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Customer Experience: Approaches, Tools & Best Prac:ces
David Hicks Execu:ve Director Tribe CX N America Naarden January 12th 2016
© TribeCX Ltd 2016
GREAT Customer Experience
Customer experience is “a blend of a company’s ra1onal performance and the emo1ons evoked in all the interac1ons with the customer, across all touch points”
§ Consistently great experiences don’t happen by chance
§ They are the outcome of deliberately designed customer journeys
§ ..how do you engage the organiza:on and make Customer Experience work..?
© TribeCX Ltd 2016
“People will forget what you said, people will forget what you did, but people will never forget how you made them feel”. Maya Angelou
Design for emo:ons
(c) TribeCX Ltd 2016 3
Purposefully designed end to end Customer Experience drives improvements in: business efficiency & customer effec:veness
Customer Experience Leaders Outperform
© TribeCX Ltd 2016
Watermark defines Customer Experience Leaders and Laggards as the top ten and bottom ten rated public companies in Forrester Research 2007 – 2015 Customer Experience Index studies. Comparison is based on performance of equally – weighted, annually adjusted stock portfolios of Customer Experience Leaders and Laggards relative to the S&P 500 index.
Customer Experience Leaders 45.1%
Customer Experience Laggards
38.7%
S&P 500 Index 16.2%
2005 Jim Bush CEO : Cost Center Focus
(c) TribeCX Ltd 2016 © TribeCX Ltd 2016
DifferenNate through engagement
American Express Mission: To be the world's most
respected service brand
Customer service starts with the people who deliver it!
Rela5onship Care (SM) is a service ethos focused on rela5onships not transac5ons. It is
about making emo5onal connec5ons.
End to end focus : Only works when it all works
(c) TribeCX Ltd 2016 © TribeCX Ltd 2016
2005 – 2015: Outperform the sector
(c) TribeCX Ltd 2016 © TribeCX Ltd 2016
The Emirates Journey
Just start…it’s a journey!
(c) TribeCX Ltd 2016
Customer Experience is now in our DNA
A Perfect Product
Delivered by Caring People
In a Timely Fashion
Supported by Effec:ve Problem Resolu:on Processes
Exceptional Service, Exceptional Profit by Leonardo Inghilleri, Micah Solomon
© TribeCX Ltd 2016
Customer Experience is now a Competence not a FuncNon
(c) TribeCX Ltd 2016
(c) TribeCX Ltd 2016
(c) TribeCX Ltd 2016 13
(c) TribeCX Ltd 2016 14
Most organizaNons have a long way to go
© TribeCX Ltd 2016
But, YOUR customers expectaNons being set by ?
So, where do successful companies start ?
• Metrics • Mapping • Benchmarking
© TribeCX Ltd 2016
17
Just start…it’s a journey!
Strategy/Vision
TacNcs/Design
Ethos/Culture
Learning/Feedback
(c) TribeCX Ltd 2016
Where to start ?
• Metrics • Mapping • Benchmarking
(c) TribeCX Ltd 2016
Customer Experience Measures
(c) TribeCX Ltd 2016 19
(c) TribeCX Ltd 2016 20
Customer Metrics: An “outside in” view of your organization
Measuring alone is not enough
(c) TribeCX Ltd 2016
Net Promoter Score (NPS)
Net Promoters = % promoters -‐ % detractors
2 vital ques:ons : 1. Would you
recommend?
2. Why?
(c) TribeCX Ltd 2016
Net Promoter Score: By Touch Point
-100 -90 -80 -70 -60 -50 -40 -30 -20 -10 0 10 20 30 40 50 60 70 80 90 100
0 19
NP
S %
Understand Func:onal NPS & Rela:onal NPS
(c) TribeCX Ltd 2016
Customer Effort Score
(c) TribeCX Ltd 2016
Fix
Standardise
Embed
Time
Cus
tom
er e
xper
ienc
e qu
ality
TacNcal metrics not enough -‐ It ALL needs to work
Functionally driven tactical Service Experience improvements
will only get you a limited way
Concerted cross business effort to purposefully design the Service Experience and align the organization to deliver it
Optimise
Source: Bain Consul:ng & Forrester Research 2015 © TribeCX Ltd 2016
Where to start ?
• Metrics
• Mapping • Benchmarking
(c) TribeCX Ltd 2016
Customer Journey Mapping Tip: CollecNvely build your map
© TribeCX Ltd 2016
Build your map: Overlay ownership
© TribeCX Ltd 2016
Client Services MOT
Pain Point
Both
Review all current Customer Metrics to ensure they align with key areas for customers
Customer Journey Mapping: Best PracNce (1)
Source: Mulberry Consul:ng 2014
(c) TribeCX Ltd 2016
Mapping – Gets everyone on the same page
…including 3rd
par:es
(c) TribeCX Ltd 2016 30
Customer Journey Mapping: Best PracNce (2)
(c) TribeCX Ltd 2016 31
Customer Journey Mapping: Best PracNce (3)
It only works when it all works!
(c) TribeCX Ltd 2016 32
33
Just start…it’s a journey!
Strategy/Vision
TacNcs/Design
Ethos/Culture
Learning/Feedback
(c) TribeCX Ltd 2016
Where to start ?
• Metrics
• Mapping • Benchmarking
(c) TribeCX Ltd 2016
Differen:ate!
Customer Experience Benchmarking
© TribeCX Ltd 2016
3 Primary Benchmarking Approaches
… is used when a company already has established and proven best prac:ces and they simply need to share them.
Internal Compe::ve
… is used when a company wants to evaluate its posi:on internally, within its industry or when it needs to iden:fy industry leadership performance targets.
Strategic
… is used when iden:fying and analyzing world-‐ class performance and needs to go outside of its own industry.
© TribeCX Ltd 2016
TribeCX : 4 Dimensions of Customer Experience Capability
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
TribeCX’s model explores four areas of the customer experience eco-system where Vision, Design, Culture and Learning are harmoniously aligned to deliver best-in-class experiences. You can’t do one without the other.
This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks).
Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally.Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution.Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences.Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves.
Focus growth
Design experience
Enable change
Inspire mindset
Reward behaviour
Energise
Engage and sense
Connect the dots
Ignite growth
BENCHMARK ASSESSMENT REPORT
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
© TribeCX Ltd 2016
Aligning CX with brand promise, markeNng, sales and company
values
Seeing CX as a compeNNve differenNator and revenue generator
Vision
Focusing on one simple ‘Service Intent’:
Make it easy, Solve, Recognize
Focusing on differenNated servicing and channel opNmizaNon to create value at criNcal customer
touch-‐points
Design
SelecNng employees for their aetude and culture-‐fit
Fostering a culture of conNnuous learning and best pracNces sharing Culture
Using NPS and Effort Score as common and unifying goal across
the enNre organizaNon
SystemaNcally capturing insights & senNment at both transacNonal
and relaNonship levels Learning
American Express – The epitome of service excellence
© TribeCX Ltd 2016
TribeCX : Build your own baseline
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
TribeCX’s model explores four areas of the customer experience eco-system where Vision, Design, Culture and Learning are harmoniously aligned to deliver best-in-class experiences. You can’t do one without the other.
This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks).
Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally.Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution.Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences.Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves.
Focus growth
Design experience
Enable change
Inspire mindset
Reward behaviour
Energise
Engage and sense
Connect the dots
Ignite growth
BENCHMARK ASSESSMENT REPORT
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISION
DESIGNCUL
TURE
LEARN
ING
THE TRIBECX
ENGAGEMENTMODEL
TribeCX’s model explores four areas of the customer experience eco-system where Vision, Design, Culture and Learning are harmoniously aligned to deliver best-in-class experiences. You can’t do one without the other.
This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks).
Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally.Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution.Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences.Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves.
Focus growth
Design experience
Enable change
Inspire mindset
Reward behaviour
Energise
Engage and sense
Connect the dots
Ignite growth
BENCHMARK ASSESSMENT REPORT
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
TribeCX’s model explores four areas of the customer experience eco-system where Vision, Design, Culture and Learning are harmoniously aligned to deliver best-in-class experiences. You can’t do one without the other.
This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks).
Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally.Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution.Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences.Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves.
Focus growth
Design experience
Enable change
Inspire mindset
Reward behaviour
Energise
Engage and sense
Connect the dots
Ignite growth
BENCHMARK ASSESSMENT REPORT
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
Legend
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
TribeCX’s model explores four areas of the customer experience eco-system where Vision, Design, Culture and Learning are harmoniously aligned to deliver best-in-class experiences. You can’t do one without the other.
This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks).
Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally.Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution.Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences.Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves.
Focus growth
Design experience
Enable change
Inspire mindset
Reward behaviour
Energise
Engage and sense
Connect the dots
Ignite growth
BENCHMARK ASSESSMENT REPORT
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
Your Company
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
TribeCX’s model explores four areas of the customer experience eco-system where Vision, Design, Culture and Learning are harmoniously aligned to deliver best-in-class experiences. You can’t do one without the other.
This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks).
Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally.Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution.Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences.Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves.
Focus growth
Design experience
Enable change
Inspire mindset
Reward behaviour
Energise
Engage and sense
Connect the dots
Ignite growth
BENCHMARK ASSESSMENT REPORT
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
Benchmark
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
TribeCX’s model explores four areas of the customer experience eco-system where Vision, Design, Culture and Learning are harmoniously aligned to deliver best-in-class experiences. You can’t do one without the other.
This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks).
Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally.Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution.Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences.Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves.
Focus growth
Design experience
Enable change
Inspire mindset
Reward behaviour
Energise
Engage and sense
Connect the dots
Ignite growth
BENCHMARK ASSESSMENT REPORT
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
Important to your company
© TribeCX Ltd 2016
Customer Experience Benchmark Report www.Tribecx.com
CLIENT’S NAME
AREAS
DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategyAlign organisation
VISION
D
ESIGNCU
LTURE
LEAR
NING
THE TRIBECXENGAGEMENTMODEL
TribeCX’s model explores four
areas of the customer experience eco-system where
Vision, Design, Culture and
Learning are harmoniously
aligned to deliver best-in-class
experiences. You can’t do one
without the other. This personalised report
illustrates where your organisation sits against these
areas, and where you compare with other organisations (benchmarks).
Vision: direction and purpose – ‘why we
do things’. It aligns customer experience
strategy across the organisation, both
internally and externally.Design: answers the question ‘what we
do’. It directs the activities of customer
experience implementation and delivers
efficiency in execution.Culture: defines ‘how we do things’. It
creates the right mindset and behaviours
to deliver on authentic experiences.
Learning: sharing ideas for continued
improvement. It ensures organisations
continuously better themselves.
Focus growthDesign experience
Enable changeInspire mindset
Reward behaviour
Energise
Engage and sense
Connect the dotsIgnite growth
BENCHMARK ASSESSMENT REPORT
August, 2015
Important to Client
Client
Benchmark
100
50
0
100
50
0
40%
CLIENT’S NAME
ATTRIBUTES
Client
PERFORMANCEASSESSMENT REPORT
August, 2015
Understands that customer advocacy, effortless CX and
retention drive sustainable growth & profitability
Clearly defines a service promise and CX principles to
foster a sense of belonging and shared purpose
Aligns CX with brand promise, marketing & sales
strategies and company values
Reflects and articulates the DNA of the organisation in
simple customer and employee terms
Has a comprehensive CX strategy outlining vision,
mission, goals and roadmap
Co-creates CX design standards and processes with
customers, employees and service partners
Constantly communicates on the importance of CX, using
metaphors and visualisations
Has a Senior Leadership Executive appointed that
ensures CX-motivated decisions are always taken
Does not see CX as a function but as a competence
embraced across the organisation
Understands what is valued by customers and what is
valuable to the organisation
Constantly reassesses activities and resources based on
CX ROI and success metrics
Targets most profitable customers, based on
demographics / value / life-stage / future profitability
Knows what makes or breaks the brand promise at each
touch-point
Delivers consistent brand experience treatments across
all service channels
Knows which customer journey touch-points and which
customer personas to focus on
Supports data roll-up and unique customer ID at
enterprise level through platforms and technology
Gives front-lines access to tools providing customer-
centric insights (profiling, value, behaviours, etc.)
Enables highly personalised, multi-channel, social &
mobile approach through technology
Encourages employees to sense and understand
observed, anecdotal and transactional information
Uses self-audit, mystery shoppers and social media to
gather collated feedback and insights.
Sees measurement as part of the organisation's DNA and
continuously measures key touch-points (CES, CSaT, NPS, etc.)
Integrates multiple insights (needs, attitudes, advocacy,
market share, benchmarking) into a coherent picture
Involves employees across multiple touch-points in
product and service co-development
Actively promotes service design thinking to co-create and
test solutions in response to customer and employee issues
Challenges employees to embrace change, initiate
debate and continuously improve
Systematically ensures customers are represented at the
table through VOC insights (complaints, compliments, etc.)
Selects employees for attitude and culture-fit and trains
them with skills
Ensures leaders inspire, mentor and coach employees to
deliver the right CX-centric behaviours
Gets employees to connect CX values to both their
professional and personal developments
Leads by example and creates a show me, don’t tell me
culture across the entire organisation
Cares for employees and ensures leaders value and celebrate
employees positive CX-centric behaviours and competencies
Bases employee reward and recognition on customer
feedback, advocacy and organisational performance
Gets employees to take ownership of issues and to see
things through to resolution
Encourages cross-functional collaboration and makes it part of
the organisation's formal performance management system
Increases employees awareness and management of their
energy levels (physical, mental, emotional, spiritual)
Focus
growth
Designexperience
Enable
change
Insp
ire
min
dse
t
Rew
ard
behavi
ourEnerg
ise
Engage
and sense
Connect the dots
Ignite
growth
Defi
ne
vis
ion
Create
strategy
Align
organ
isatio
n
Never
0 13
6
Sometimes AlmostFully
Never
0 13
6
Sometimes AlmostFully
Fosters employee empathy and advocacy to get them to engage
customers in a more personal and value-driven manner
© TribeCX Ltd 2016
Where to start – What to do next ?
• Metrics
• Mapping • Benchmarking
• Ask for papers
• Bring your colleagues • CX Work Session
(c) TribeCX Ltd 2016
David Hicks [email protected] +1 347 227 5182
Dubai Office Suite 313, Building 10, Dubai Media City, Dubai, UAE
London Office Suite 1307, 601 Interna:onal House, 223 Regent Street, London, W1B 2QD UK
(c) TribeCX Ltd 2016 42