One of the most important things we're doing is going directly to our customers for feedback. We have quantitative and qualitative processes to measure satisfaction and loyalty. We're asking them about our hardware, software and services, as well as our people. We use this information to drive systemic improvements throughout the organization. And we're giving this feedback immediately to the people responsible for that customer. It serves as an important leading indicator of our business. There's much more accountability and much more of a cross-functional effort to solve problems quickly.

We're taking best practices in one region and applying them to another. I'll give you an example: in one year, we've cut in half the amount of time it takes to fix ATM hardware and software problems that were escalated to engineering. The credit goes to greater cooperation between service, engineering and quality teams in the United States, Europe, India, Brazil and China.

We have commitment from all our employees to improve quality and customer relationships. We are one team with a common cause - improving customer satisfaction and loyalty.