Which is why TMI is here to help. We have to admit it. we really love what we do.

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2 We have to admit it. we really love what we do. We get to work with great brands to create brilliant customer experiences that their customers love and their employees can t wait to deliver. It s not just about feeling great (although what harm is there in that?). A focus on the customer experience often means increased customer engagement and so more revenue per customer; better engagement and so higher employee productivity; a sharper focus on delivering what s really important to customers so better organisational efficiency... what s not to love? Which is why TMI is here to help. For nearly 4 decades, we have worked with some of the world s best brands to design and enable great customer experiences. So. we know what we re doing. But don t just take us at face value, give us a ring on +44 (0) or drop us an at and let s meet. We look forward to inspiring you with what we do, dazzling you with examples of some recent work and charming you with members of our team. But the road towards great customer experiences can sometimes be a little challenging, especially if you are doing it on your own.

3 Come and walk through our Customer Experience journey with us. It might be a path that you have already started to go down yourself. That s fine let s meet you somewhere down the road. Or maybe you haven t even set out yet. Then, let us plan your route carefully and help you avoid the bumps and the dead-ends and get to where you want to get to as quickly and pleasantly as possible. Wherever we meet on the journey, we know you will find working with us rewarding, collaborative and well, yes, even a bit fun.

4 Culture Mirror It s important to size and scale your ambition. just how stretching do you want your customer experience to be? We design and facilitate a horizon planning session which often includes your customers and senior service leaders from best practice organisations who will work with you and your top team to envision what your customer experience future might look like. What you get: We will develop a Shape of Ambition report that clearly spells out your aspiration. We also define your company s Service Style so it is clear how you are going to differentiate your experience from everyone else. Before setting off, it s important to see how fit and ready you are. So we help you take a good long look in the mirror. We do audits, group and individual observations and some best-practice benchmarking. In a nutshell we ask some great questions and listen hard. Are your customers happy? Are your employees happy? Do people in your company understand what a great customer experience means? Do they believe it makes a difference? Do you have what it takes? Essentially we make sure we are your early warning system so you know what lies ahead. What you get: A Culture Mirror report a report that s honest, readable and actionable. Then we make sure this vision for the future is aligned across your whole top team. If your pictures don t match or there is ambiguity, your journey will just end up stalling. Horizon Planning

5 Now let s think customer. How well do you understand your customers? To what extent are you delivering services that customers truly value, versus what you think they value? Understanding customers is at the heart of every great service organisation. We ll take your existing customer segmentation data and develop convincing pen portraits which bring these customers to life; we include realistic details about their lifestyle and habits, and most importantly, their Customer Profiling functional and emotional needs when they interact with your organisation. When your people see things from the customer s perspective, they will create and deliver products and experiences that really matter to them. What you get: A set of Pen Portraits for each of your key customer segments, written in everyday language which will help your people focus on your customers as real people with hopes, desires and needs. Still seeing things through your customers eyes, we focus on their experience as they interact with your organisation at different touchpoints - the customer journey. Our aim is to record the highs and lows of their journey from their perspective. We note your customers functional experience but more importantly in some ways, we also map their emotional experience. This is often where the hidden gems lie. The insights that inform the difference between a good experience and a great experience. We can then easily identify the gap between the desired experience, and the current experience, where the pinch-points are, what needs fixing, and where there are opportunities to improve the experience. Experience Mapping We have a variety of tools to do this: customer shadowing, mystery shopping, experience journaling etc. What is important is that we are working with customers, and seeing the experience through their eyes. What you get: A Customer Journey Map, laying out all the touchpoints where the customer interacts with your organisation, and highlighting the highs and lows of the current experience by touchpoint versus the desired experience, from the customer s perspective.

6 Let s think about your people now; to what extent do they have the skills, tools, and just as important, but often overlooked, the desire to deliver the kind of experience your customers want? By observing and shadowing your people on shift, if possible in uniform, we put ourselves in their shoes and see things from their perspective. We follow the full shift, from pre- to post-shift briefing. This allows us to assess not just skill levels, but also the emotional and cultural drivers of the customer experience at the frontline of your organisation. It s often surprising what insights emerge from this approach. What you get: An Employee Understanding report, which will help you understand the size and scope of the behaviour change required, and what is getting in the way of delivering a great customer experience today. Employee Ethnography Now things really start to take shape, at one of the most exciting and fun parts of the journey. We bring together the two sets of people who really understand your current customer experience, your customers and the frontline teams who deliver it. We facilitate a session where these groups work together to co-create ideas to improve those touchpoints highlighted as pinch-points, or opportunities. However you get far more than a set of ideas; involving your people at this stage means that you get buy-in to change, and real engagement with customers. In fact sometimes it s hard to get them to leave at the end of the session! What you get: A set of recommendations for behaviours, processes, tools and artefacts that will improve the overall customer experience, that has been generated and endorsed by customers and employees. Co-Creating Experiences

7 All the ideas will now be pulled together into a cohesive and engaging narrative, which will bring the end-to-end customer experience alive for everyone in the organisation. This takes the shape of a story; or rather, a number of stories, told from the perspective of each one of your pen portraits. The story follows what happens along their journey with you, and more importantly, articulates how each customer feels as a result of their interactions with you. Your people will understand the big picture of what you re trying to achieve, as well as the impact of their role. Usually, they can t wait to get started! What you get: An illustrated book, featuring each pen portrait and narrating their journey as a story, highlighting their feelings and emotions along the way, and explicitly demonstrating how the experience meets their functional and emotional needs. By now, people are really starting to be engaged, and frequently want to jump straight to implementation. This stage of the journey is about making sure that you have a planned approach to what and how to implement. so that it works. Prioritisation sessions with middle/ senior managers will help you focus on the quick wins and the areas that are most important to customers. Prototyping and then piloting experiences with actual customers will give you a sense-check that an Prototyping & Planning... experience is not only deliverable, but also desirable... in the customer s eyes. Customer feedback will confirm that you re on the right track, or help you refine the experience further. What you get: Prototyping blueprints, which detail process, behaviour, tools and artefacts required to deliver an experience, and a final, prioritised list of recommendations. Story Development

8 Consistency will be a key challenge when you get to implementation. Delivering the fantastic experiences you ve designed the same way every time, so it becomes the way we do things. You can help people by being clear about what s required. This stage is about clearly documenting all the details of the experience what, why, how, who so that it can be replicated by everyone. This is particularly important if you operate in multiple locations and Standards Development geographies. In effect, this is a set of standards, which you can also use for measurement and performance management purposes. What you get: A clearly articulated Experience Standards Manual. Your people will be motivated to create great customer experiences when they see the big picture, understand how they fit in, know what they need to do, and feel supported, valued and recognised by their managers and customers. Your customers will truly feel the difference when they are served by energised, motivated people who are passionate about what they do. That s why we will recommend an engagement programme to connect Inspiring Teams people to the big picture, the principles underpinning the Customer Experience and the part they will play in it. Managers are engaged beforehand, to understand their role in communicating, role-modelling and coaching, to ensure that change sticks. What you get: bespoke workshops designed to enable, excite and engage your people to deliver the Customer Experience; these will most likely need to be followed by specific skills sessions for customer-facing teams.

9 It takes time to change behaviours and cultures until they feel like business as usual, so at this stage of the journey it s vital to consider how you can encourage your people to continue along the customer experience journey. Frontline managers are the pivotal role in driving change, so it makes sense to support them with tools to help them manage the desired experience, coach their teams in the new behaviours and focus people on doing the things that matter most. Customer-facing teams also benefit from tools that provide hints and tips for delivering the customer experience. Without sustainability tools, there s a real danger that after the initial excitement things will fall back to being business as it used to be. What you get: A toolkit of tools tailored to your needs. This might include rhythm and routine tools, aide memoires, coaching aids etc. Embedding Toolkits Experience Tracking You ve launched your new Customer Experience... but how do you and your teams know if it s making any difference? It s essential to embed a culture of measurement into the business, to encourage a sense of progress and action. This stage is about tracking, reviewing and measuring the customer experience, so that you can see what s working, how people are performing, what your customers think, and how this is impacting the bottom line. A combination of customer measures, employee measures, commercial and operational measures should tell you what you need to know, and motivate people to perform. What you get: A set of recommendations about how to track and review the experience, and what measures might best suit your business.

10 We re not at the end of the journey (quite) yet. Defining great customer experiences is not a one-off event; as the market, your competition and your customers evolve and change, great customer-focused organisations will re-visit the customer experience regularly, adjusting it as necessary, to ensure that it stays fresh and relevant. We facilitate the review process, through regular customer and employee sense-checking events, and re-visiting and analysing the customer journey touchpoint experience, to check that it s still relevant for your customers. What you get: A review document with analysis, commentary and recommendations based on the views of your employees and customers, and your experience tracking data. Revisiting Experiences

11 Results As you can see, this journey will help you develop a culture that has the customer at its heart, with employees who are energised and excited and a growing body of customers who love the way that your organisation makes them feel. Apart from this lovely warm glow, you will achieve tangible, measurable and bottom-line driven results. Result along the lines of our other clients such as: All of this has been against the backdrop of falling customer demand, rising customer expectations and faltering employee confidence. Which is why we are confident we can add value to your customer experience. So give us a ring on +44 (0) or us at and let s talk! An international airline where we increased their customer loyalty levels 10-fold A retailer where we delivered the best mystery shopping scores in their history Another retailer where we halved sickness and absenteeism and an international airline where we decreased employee turnover by two thirds A transport client where we implemented 85 low-capital, revenue-generating service improvement ideas Another transport client where we improved customer satisfaction by 35% and efficiency by over 25%

12 Contact details Head Office: TMI 7 Clarendon Place Leamington Spa CV32 5QL Telephone: +44 (0) London Hub: Charterhouse Buildings London EC1M 7AP TMI UK is part of the Cello Group

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