Linking Customer Experience Metrics to ROI: Attainability and Actionability for Any Company

Transcription

1 Linking Customer Experience Metrics to ROI: Attainability and Actionability for Any Company Successfully Driving Customer- Centric Culture and Ini8a8ves Through Real- World Insights and Analy8cs

2 Your hosts Michael Lowenstein Thought Leadership Principal Colin Shaw Founder & CEO

3 Beyond Philosophy introduction Customer Experience Experience isis Customer all weall do.. Since we do! 2002! We focus on the emotional side of customer experience Copyright Beyond Philosophy All rights reserved We work globally with offices in London and North America; with partners in Africa & Asia. Secrets of a Successful Global Customer Experience Program Palgrave MacMillan 2015 beyondphilosophy.com Thought leadership is our differentiator Evidence based consulting & training 3

5 Seven S Customer-Centric Direction Structure Systems Strategy Shared Values Style Skills Staff

6 Any Actionable Metric Has Value: The Current Customer Experience Measurement Landscape Comparing Satisfaction, Loyalty Indices, NPS, CES, Delight, and Advocacy/Bonding

7 Customer Sa8sfac8on Measurement American Customer Sa0sfac0on Index (ACSI), Survey Research Center, University of Michigan, 1994 Core tracking covers several hundred companies 100 point scale of sa0sfac0on level Largely measures func0onality and tangibility (0me, cost, accuracy, completeness, cost, etc.) Strong tac0cal and transac0onal orienta0on AItudinal response; passive and benign Proven to be minimally connected to/driving future ac0on, such as loyalty behavior, industry to industry

8 Loyalty/Secure Customer Indices Typically composed of three elements: sa0sfac0on, future purchase intent, and recommenda0on likelihood With some ques0on varia0on, very ac0vely used core approach by many b2b and b2c companies; in use for decades Sa0sfac0on, because it is fairly transac0onal, rather than rela0onship- based, tends to have limited correla0on with actual loyalty behavior Recommenda0on has mul0ple analy0cal challenges: aggregate score, non- granular, etc. Sa0sfac0on and recommenda0on tend to dampen CLI and SCI ac0onability

9 Customer Delight Score Per Tim Keiningham and Terry Vavra, 2001 Not recommenda0on or sa0sfac0on, but, defined as extreme sa0sfac0on or complete sa0sfac0on using scale Tends to be transac0onal Early ayempt at building emo0ons into the experience Addresses unseen, yet important, customer needs Endeavors to measure how companies surprise and elate customers, and differen0ate themselves from compe00on

10 Net Promoter Score (NPS) Fred Reichheld (Bain) and Satmetrix, 2003 Net recommenda0on (subtrac0ng Detractors from Promoters) represents method for C- suite to address macro loyalty drivers; easy to understand Found to be challenging to apply on a universal basis (cannot be used in all industries/purchase situa0ons); may not help an organiza0on be more customer focused or customer- centric Range of ac0onability/analy0cal issues - Ques0onable because of hypothe0cal nature, scale, calcula0on method, and actual meaning/value of recommenda0on, mul0ple ways of arriving at score - Low correla0on between NPS score and customer ac0on - Non- granular applica0on: difference, and group aggregated, score rather than individual customer classifica0on score - Non- discrimina0ng (same customer can recommend mul0ple brands)

11 Customer Effort Score (CES) Developed by Corporate Execu0ve Board, 2008 Measures customer percep0on of how easy/difficult it is to do business with a firm, such as frequency of complaint resolu0on contact Transac0onally- based, rather than rela0onship- based Only addresses aspects of service, not overall experience More relevant with fairly generic, u0litarian products and services Needs accompanying granularity, re. technologies, business processes, and employee behavior contribu0on to customer ease/difficulty of doing business

12 The Impact of Customer Influence has Pushed the Strategic Relevance of Advocacy/Bonding Grow Revenue Posi8on Brand Increase Share Decrease Risk 80s: Quality 90s: Sa8sfac8on Late 90s: Loyalty Current: Advocacy/ Bonding Advocacy captures the influence the customer and partner base have, in addi8on to measures below. Embrace customer reten8on within the framework, but it does not capture the influence customers have on other customers and partners. Sa8sfac8on gets to some of the intangible dimensions of the rela8onship, but is a passive measure and does not explain nor predict reten8on/loyalty behavior. Assessing customer rela8onship has its genesis in quality assessment. Realiza8on that quality alone does not generate a sa8sfied customer. Beyond Philosophy All rights reserved

15 Advocacy/Bonding Defined.a combination of two key constructs: rational and emotional attitudes toward a brand (brand impression and perception) and downstream customer communication behavior (word-ofmouth) resulting from strategic and tactical experiences. Advocacy offers a contemporary and real-world measure to extend enterprise understanding of customer loyalty and business performance. Beyond Philosophy All rights reserved

16 Thought Leaders

17 Experts Agree on the Power and Actionability of Customer Advocacy/Bonding Leading companies) use the word-of-mouth effect of unpaid advocates truly loyal customers to boost their reputation. Advocates will do your marketing for you if you mobilize them, listen to them and engage them. Professor Philip Kotler, Northwestern University (2010) Word-of-mouth is the primary factor behind 20 to 50 percent of all purchasing decisions. And its influence will probably grow McKinsey (2010) Loyalty is very passive. I may be loyal and buy products from a brand, but I don t go out and speak about the brand. Advocacy is active. Jaime Cohen-Szulc, Former CMO of Levi Strauss (2010) Customer advocacy is the best indicator of experience success Forrester (2010) Beyond Philosophy All rights reserved

18 Leading companies want to build strong bases of loyal, profitable customers who are also advocates for the organization. Advocates spend more, remain customers longer, and refer family and friends, thus increasing the quality of the existing customer base and new acquisitions. IBM Global Business Services We predict that customer advocacy will be the new focus for business leaders. Creating the customer experience via customer advocacy will become the single most important initiative that cutting-edge, forward-thinking, innovative companies will adopt. Hitachi Consulting Beyond Philosophy All rights reserved

19 An Advocacy/Bonding Conceptual Framework Develop Insights Measure Customer A]tudes, Emo8ons and Behavior Brand Staff Business Outcomes Customer Experiences Customer Rela8onship with Supplier/Brand Retention Rate Share of Wallet New Client Acquisition Value Touchpoints Beyond Philosophy All rights reserved What is the right construct to measure rela8onship?

20 What is the most actionable measure of a customer relationship? Is it... Customer Satisfaction? Engagement? Commitment? Loyalty? Secure Index? Recommendation? Advocacy? The best measure: Should reflect today s real- world market condi8ons Should relate directly to business outcomes Beyond Philosophy All rights reserved

21 Experience Research Accountability and Relevancy Most customer sa8sfac8on research programs today come under two types of pressures: ü What is the return on customer investment? Accountability ü Where is the brand s competitive advantage based on enhanced customer experiences? Relevancy ü Are we measuring the right customer attitudes and behaviors? ü Can the metrics help us make key decisions and allocate resources for our business?

22 The Strategic Roles of Customer Advocacy and Bonding In marke8ng and services decision- making guidance and how- to ac8on, including Marke8ng and Communica8ons Planning and Engagement Media Effec8veness Customer Service/Touchpoint/Process Experience Effect Company Image and Reputa8on Impact Product and Service Development Web Site Visit/Usage Op8miza8on Customer Rela8onship Building Brand Messaging and Posi8oning Assessment Loyalty Program Development/Refinement Customer Life Cycle Op8miza8on

23 Understanding Customer Advocacy and Bonding The concept of customer advocacy /bonding is used to mean different, but directly related, behaviors to different organizations. The advocacy/bonding framework segmentation and analysis offers: The best understanding of customer loyalty behavior for your brand or business Strategic segmentation of your customer base to focus on your best customers and reduce the damage to your brand from your Alienated customers The most direct linkage to business performance, and improvement opportunities Also, it is critical to note that: Advocacy is NOT Recommenda8on Advocacy is NOT Loyalty Advocacy is NOT Word- of- Mouth Advocacy is NOT Referral Advocacy is NOT Promo8on Advocacy and Bonding Are Much More!

24 How Is Customer Advocacy/Bonding Measured? Multiple questions are asked in a customer experience feedback survey and customer responses to these scaled items are used to classify them into four advocacy groups and set the basis for in-depth analytical insights. A full scale advocacy battery, based on customer support experience, includes: l Customer favorability towards brand l Future consideration l Intensity of brand support l Use of online and offline social networks l Positive and negative buzz/volume l Distribution of most recent purchases/competitive brand set Beyond Philosophy All rights reserved

25 Posi8ve and Nega8ve Things Said Past Six Months An advoca)ng/bonded customer speaks posi)vely about their experience, through use and/or service, and percep)on of the brand. Total Population Total Soaware Posi0ve Said Nega0ve Said Advocates Total Soaware Posi0ve Said Nega0ve Said Beyond Philosophy All rights reserved

26 Impact of Advocacy/Bonding Improvement Through Service Quality: Case Study of a B2B Client Share of Wallet/Retention 70% 60% 50% 40% Current ABC Bank Performance (22%) Achievable Target Over Next 3 yrs (28%) Retention Share of Wallet 30% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Percentage of Advocates Beyond Philosophy All rights reserved

27 Advocacy/Bonding Segmenta8on: Profile of A]tudes (Top Two Box Ra8ngs) (Scale: 1 10; 9 and 10 Are Top Boxes) Critical Attribute Advocate Allegiant Ambivalent Alienated Brand Has earned my trust and confidence It is a pleasure to do business with them The bank is definitely for people like me Staff Staff makes me feel like a valued customer Staff are trained to offer reliable services Staff follows up with information as needed Value Proposition Breadth of checking and savings accounts offered Variety of cards with different features suitable to you Communication of different products and their features

28 Advocacy/Bonding Driver Analysis Swing up and swing down (discriminant function) analysis identifies the emotional and rational experience performance attributes that will drive customers from Alienated to Ambivalent, Ambivalent to Allegiant, Allegiant to Advocate. Quality of Staff Services Critical to Reducing Alienated Critical to Building Advocates Analysis repeated for brand, product and key touch point abributes for input into an overall improvement ac8on plan. Staff makes me feel like a valued customer Staff appears competent and knowledgeable Staff are trained to offer reliable services Staff delivers service in a timely manner Staff follows up with information as needed Staff suggests only those products that are best for me 24% 21% 13% 14% 9% 6% 1% 5% 6% 12% 15% 22% Staff proactively suggests products and strategies that will help me 1% 17% I have an open and honest relationship with the people at my bank 13% 14% Staff always takes the time to talk with me 1% 10% Ã Alienated Ã Advocate Beyond Philosophy All rights reserved

30 Advocacy Applied to Customer Life Cycle Evaluation: Defected B2B Customer Advocacy-Based Research Example

31 Reasons for Defec8on Price is the most frequently stated reason for defec8on. Changes in business focus also fuel discon8nua8on. Though content is also men8oned, a closer look at the verba8m comments indicate that most oaen a business focus change rendered the content less meaningful, rather than a dissa8sfac8on with the content itself.

32 Building Customer Advocacy and Reducing Aliena8on Customer service 3% 3% Timeliness of information 1% 10% Usefulness of product delivery method 18% 5% Product quality 2% 6% Information content s relevance to your needs 2% 3% Competitiveness of pricing 2% 36% Billing accuracy 19% 2% Timeliness of problem resolution 2% 1% Licensing requirements 1% 4% Ease of doing business 4% 6% Reputation 23% 2% Market Leadership 2% 1% Understanding of your data/information needs 18% 6% Customer focus 2% 15%

33 Concluding Advocacy/Bonding Value Message The benefits of building advocacy can t be ignored. Sa9sfac9on and loyalty are important, but they re old news. It s a new dawn in customer experience strategy, where the customer controls over 50 percent of the overall brand message. Forward thinking companies will be the ones that can iden9fy and work with their customer advocates to genuinely build trust in the brand, the customer base, and the bodom line. Cul)va)ng Customer Advocates: More Than Sa)sfac)on and Loyalty 2011 Peppers & Rogers Group White Paper Beyond Philosophy All rights reserved

34 And finally Metric s forum A debate of this webinar Thursday June 26 th 2014 Customer Experience Measurement online training November 5 th & 19 th 2014 Discount code: WEBINAR25

35 Colin Shaw Founder and CEO Michael Lowenstein Thought Leadership Principal