurbax Singh. After Bhai Mohan Singh's son Parvinder Singh joined the

company in 1967, the company saw a significant transformation in its business

and scale. In 1998, Ranbaxy entered United States, the world’s largest

pharmaceutical market and now the biggest market for Ranbaxy, accounting for

28% of Ranbaxy's sales in 2005. Ranbaxy is also one of the world's top 10 in that

pharmaceutical category as well. Yet, with India's agreement to apply

international patent law at the beginning of 2005, Ranbaxy has begun converting

itself into a full-fledged research-based pharmaceutical company. A major part of

this effort has been the establishment of the company's own research and

development center, which has enabled the company to begin to enter the new

chemical entities (NCE) and novel drug delivery systems (NDDS) markets. In the

mid-2000s, the company had a number of NCEs in progress, and had already

launched its first NDDS product, a single daily dosage formulation of

ciprofloxacin. Ranbaxy is a truly global operation, producing its pharmaceutical

preparations in manufacturing facilities in seven countries, supported by sales

and marketing subsidiaries in 44 countries, reaching more than 100 countries

throughout the world. The Company has clocked sales of USD 286 Mn (2006)

registering a growth of over 17%. Growing ahead of the market the Company has

enhanced its competitive position in the domestic market through its focused

approach. Ranbaxy views its R&D capabilities as a vital component of its

business strategy that will provide the company with a sustainable, long-term

competitive advantage. The robust R&D environment within the company for

both drug discovery & development and for generics is designed to bring into

sharper focus, the unique needs of both equally.

Public Relation Activities:

Direct marketing Public relations Advertising

Catalogues Speeches Print and broadcast ads

Mailings Seminars Packaging

Telemarketing Annual reports Brochures and booklets

Electronic shopping Charitable donations Posters and leaflets

TV shopping Sponsorships Display signs

Free samples Publications Audio visual

 Public interest articles Symbols and logos

in media

Media Relations

1) Two day Executive Workshop on “ Intellectual Property Rights – Imperatives

for the Knowledge Economy”

2) Fashion Show & Textile Exhibition – Department of Textile Technology

3)Launching of First Guide of SWEP

4) Ads on Television ,radio, newspaper, magazines, hoardings etc.

Ranbaxy's Future Plans

Ranbaxy Laboratories has not only reemerged on the horizon today with its new

corporate identity as SRL-Ranbaxy, Clinical Reference Laboratories, but also

today announced ambitious expansion plan aiming at a turnover of Rs. 450

crores by 2009 in pathology testing.

Briefing the media on their future plans, Malvinder Mohan Singh, and Shivender

Mohan Singh, promoters of Ranbaxy, said earlier their focus was on the health

care sector with particular emphasis on health care delivery but now, with the

new acquisition, they were entering the laboratory testing business in a big way

as SLR-Ranbaxy has both strong quality culture and technological expertise.

It has the potential to fully exploit opportunities for growth in the clinical testing

areas as it happens to be the single largest source of clinical laboratory testing in

South Asia offering an extensive range of diagnostic tests. With the backing of

four full-fledged testing facilities in Mumbai, Delhi, Mohali and Banglore, the

company plans to increase its presence from 215 to over 400 towns with the

number of collection centres going up from the existing 500 to 2,000 across the

country.
As these centres would be connected with the laboratories' network, the delivery

of the results of the diagnostic tests would be much faster, depending, of course,

on the minimum time taken in conducting the tests.

He said the clinical reference laboratory today was developing and providing

incisive diagnostic, prognostic and monitoring tests and services of the highest

quality to doctors and patients. It had first class facilities in India to have

accreditation from NABL in 1998..

It aimed at upgrading and developing the market utilising the world gold

standards by using incisive technology and services to provide accurate solutions

with ethical standards and care as its core value. The laboratory which

conducted four million tests at present would have the capacity to carry out 25

million tests annually. The company would provide services of worldclass tests at

affordable prices in the country.

Key strengths

1) Leadership in Novel Drug Delivery System (NDDS) products, which offer

value-added differentiation over conventional products. Key brands include

Cifran OD (Ciprofloxacin), Zanocin OD (Ofloxacin) & Sporidex AF

2) Strong brand building capabilities, reflected in the fact that 20 brands feature

in the 300 brands of the Industry” list. The leading 5 brands are Sporidex

(Cephalexin), Cifran (Ciprofloxacin), Mox (Amoxycillin), Zanocin (Ofloxacin) &

Volini

3) A well-built customer interface, with one of the highest customer coverage

across India, and an excellent franchise with both Generalists & Specialists. This

is proven by Ranbaxy India’s Corporate Image being perceived as ‘Best-in-Class’

by customer

4) Great emphasis is placed on Knowledge Management and Medico-marketing

initiatives such as Advisory Board Meetings, Post Marketing Surveillance Studies

and Continuous Medical Education programs. These have resulted in an

excellent customer relationship with the medical fraternity. More than 2000

interface programs (Symposia, CME’s) are conducted and about 20 Clinical

Papers published anually

Mission & Values

1) To become Research Based International Pharmaceutical Company

2) Provide products & service of highest quality

3) Ensure profitable growth & enhance wealth of the shareholders

4) Manage operations with high concern for safety and environment

5) Be responsible corporate citizen

Aspirations by 2012

1) Aspire to $5 billion company

2) Become a top 5 global generic player

3) Significant income from proprietary pro

Corporate Image

As a global leader in pharmaceuticals we take pride not only in providing

products that enable people to live healthier and fuller lives, but also in giving

back to the society.At Ranbaxy, Corporate Social Responsibility and concern for

Environment, Health and Safety are a part of the corporate DNA.

As a global leader in pharmaceuticals we take pride not only in providing

products that enable people to live healthier and fuller lives, but also in giving

back to the society.

Being an innovation led pharmaceutical company, we encourage scientific

endeavours through Ranbaxy Science Foundation that offers annual Research

Awards aimed at recognizing and rewarding excellence in original research work.

Ranbaxy Community Health Care Society (RCHS), the Company's apex CSR

vehicle, provides free integrated healthcare at the doorstep of about 175000

people in 83 villages, largely identified as 'unserved'.

Ranbaxy today offers a range of curative, preventive and health promotive

services, ably supported by laboratory facilities covering areas of maternal child

health, family planning, adolescent health, reproductive health and health

education including AIDS awareness. The Services are delivered through six
well-equipped mobile healthcare vans operating in the Indian states of Punjab,

Haryana, Himachal Pradesh and Madhya Pradesh.

During the year, community health was monitored through regular mobile field

clinics and home visits. The twilight (old) areas witnessed a further reduction in

the Birth Rate (BR) and Infant Mortality Rates (IMR) and no maternal death was

reported. In the intensive (new) areas too, IMR showed a further decline and the

Maternal Mortality Rate (MMR) came down to nil, although there was not much

change in the Birth Rate.

 Industry profile

The Indian Pharmaceutical Industry today is in the front rank of India’s

science-based industries with wide ranging capabilities in the complex field of

drug manufacture and technology. A highly organized sector, the Indian Pharma

Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent

annually. It ranks very high in the third world, in terms of technology, quality and

range of medicines manufactured. From simple headache pills to sophisticated

antibiotics and complex cardiac compounds, almost every type of medicine is

now made indigenously.

Playing a key role in promoting and sustaining development in the vital field of

medicines, Indian Pharma Industry boasts of quality producers and many units

approved by regulatory authorities in USA and UK. International companies

associated with this sector have stimulated, assisted and spearheaded this

dynamic development in the past 53 years and helped to put India on the

pharmaceutical map of the world.

The Indian Pharmaceutical sector is highly fragmented with more than 20,000

registered units. It has expanded drastically in the last two decades. The leading

250 pharmaceutical companies control 70% of the market with market leader
holding nearly 7% of the market share. It is an extremely fragmented market with

severe price competition and government price control.

The pharmaceutical industry in India meets around 70% of the country's demand

for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals,

tablets, capsules, orals and injectibles. There are about 250 large units and

about 8000 Small Scale Units, which form the core of the pharmaceutical

industry in India (including 5 Central Public Sector Units). These units produce

the complete range of pharmaceutical formulations, i.e., medicines ready for

consumption by patients and about 350 bulk drugs, i.e., chemicals having

therapeutic value and used for production of pharmaceutical formulations.

Following the de-licensing of the pharmaceutical industry, industrial licensing for

most of the drugs and pharmaceutical products has been done away with.

Manufacturers are free to produce any drug duly approved by the Drug Control

Authority. Technologically strong and totally self-reliant, the pharmaceutical

industry in India has low costs of production, low R&D costs, innovative scientific

manpower, strength of national laboratories and an increasing balance of trade.

The Pharmaceutical Industry, with its rich scientific talents and research

capabilities, supported by Intellectual Property Protection regime is well set to

take on the international market.

The future of Indian pharmaceutical sector looks extremely positive. Indian

pharma companies are vying for the branded generic drug space to register their

global presence. Several Indian pharmaceutical companies have acquired

companies in the US and Europe and many others are raising funds to do so. For

example, Ranbaxy acquired Romania's Terapia, Ethimed NV of Belgium and

GSK's generic business Allen SpA in Italy. Dr Reddy's acquired German generic

drug maker Betapharm. Companies like Glenmark Pharma, Lupin, Aurobindo

and Jubilant Organosys are on the lookout for lucrative acquisitions.

 SWOT ANALYSIS

STRENGTHS:

 Low cost of production.

 Large pool of installed capacities

 Efficient technologies for large number of Generics.

 Large pool of skilled technical manpower.

 Increasing liberalization of government policies.

WEAKNESS:

 Fragmentation of installed capacities.

 Low technology level of Capital Goods of this section.

 Non-availability of major intermediaries for bulk drugs.

 Lack of experience to exploit efficiently the new patent regime.

 Very low key R&D.

 Low share of India in World Pharmaceutical Production

 Very low level of Biotechnology in India and also for New Drug Discovery

Systems.

 Lack of experience in International Trade.

 Low level of strategic planning for future and also for technology

forecasting.
OPPORTUNITY:

 Aging of the world population.

 Growing incomes.

 Growing attention for health.

 New diagnoses and new social diseases.

 Spreading prophylactic approaches.

 Saturation point of market is far away.

 New therapy approaches.

 New delivery systems.

 Spreading attitude for soft medication (OTC drugs).

 Spreading use of Generic Drugs.

 Globalization

 Easier international trading.

 New markets are opening.

THREATS:

 Containment of rising health-care cost.

 High Cost of discovering new products and fewer discoveries.

 Stricter registration procedures.

 High entry cost in newer markets.

 High cost of sales and marketing.

 Competition, particularly from generic products.

 More potential new drugs and more efficient therapies.

 Switching over form process patent to product patent.

 Customer Care Strategy - An Overview

The Customer Care strategy 2003-2006 will support the authority in achieving its

strategic aims and improving the quality of life for everyone in Ranbaxy. The

strategic objectives for the authority for 2002/03 are:

• To provide high quality accessible services which put people first

• To provide value for money by running our services more efficiently

• To promote the economic, environmental and social well-being of

the district

The main challenges that the Corporate Customer Services team will be able to

directly address will be:

• Delivery of new, simplified Customer Care standards

• Support the delivery of the Customer Care standards through best

practice in our own service areas of Web enquiries, Reception and Switchboard

• Development of an action plan to address the development of Customer

Care for those with special needs with the Equalities Officer and Steering Group

to meet the needs of the Ranbaxy's Comprehensive Equality Policy.

 • Development of a portfolio of Customer Care training for the Ranbaxy

• Development of the Ranbaxy’s Customer Care appraisal competencies

with the Organisational Development Team

• Developing the Ranbaxy’s Comments, Compliments and Complaints

system to deliver more management information with the Customer Relations

Officers and their deputies in each Directorate

• Development of customer focused consultation with the Best Value team

• Supporting the establishment of a Customer Relationship Management

system through the Access to Services Strategy

• Co-ordination of the Ranbaxy’s Access Channel Team within the Access

to Services Project to ensure Ranbaxy wide involvement and adoption of new

technology in addition to providing training to promote excellence in Customer

Care

The strategy has been devised and prioritised using the following sources of

information:

• The Ranbaxy's Comprehensive Equality Policy

• The Ranbaxy's Race Equality Scheme

• The Corporate Strategic Objectives for 2002/3, 2004/5

 • Workshops on Customer Care Standards - May 2003

• Feedback from the Access Channel Team

• Feedback from Directorates through their DMT's

• Access to Services Draft Strategy - September 2002

• Access to Services Service Improvement Plan - 2003

• Access to Services Workshops

• Implementing Electronic Government Statement 2 - November 2002

• Best Value Review of Customer Care - Jan 2002

• Customer Care Standards

• Feedback from the Customer Service Team

• National Strategy for Local eGovernment 2002

• District Wide Surveys

• Citizen Panel Results

The strategy is directly linked with this information. The Ranbaxy needs to have

the right standards, training and development and customer feedback to allow us

to focus on providing excellent standards of Customer Care in an environment of

continuous improvement.

Over the next three years we will be seeking to implement a simple, co-ordinated

approach to Customer Care that achieves the following goals:

 • Establishment of a clear service brand for the Ranbaxy based upon

delivering our Customer Care standards on a consistent basis in all services that

our community can place trust in. Additional service commitments or targets may

supplement these standards. The Customer Care standards, however, may not

be altered within other services.

• Employees well trained in Customer Care, confident to deal with all our

customers, and facing any challenge, in a professional and caring way

• An excellent service experience for all our customers, measured by a

range of tools, on a continuous basis. This will allow us to recognise how and

when we can do things better.

The Customer Care strategy is therefore separated into 3 elements:

1. Customer Care Standards

2. Customer Care Skills & Knowledge

3. Customer Experience Management

The Corporate Customer Services team will manage the strategy but it will only

be fully effective with the support of all effected by the policies and procedures

developed to achieve the goals stated above. Timescales have been assigned to
key work elements of the strategy but these will be flexible based on the

changing needs of our customers both internal and external.

The chart on the following page illustrates the Customer Care Strategy and its

relationship to the Access to Services Strategy - Access to Services being split in

to Customer Care and Service Delivery.

Customer Care Strategy
Customer Care Standards

To develop simplified Customer Care standards for the Ranbaxy. These are the

Ranbaxy's values that will create satisfied customers, internally and externally.

The standards are designed to establish a consistency in output whilst ensuring

that we can be responsive to the individual needs and wants of the customer at

the time. This is often reliant on the level of care shown by the employee. We

therefore aim to standardise the skills and knowledge that sit behind the service

delivery process. We will ensure that these standards are continually reviewed

based on our customers' feedback so that Customer Care excellence is

maintained through continuous improvement.

It is important to note that the Ranbaxy's Customer Care Standards apply to all

our services. However the Customer Care standards are also a framework that

allow individual services to make additional commitments to their customers

about the way in which they will deliver their service.

We are able to manage our customers' expectations by the standards we set for

ourselves. By setting and meeting our Customer Care standards our customers

are more likely to hold the values we want them to have in dealings with us, this

applies to internal customers too:

• They pay on time

• They provide good and helpful feedback

• They make a commitment to us

• They can tolerate momentary hiccups

• They are interested in what we do

It is essential that the requirement to follow the Ranbaxy's Customer Care

Standards be placed on any contractor selected to provide a service on our

behalf. This is established as a requirement of the Ranbaxy's Contract Standing

Orders and must form part of the evaluation criteria for appointing a contractor.

Contractors must be required, under contract to meet the standards that we have

established.
Area Action Points
Review of Customer Care Standards 1. Survey Customers

2. Staff Workshops

3. Review feedback against existing

standards

4. Draft new standards

5. New Standards to Management

Board for Approval

6. New Standards to Management

Team

7. New Standards to Performance and

Review Committee

8. New Standards to Cabinet

Publication of New Customer Care 1. Poster Campaign

Standards
2. Production of 'Putting People First

Leaflet'?

3. Include in future Street Plans/A-Z

 publications

4. Press release

5. Outlook

6. NHDC News

7. Team Brief Customer Care Edition

'Putting People First'

8. Promote to Partnerships

9. Promote to Contractors

10. Incorporation of new Customer

Care Standards into Contract Standing

Orders, Standard Contract terms and

Procurement Guide.
On-going Revision of Customer Care 1. Survey Customers – annual through

Standards existing consultation

2. Survey Staff - annual through staff

survey. Possibly through Ranbaxy

employee survey (liaison with HR or

bespoke Customer Service survey in

conjunction with Consultation Officer)

3. Analysis of Customer Experience

Management Data – annual review of

trends

4. Development of customer feedback

from individuals/groups with special

needs
Customer Care Skills & Knowledge

To develop a modular portfolio of Customer Care training (in-house and external)

to equip our employees with the skills and knowledge they require to meet the

Ranbaxy's Customer Care standards. The training will progress from Induction

through to Corporate Customer Care and include tailored programmes as

required based on feedback from our employees and customers.

Public service employees can often come in to contact with customers that are in

distress and angry sometimes at having to comply with legislation we have a duty

to enforce. We must equip our employees with the skills they need to deal with

such sensitive issues so that the highest level care is given to our customers.

Inevitably in a large organisation things do go wrong from time to time. The

important thing is how we go about fixing the problem and the Customer Care

skills that are used in service recovery and making a change to ensure that the

same mistake is less likely to occur again.

When a contractor provides Ranbaxy services it is essential that the procuring

officer evaluate companies on the basis of the Customer Care training that they

provide to their employees. If appropriate it is suggested that contractors are

compelled to send their employees on Ranbaxy Customer Care training courses

if they do not provide their own or if customer care performance issues arise in

the duration of the contract.

Area Action Points

Induction Training 1. Generic Customer Care Introduction

2. Uniform Telephone Training

3. Uniform Comments, Compliments

and Complaints Training

Corporate Training Programme based 1. Production of Best Practice Guide to

on Customer Care Standards Customer Contact

2. Establishment of modular

programme to cover:

a) Putting People First - Relating to

Your Customers Workbook programme

for all staff developed with Human

Resources

b) Introduction to Diversity (2 Hours)

developed with the Equalities Officer

c) Contact Skills and Standards: i)

 Telephone ii) Face to Face iii) Writing

including E-mail (Half Day)

d) Dealing with Conflict (2 hours)

e) Dealing with Comments,

Compliments and Complaints (2 Hours)

Corporate Approved Customer Care 1. Writing Skills Course (updated

External Courses course from Human Resources)

2. Diversity Training (from Equalities

Steering Group)

3. From Complaint to Compliment -

Staff Training

4. From Complaint to Compliment –

Manager Training

5. Customer Conflict Workshop (from

Risk Manager)

6. Establish a framework of Equal

Access training for service delivery staff

e.g. serving physically disabled

 customers
Best practice framework for Customer 1. Introduction of further best practice

Care training linked to NVQ's/Industry training in Customer Service

Standards
2. Feasibility of Corporate Membership

to Institute of Customer Service

3. Introduction of NVQ qualifications in

Customer Service (all with Human

Resources)
Development of Customer Care 1. Further development of Customer

Competencies Care Competencies based on job

grades/groupings (with Human

Resources)
Customer Experience Management

To provide a systematic and co-ordinated approach to measuring and managing

customer feedback. To ensure that this feedback is used to develop continuous

improvement in delivering excellence in Customer Care.

In order to deliver what our customers regard as excellent customer care we

must establish what they expect and whether we meet those expectations. It is

also important to establish employee opinion towards customer service and

access to the tools that are needed to deliver better Customer Care.

Specific action will be taken with the Equalities Officer to ensure that the views

and experiences of those with special needs such as disabilities or language

requirements are captured.

Area Action Points
Comments, Compliments and 1. Launch revised Comments,

Complaints Compliments and Complaints database

2. Develop analysis of corrective

action, publicise action taken

3. Develop analysis of comments,

compliments and complaints passed to

partners and contractors

4. Establish standardised performance

report for Directorates, prepared by

Customer Relations Officers

5. Six month reporting of Comments

Compliments and Complaints to

Management Board, Performance and

Review Committee, Standards

Committee

6. Publication of six month performance

in NHDC News and Outlook

Telephone Mystery Shopping – 1. Internal
Internal a) Three reports to Directorates a year

b) Combine results with Quarterly

Logger report to form new Telephone

Performance Report

c) Report results in Telephone

Performance Report to Management

Board and Performance and Review

Committee
Telephone Mystery Shopping – 2. External

External a) Maintain existing survey based on

three mystery shops during the year,

investigate feasibility to move to a

quarterly programme

b) Review focus of each mystery shop

with the Access Channel Team to focus

on areas of concern

c) Report results of each survey to

Management Board and Performance

and Review Committee

 d) Publish annual results in the

Performance and Review Plan

e) Publish results in NHDC news and

Outlook

f) Promote results through Team Brief –

Putting People First

Staff Service Delivery Survey 1. Investigate possibility of running

survey in conjunction with HR

2. Investigate possibility of using

resources in Consultation unit to assist

in survey using SNAP

3. Draft and Pilot survey

4. Roll out annual survey

Benchmarking 1. Annual meeting of Customer Care

Forum Hertfordshire Ranbaxys

2. Investigate options of benchmarking

through membership of the Institute of

Customer Service with i) public sector

 and ii) private sector organisations

3. Organise programme of comparative

surveys focused on key areas of

Customer Care:

a) Complaints

b) Customer Care Standards

c) Equal Access

d) Customer Service Centres/Shops

Consultation 1. Plan approach to Customer

Consultation regarding Customer Care

with Best Value unit

a) Citizen Panel

b) District Wide Survey

c) Equal Access Groups with the

Equalities Officer

2. Develop digest of customer feedback

from best value reviews with the

 Consultation unit of Best Value

3. Investigate approach with

Partnerships

4. Investigate approach to key

contractors
Customer Relationship Management 1. Purchase new telephone system that

integrates telephone directories and

allows the voice system to integrate

with data systems

2. Establish requirements of CRM

system to provide customer

performance information, linked to Best

Value and the Local Performance Plan

3. Review best practice in CRM

solutions in Local Government

4. Review readiness for CRM in

relation to IT strategy

5. Review the appropriate type of CRM

 for Ranbaxy Ranbaxy

6. Provide input to Service Delivery

Strategy to process map processes to

be covered
Website Feedback 1. Develop Customer Care

questionnaire for the Ranbaxy web site,

Upgrading of Telephone Logger 1. Monthly Telephone Logger reports to

Directorates

2. Establish feasibility of including new

reports within phone system

3. Roll out of new standard reports to

business areas

4. Roll out of new quarterly Corporate

reporting

5. Include reports with Telephone

Mystery Shopper reports to Member to

form new Telephone Performance

Report
Comment Cards 1. Integrate Comment Card reporting

facility into Comments, Compliments

and Complaints database

2. Extend trial of Comment Cards