Customer Experience Management

Transcription

1 Customer Experience Management

2 Agenda Introduction to Strativity & some customer experience context How can organisations really know there customers (at a business level) How to develop scorecards for customer satisfaction that create real value Key principles for driving and sustaining customer-centricity Questions Focus Area Focus Area

3 About Strativity Group Strativity Group is a global customer experience consulting firm that works with clients to: Design and execute customer experience strategies Define and improve the customer experience Develop a customer-centric culture Deliver educational programs to improve organisational capability Determine the economics that support investment in customer experience

4 About Strativity Group Strativity Group helps our clients answer the following questions: How do we inspire employees to deliver great experiences? What is our current customer experience and how should we map the experience? How do we identify and prioritise the key areas for improvement? How do we measure experience effectiveness at every touch point? How can we deliver customised experience to different customers? How do we develop and sustain a customer-centric culture? How do we move from innovation to execution and economic value quantification? How do we build an enterprise wide blueprint for customer experience improvement? Strativity Group has been recognised as a leader in customer experience transformations by Forrester Research, and our latest book was recently cited as the most comprehensive and practical text to date on customer experience management by Strategy & Business Magazine

5 Who Strativity work with

6 Why focus on the customer? There are many different reasons... The philosophical (driven by values or competitive positioning) The empirical (based on a wealth of research) The strategic (innovation, improved returns and decreased risks) Financial (improved sales, retention, decreased costs) Cultural (improved engagement and sense of purpose) Value Consistency = Decreased process costs Decreased complaint costs Value Trust = Decreased bill enquiries Capitalising on strategic opportunities Satisfied owners Willingness to use low cost channels Peppers & Rogers: From Interaction to Profit

7 How important is the customer experience

8 Some interesting facts The 2009 Strativity Customer Experience Benchmark Study concluded that: 80% of business leaders think customer experience is more important than it was 3 years ago 48% of firms have increased their investment in customer experience management by 10% or more over the last 3 years 58% of firms are focused on removing dissatisfaction 38% have moved beyond dissatisfaction removal and are focussed on delivering a differentiated experience 40% of firms believe they work collaboratively and cross functionally to deliver a complete experience

9 Some interesting facts The 2010 Forrester Research Study concluded that: 90% of firms describe customer experience as critical or very important in their companies strategy in % of firms have a disciplined approach to customer experience management 62% of firms have a VoC program 53% of firms have a companywide program focused on improving customer experience across all channels 49% of firms have an executive in charge of improving customer experience across products and channels 63% of firms have implemented a single set of customer feedback scores across the company 53% of firms identified a lack of clear customer experience strategy as a significant obstacle to improving their customer experience

10 Differences between private and public sector customer experience Strategy effectiveness and a broader concept of value versus profit Relationship absence of choice Culture absence of a service mentality (perceived and/or actual) Measurements a poor track record of capturing actionable metrics that matter Stakeholders public sector relationships have multiple stakeholders with varying interests and agendas However customer needs remain fairly constant: Money for other things Peace of mind Feel in control

11 Overcoming the key perception of conflict Example: A paper application form?

12 How can you really know your customer

13 Knowing your customers

14 Knowing your customers

15 Knowing your customers

16 Let s take a step back for a moment Customer engagement approaches are good...but tactical Our work demonstrates that most organisations struggle with knowing their customers and becoming customer centric due to strategic / structural issues We see two key pieces to the puzzle: Strategic: Managing the delivery of high quality and consistent customer experiences Tactical: Building specific engagement strategies (segments, channels, offers, etc) Some organisations have great segmentation models and sophisticated engagement approaches but achieve poor results due to poor foundations

17 Delivering high quality & consistent experiences So it is universally agreed that we should deliver great experiences! But how do we do this? Easy...let s just work out what impacts the experience and improve it!

18 Discussion topic So what impacts the customer experience? YouTube Facebook Wikis Print & tv media LinkedIn Opinion Sites MySpace Interact & Contribute Podcasts Twitter Blogs Brochures Website Design & Direct Paper / Information Finance Sales Product Customer Service Retail/ Branch Operations Legal & compliance Copyright Strativity Group 2011

19 Discussion topic Turns out this can be a bit complicated as every part of how we operate (and some bits we don t even control) can impact the experience delivered! YouTube Facebook Wikis Print & tv media LinkedIn Opinion Sites MySpace Interact & Contribute Podcasts Twitter Blogs Brochures Website Design & Direct Paper / Information Finance Sales Product Customer Service Retail/ Branch Operations Legal & compliance Hmmm...perhaps this will take longer than 6 weeks! Copyright Strativity Group 2011

20 Mind the gap Corporate Strategy Customer Experience Strategy Customer questions to infuse the customer perspective into decision making Brand promise to customer experience translation (design framework) VOC program for both frontline and back office staff to provide visibility and motivation GAP Quantitative & consolidated analysis of critical customer touch points to inform prioritisation & action Business Unit Plans Articulation of the desired customer experience to guide investment and behaviour (customer experience mapping) Organisational assessment against best practice to inform priorities & actions (aligned with the high performance culture theme) This gap makes operationalising a customer-centric theme in an aligned and efficient way difficult so we suggest... Customer & Stakeholder Engagement Customer Service Employee & Shared Services Asset Management Operations Corporate Governance Water Sustainability & Market Development Office of the CEO Finance & Strategy Corporate Strategy Customer Experience Strategy Customer questions to infuse the customer perspective into decision making Brand promise to customer experience translation (design framework) VOC program for both frontline and back office staff to provide visibility and motivation Quantitative & consolidated analysis of critical customer touch points to inform prioritisation & action Articulation of the desired customer experience to guide investment and behaviour (customer experience mapping) Organisational assessment against best practice to inform priorities & actions (aligned with the high performance culture theme) Business Unit Plans Customer & Stakeholder Engagement Customer Service Employee & Shared Services Asset Management Operations Corporate Governance Water Sustainability & Market Development Office of the CEO Finance & Strategy

21 Developing an enterprise level approach Redefine Continue an on-going reinvention process Measure Measure progress & economic impact Deliver Execute & deliver the customer experience work program Organise Prepare the organisation to execute the work program Develop Develop the program to innovate & improve the experience across all touch points Brand Promise Integration Experience Design Framework Define Define the differentiating & profitable customer experience Copyright Strativity Group 2011 Experience Mapping Quantitative Touch Point Analysis Financial Modelling Experience Audit Innovation Sessions Measurement Design Transactional Studies Relationship Studies KPI Integration Economic Impact Assessment Experience Optimisation Customer Feedback Action Experience Innovation Continuous Improvement Organisational Assessment Executive Alignment Incentive Alignment Change Management Customer Experience Education Experience Specifications Service Model Innovation Experience Improvement

22 Developing a customer experience strategy

23 Developing a customer engagement strategy How is the strategy best communicated to the key stakeholders? How can we best prepare for the questions we expect? When should we report back with an update on implementation and value creation? How can the strategy be best utilised to inform the business requirements for the customer relationship management system? What have we learnt through validating and testing the conceptual framework that will impact the strategic framework? What shape and level of detail is required in the strategic framework? How does the different information combine to paint the contextual picture? Where is the experience strong and where is it weak (and how does this impact customer behaviour)? What are the various options that could be explored to improve engagement? Which touch points are most critical and where will improvement generate the optimal impact? How will future trends and externalities impact the engagement strategy? Strategy Presentation Present the complete strategy to stakeholders with implementation plan and business case Strategy Development Develop the actions required to realise each component of the strategic framework and build the supporting business case and management approach Strategic Framework (Final) Refine the conceptual framework into the strategic framework based on stakeholder input Conceptual Framework Design Develop the conceptual framework that can be validated and communicated with key stakeholders Synthesis & Analysis Understand the relationship between different information sets to develop foundational truths Discovery Gather the foundational evidence and insight required to support effective strategy development What actions are required to realise the strategy? What level of practical detail is required? How is the business case best positioned? What level of governance, risk management and impact assessment is required? What is the implementation plan and how will it be resourced? What does success look like (short, mid and long term)? What are the critical components of the customer engagement strategy? What does the future state customer experience look like through the lenses of the customer, journey stages, touch points, management layers? What aspects of the desired experience require the greatest investment and is this achievable? What service model and process infrastructure changes are required to support the desired experience? Do stakeholders agree on the priority components of the framework? Do stakeholders have insights that need to be incorporated into the design? What do we know about customer motivation? Is there significant segment variation? What do we know about customer behaviour and drivers (e.g. relationship between motivation or treatment strategies with positive or negative behaviour)? Which channels are used for which interactions and what is the cost, importance and relative performance of these? What external factors need to be considered (e.g. regulation, industry changes)?

24 Treatment strategies

25 Treatment strategies Predictive models can also be used to: Identify high attrition risk / high value customers Identify revenue growth opportunities Appropriate treatment strategies can then be developed and deployed (and tested against control groups) Second order modelling can then be used to further refine the model and effectiveness

26 Discussion Topic Who has a customer experience / customer engagement strategy? What are the key components? Which elements have worked well? Which have not?

27 Discussion Topic How comprehensive and integrated is the strategy if we drill into these types of components? A brand promise (that all employees know) A framework that translates the promise into the actual customer experience (used for design & communication) A set of desired customer experience maps (key interactions) Defined set of behaviours / principles that deliver on the promise A management system that assesses these regularly (internal & external) A model for determining customer experience priorities which assess importance, performance, volume and cost Clear segments, personas and treatment strategies

28 A model for knowing customers...and staying focused on them Foundational Research Driver models for understanding and impact assessment High impact experience identification (segmented) High impact experience improvement targets (segmented) Data is validated with existing research & customer data Informs Strategy Development Behaviours that drive a positive customer experience are synthesised with behaviours that enable brand promise delivery Establishment of a set of customer led brand or customer principles for both customer facing & support staff Provides a series of target areas for experience improvement Specific experience improvement plans are developed & implemented A management system is built to assess impact & ongoing performance Programs are developed & implemented to address structural experience issues Measurement & Management Measurement & Management KPI & Management Reporting KPI & Management Reporting

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30 ABC Bank Putting Customers First! Young single graduate trainee target group Demographics: 60% Female, 21-25, Attitudes: Breaking free, looking to enjoy life The stages Low-rate credit card storyboard (current experience) Pre-application Application Approval Fulfillment Trigger Product review Application Decline Follow up Activation The story The customer needs extra money to go on holiday. The customer goes online and is overwhelmed by the number of credit cards available. Receives an unsolicited application in the mail. The customer goes online to ABC bank and completes an application for a low-rate card. The customer also completes the application received in the mail. The customer receives a letter to say they are declined. The customer is upset and calls to find out why but is not told the reason. Confused, the customer explains she may have filled the application out incorrectly and goes back through the application over the phone. A few days later the customer receives a letter asking to send payslips as proof of income - they fax in their payslips and a few days later receive an to say they have been approved and that they can expect to receive their card in 5-7 days. The customer receives their new card and calls to activate it the customer has to press lots of buttons, and is then transferred to a person who requests the same information again. The customer goes on holiday but on the second day her card stops working and she has to call Australia to sort it out. The needs Education about different options to meet financial requirements. Simple online tools that make it easy to assess and compare products. A quick and easy application process. Provide clarity around the process, and proactively contact customers. A quick turnaround time with no further work required. A quick, friendly and personal activation process that makes them feel good about their new card. The words Now that I am working I assume I can apply for a credit card, and go on holiday without asking to borrow money from parents. I didn t really know about the different options. I met a friend for lunch and she had a cool looking card and told me to apply for a low rate card. I had to complete details about income and outgoings. I wasn t sure if I completed it correctly. I put monthly income in the annual income box. I am glad I called to ask why I was declined because I was approved after all. Why did I have to send payslips when my pay goes into my ABC account, why didn t they ask me for them while I was on the phone, and who uses faxes these days? The next day I received a second card from the other application I had forgotten about and I ended up using both cads I m glad at least one of them is a low rate card. The insights For many customers in this segment this is their first credit card As first-time credit card users, product knowledge is rather low, and card look and feel plays an important role in product consideration. Some find completing the financials section of the application difficult, with some customers having previously abandoned applications at this point. Confusion in completing the application form results in some customers being incorrectly declined automatically. Providing clarity around the process to customers upfront will help alleviate frustration. Customer would like the option of scanning and ing documents. Customers are generally excited about receiving a new card but feel the activation process has a negative impact on the experience. Copyright Strativity Group 2011

31 ABC Bank Putting Customers First! Young single graduate trainee target group Demographics: 60% Female, 21-25, Attitudes: Breaking free, looking to enjoy life Low-rate credit card storyboard (improvement opportunities) As students graduate and start working, their needs change. By pro-actively contacting graduates and helping them to understand their needs, ABC Bank could increase their engagement with the bank, and put them on the right track to achieve their financial goals. The stages Pre-application Application Approval Fulfillment Trigger Product review Application Decline Follow up Activation The customer needs extra money to go on holiday. Education about different options to meet financial requirements. Now that I am working I assume I can apply for a credit card, and go on holiday without asking to borrow money from parents. For many customers in this segment this is their first credit card The customer goes online and is overwhelmed by the number of credit cards available. Receives an unsolicited application in the mail. Simple online tools that make it easy to assess and compare products. I didn t really know about the different options. I met a friend for lunch and she had a cool looking card and told me to apply for a low rate card. As first-time credit card users, product knowledge is rather low, and card look and feel plays an important role in product consideration. Many people find it hard to complete a personal financial statement, especially if they have not done it before. Provide a clear how to guide on the application. It might be a good idea to provide a link to a short film clip that explains how to complete it correctly. The customer goes online to ABC bank and completes an application for a low-rate card. The customer also completes the application received in the mail. A quick and easy application process. I had to complete details about income and outgoings. I wasn t sure if I completed it correctly. Some find completing the financials section of the application difficult, with some customers having previously abandoned applications at this point. The story The needs The words The insights The customer receives a letter to say they are declined. The customer is upset and calls to find out why but is not told the reason. Confused, the customer explains she may have filled the application out incorrectly and goes back through the application over the phone. Provide clarity around the process, and proactively contact customers. I put monthly income in the annual income box. I am glad I called to ask why I was declined because I was approved after all. Confusion in completing the application form results in some customers being incorrectly declined automatically. A few days later the customer receives a letter asking to send payslips as proof of income - they fax in their payslips and a few days later receive an to say they have been approved and that they can expect to receive their card in 5-7 days. A quick turnaround time with no further work required. Why did I have to send payslips when my pay goes into my ABC account, why didn t they ask me for them while I was on the phone, and who uses faxes these days? Providing clarity around the process to customers upfront will help alleviate frustration. Customer would like the option of scanning and ing documents. The customer receives their new card and calls to activate it the customer has to press lots of buttons, and is then transferred to a person who requests the same information again. The customer goes on holiday but on the second day her card stops working and she has to call Australia to sort it out. A quick, friendly and personal activation process that makes them feel good about their new card. The next day I received a second card from the other application I had forgotten about and I ended up using both cads I m glad at least one of them is a low rate card. Customers are generally excited about receiving a new card but feel the activation process has a negative impact on the experience. If an existing ABC Bank customer is declined, it would be a better experience to call the customer directly. This would allow the customer to ask questions and give ABC Bank the opportunity to let the customer know they are still valued customers. Holidays are a common reason for applying for a credit card. Advise customers when they call to activate their card that letting the bank know when and where they are going on holiday will prevent their card from being blocked Utilise credit bureau information to identify customers who have made more than one application, and advise customers of the added financial responsibility of multiple credit balances

32 ABC Bank Putting Customers First! Young single graduate trainee target group Demographics: 60% Female, 21-25, Attitudes: Breaking free, looking to enjoy life The stages Low-rate credit card storyboard (optimal experience) Pre-application Application Approval Fulfillment Trigger Product review Application Follow up Approval Activation The story Customer decides to apply for a credit card to pay for a holiday. The customer reviews the information that she was given in the branch. She also goes online and uses ABC Bank s product comparison tool. The customer goes online to ABC bank and completes an application for a low-rate card. Later that day ABC Bank call the customer to clarify some of the information provided by the customer in their application. Two days the customer is sent an SMS notification that their application has been approved. The customer receives their new credit card and call ABC Bank to activate it. The words When I started my new job after graduating, I received a call from ABC Bank inviting me to come to a branch as they wanted to ensure they were meeting all my needs. They provided me with information about how to best manage my finances. I told them I wanted to go on holiday and they suggested different options When I met with the branch, the ABC Bank employee I spoke to seemed genuinely interested in assisting me with my finances rather than trying to sell me something. I now feel confident in my knowledge about the different credit cards and which is best for my needs. I applied online at ABC Bank the application form is very intuitive and even provides short info-reels if you are not sure what to do. After I submitted the application I received an confirming the application had been received, along with clear guidelines of what would happen next. A couple of hours after I submitted the application online, I received a call from ABC Bank. They thanked me for my application and just wanted to check some of the information I had provided. I had accidentally put down monthly rent instead of weekly rent. A couple of days later I received an SMS notifying me that my application had been approved and that I could expect to receive my card within four days. Now I can start planning my holiday! I received my new credit card along with some useful and easy to understand information. I called ABC Bank to activate the card and spoke to a really friendly customer service agent who noted that this was my first credit card. She asked me to sign the card immediately and also advised me to let ABC Bank know if I was going away on holiday so that they can ensure a continued service while I am overseas. The needs Education about different options to meet financial requirements. Simple online tools that make it easy to assess and compare products. A quick and easy application process. Provide clarity around the process, and proactively contact customers. A quick turnaround time with no further work required. A quick, friendly and personal activation process that makes them feel good about their new card. Copyright Strativity Group 2011

33 Example customer experience map ABC Couriers

34 Improvement and innovation opportunities Provide web parcel training to all new customers, either in person, over the phone, or through an online tutorial. List FAQs on the web parcel website. Create a cheat sheet to assist SMEs utilising web parcel that contains helpful tips and troubleshooting, along with details on who to contact for different types of issues or questions. Assist customer with pre-loading standard parcel / carton sizes into web parcel to save time with daily data entry. Provide allowable weight and dimension details on the manifest creation pages and highlight or disallow those that fall outside SME s contractual web parcel parameters and link to messenger post web page Develop the functionality to amend details already entered into web parcel without having to delete and rekey the entire entry. Fix label printing issue to reduce wastage, and to ensure barcode aligns properly to facilitate carding. Build label ordering functionality into web parcel website and distribute through pick up drivers. Implement a standard lodgement procedure with regard to scanning all items. Provide SMEs with the option to select their preferred drop off location. Review the opportunity to allow SMEs to call later and to narrow the collection window. There could potentially be the opportunity to generate revenue through offering more tailored call and collection windows. Provide functionality for SMEs to determine or disable web parcel time-out to better suit their business needs. Review the mandatory three monthly password change, especially for companies with <5 employees. Review daily minimum $40 charge for pick up with alternative minimum weekly / monthly postal charges to maintain daily pick-up. Provide detailed and timely software upgrade notification to allow for SMEs to make required system changes without negative business impact. Review the opportunity to offer a temperate collection service in areas where there are multiple wine retailers. Develop an integration toolkit to help SMEs integrate web parcel into their own software. Provide customers with a greater range of delivery options through retailer websites. Work with SMEs to utilise their sales platform to highlight standing order delivery options available to customers. Proactively help customers who call the contact centre by setting realistic enquiry outcomes and taking ownership for the call. Avoid referring all customers back to the sender as this will often result in further calls about the same enquiry. Provide more comprehensive tracking functionality, with clear instructions on the tracking site e.g. if a customer is looking at a particular tracked item, provide notification if this is still within standard delivery timeframe so the customer does not unnecessarily phone the contact centre. If a parcel is outside delivery time, provide instructions on what a customer should do next e.g. check back in 48 hours and if parcel still not at destination call Provide automated self service machines (such as provided at supermarkets) to give customers the option to self service, and reduce queue times. Alert customers to the benefits of nominating specific delivery dates, locations or the authority to leave items unattended. Utilise enquiry / complaints / return to sender data to ascertain which delivery routes are not being carded and review reasons. Determine appropriate corrective action and review opportunity to have driver remuneration linked to successful delivery /carding. notification to retailer and customer as soon as their parcel is scanned into the depot. Where a telephone number is available, call customers whose parcels have not been collected within 5 days. Send SMEs a weekly to notify them of parcels that are still waiting uncollected at the depot.

35 Wow Enjoyable Functional Uneventful Missed It Never Again 80.8 Website Website 68.8 Web site is userfriendly Contains the information I need Uses language that is understandable Can complete my tasks quickly and easily Confident transactions are completed successfully Would like additional services I feel valued as a customer when I use web site A model that assesses: Importance; Performance; Volume; and Cost will allow an organisation to maximise ROI 69.5 IVR IVR 40.1 Easy to use and intuitive Has the functionality I need Provides access to an agent when I want it Complete my transaction quickly and efficiently Confident transaction was completed successfully Like to see additional services I feel valued as a customer 86.0 Communications Communications 64.3 Statements are clear Communications are clear Communications contain the information I need I feel valued as a customer when I receive communication about my account 82.9 Call Center M OT (36.7) Call Center 46.2 Resolved on the first call Understands my needs Agents take ownership Communicate effectively Knowledgeable and demonstrate expertise Agents are courteous Escalation process works well Understand the products Agents are able to help when I call in after receiving an offer 89.0 General Operations M OT (34.6) General Operations 54.4 Follows up in a timely manner Communicates effectively Easy to do business Importance (ideal) attributed by customer to Touch Point (% responding to top 3). Number represents average of all questions per TP. Touch Point based on actual current customer satisfaction ranking (% responding to top 3). Number represents average of all questions per TP. 35 Moment of Truth representing the largest opportunity for impact = Importance minus Satisfaction

36 <comp> programs provide fair and competitive pricing <comp> products and services provide overall Value for the Money Attributes Technical support - personnel follow up to ensure satisfaction <comp> products are stable and reliable Product installation is quickly / easy <comp> products and services are innovative * Rebate / credit process is simple and timely * The activation process is simple * <comp> products and services are user friendly Satisfaction Importance 36

37 This diagram highlights the perception gap between employees and customers. This gap is often a key inhibitor of cultural change and the quadrants highlight where the gaps are most prominent with the arrows highlighting the course of action that is required to deliver improvement. Rather than adopting a generic approach for organisation wide improvement, this insight allows an organisation to deploy a highly targeted approach (e.g. improving the hiring criteria for one team while focusing on education and experience guidelines for another. Stakeholder Reqs Technology Review 10 Capabilities/Helplessness Organization Structure 9 Capabilities/Helplessness Gap: Knowledge/Ignorance Gap: Employee Knowledge/Ignorance Customer Education Program Customer Dialogue Organization Structure Experience Guide Experience Guide Hiring Criteria Compensation Plan Attitude/Arrogance Gap: 11.9 Attitude/Arrogance Gap: 40.1 Willingness/Indifference 9 Manager Education Willingness/Indifference Measure. Program Incentive Program Customer Dialogue Experience Redesign 10 37

38 Knowing your customers...and staying focused on them

39 How to develop scorecards for satisfaction that create value

40 How to develop scorecards for satisfaction that create value

41 How to develop scorecards for satisfaction that create value The first step involves the development of a Value to Customer model that approximates how each customer experience element drives value to the customer Quality of Supply Planned Outages Unplanned Outages General Enquiries Billing Water Usage Advice Value to Customer Customer Satisfaction & Advocacy Complimentary Products & Solution Cost/Affordability Corporate Responsibility Tracking performance of the various elements will allow an organisation to: Stay focused on customer value Assess the impact of initiatives Identify issues early

42 How to develop scorecards for satisfaction that create value Keep in mind that granularity and accountability = Action-ability New account connection Supply connection Disconnection Bill enquiry - Conumption concern Bill enquiry - Payment related dispute Bill payment Infrastructure customer work Complaints Fault reporting Unplanned outage report Planned outage General Information about water Advisory Complimentary products & solutions Payment arrangement / hardship Meter reading Account balance Update account details Claims Vegetation management Upwards billing adjustments Quality of Supply Planned Outages Unplanned Outages General Enquiries Billing Water Usage Advice Complimentary Products & Solution Cost/Affordability Corporate Responsibility Value to Customer Customer Satisfaction & Advocacy Segmented by channel, customer type (residential / SME / large business), value, attitude

43 How to develop scorecards for satisfaction that create value Ensure the approach is interaction based to provide touch point granularity Weighting should relate to the V2C Perhaps weighted higher if it is also wasting the customers time Would change to include any complaint Be careful here re the potential for conflicting messages & KPIs Check customer expectations Perhaps satisfaction with the process is a better measure This approach needs to be modified to provide visibility on key quality related elements of the experience such as behaviour, helpfulness, outcome satisfaction

44 Framework development (example) Current State Future State

45 Highly engaged customers Recent interaction satisfaction Customer effort No problems New product revenue Our customer focus Business relationship strength M Enterprise Customer Experience Dashboard TARGET ACTUAL TREND Business relationship strength M TARGET ACTUAL TREND Customer engagement Business relationship strength TARGET ACTUAL TREND Highly satisfied with relationship manager Operational metrics TARGET ACTUAL TREND Systemic complaints Isolated complaints Social media New product revenue (M) Customer & employee alignment Capabilities Knowledge Gap: 11.5 Gap: Gap: 11.9 Gap: Attitude Willingness

46 Knowing your customer / Developing scorecards for satisfaction Voice of the Customer Program Objectives Organisational Capabilities Customer Experience Measurement Customer Experience Management Capability Actionable Information (Granular & Specific) The Ability to Drive Improvement (Who, Where, What) Customer Experience Improvement Opportunities The Ability to Evaluate and Action Customer Experience Innovation Testing The Ability to Act, Learn, Revise & Embed The Customer Perspective Utilisation for Decision Making

47 Knowing your customer / Developing scorecards for satisfaction Identify the factors that drive a positive customer experience and deliver value Classify the factors as either controllable at a staff /team or organisational level Staff / Team Build the factors into a set of brand aligned principles and communicate these throughout the organisation Organise the business into workgroups and measure principle demonstration regularly through customer feedback Recognise and reward the best performing teams to reinforce the right behaviour and coach poor performance Organisational Determine an approach for gathering feedback on organisational factors Monitor feedback and correlate with customer behaviour to understand financial impact Design and implement initiatives to deliver improvement and assess the feedback and financial impact Integrate the customer experience and value metrics into the reporting and performance management framework

48 Knowing your customer / Developing scorecards for satisfaction Reinforcement Measurement Research on Drivers of Customer Satisfaction & Advocacy Frontline Service Principles (Integrated with Brand Values) Customer Research Rewards Coaching Transformation Determination of Support Staff Required Behaviours Support Staff Service Principles (Integrated with Brand Values) Peer Review Revenue Growth & Improved Profitability Improvement Organisational Clarity & Understanding (Leadership) High Impact Customer Experience Process Improvement Management Focus on Customer Experience Measures Effective Program Governance

49 Knowing your customer / Developing scorecards for satisfaction November Team 1 Customer Experience Update VOC Research SERVICE PRINCIPALS Month 1 Leader Board BEST OF THE BEST Nov Welcome them 92% Team 4 88% Value their time 74% Team 2 83% Listen to them 87% Team 6 77% Understand their situation and add value 74% Display product/ process expertise 65% Take ownership of problems presented 67% Team 1 74% Team 3 65% Team 5 47% Be proactive 57%

50 Proactive VOC

51 Reactive VOC Operations Council: Optimising Voice of the Customer

52 Discussion Topic Who has an effective measure for the quality and consistency of the experiences that their organisation delivers? What are the key components? Which elements have worked well? Which have not?

53 Key principles There are some key principles that can be applied in order to deliver progression towards customer experience excellence. Organisations should: 1. Define who the customer is and bring them to life with personas 2. Understand the needs of the customer and key segment variations 3. Define your customer value proposition 4. Understand why customers come, stay and leave (where choice is available) 5. Understand the value / economics of customer experience e.g. cost to serve 6. Understand the current experience being delivered 7. Understand the relative importance of various journey stages and touch points in terms of overall perception and economics 8. Define their customer experience principles 9. Define the aspirational experience 10. Ask customer impact questions prior to making decisions 11. Align performance management frameworks with customer outcomes (e.g. customer principles, customer feedback, customer behaviour) 12. Gain regular and actionable customer feedback and use this to assist with prioritisation and direction 13. Recognise the link between employee engagement and positive customer outcomes 14. Intentionally design new experiences (based on an understanding of customer needs and competitive offerings) 15. Adopt an enterprise level approach