1. Customer Experience Study Tour

2. Seven Key Strategic questions to improve your Customer Experience

3. 3 Beyond Philosophy © All rights reserved. 2001-2009

4. Key Strategic questions… What is the Customer Experience you are trying to deliver? What are the emotions you are trying to evoke? What is your subconscious experience telling Customers? Is your Customer Experience deliberate? What do your Customers really want? What provides you with the most value? How Customer centric is your organisation? 4 Beyond Philosophy © All rights reserved. 2001-2009

5. Key Strategic questions… What is the Customer Experience you are trying to deliver? 5 Beyond Philosophy © All rights reserved. 2001-2009

6. 6 Beyond Philosophy © All rights reserved. 2001-2009

7. Key Strategic questions… What is the Customer Experience you are trying to deliver? What are the emotions you are trying to evoke? 7 Beyond Philosophy © All rights reserved. 2001-2009

8. 8 Over 50% of a Customer Experience Is about emotions Beyond Philosophy © All rights reserved. 2001-2009

9. Independent academic endorsement…. 9 Beyond Philosophy © All rights reserved. 2001-2009

10. IBM Emotional Signature® 10 Beyond Philosophy © All rights reserved. 2001-2009

11. We see here how the emotional engagement gets progressively worse as the customer goes through to the end of the experience 3 2 1 Servicing my Account Getting a Card Using my Card 4 5 6 11 Ending my Relationship Extending my Relationship Having Financial Difficulty www.beyondphilosophy.com Beyond Philosophy © All rights reserved. 2001-2010

12. Key Strategic questions… What is the Customer Experience you are trying to deliver? What are the emotions you are trying to evoke? What is your subconscious experience telling Customers? 12 Beyond Philosophy © All rights reserved. 2001-2009

13. 13 Beyond Philosophy © All rights reserved. 2001-2009

14. Key Strategic questions… What is the Customer Experience you are trying to deliver? What are the emotions you are trying to evoke? What is your subconscious experience telling Customers? Is your Customer Experience deliberate? 14 Beyond Philosophy © All rights reserved. 2001-2009

15. 15 Beyond Philosophy © All rights reserved. 2001-2009

16. 16 Beyond Philosophy © All rights reserved. 2001-2009

17. 17 Beyond Philosophy © All rights reserved. 2001-2009

18. Darren CornishVP Customer Experience, Aviva 18 Beyond Philosophy © All rights reserved. 2001-2009

19. Key Strategic questions… What is the Customer Experience you are trying to deliver? What are the emotions you are trying to evoke? What is your subconscious experience telling Customers? Is your Customer Experience deliberate? What do your Customers really want? 19 Beyond Philosophy © All rights reserved. 2001-2009

20. 20 Beyond Philosophy © All rights reserved. 2001-2009

21. Key Strategic questions… What is the Customer Experience you are trying to deliver? What are the emotions you are trying to evoke? What is your subconscious experience telling Customers? Is your Customer Experience deliberate? What do your Customers really want? What provides you with the most value? 21 Beyond Philosophy © All rights reserved. 2001-2009

22. Are you targeting your resources in the right place? 22 Web based billing

23. 23 This is a science…Structural Equation Model Beyond Philosophy © Allrightsreserved. 2001-2010

24. Key Strategic questions… What is the Customer Experience you are trying to deliver? What are the emotions you are trying to evoke? What is your subconscious experience telling Customers? Is your Customer Experience deliberate? What do your Customers really want? What provides you with the most value? How Customer centric is your organisation? 24 Beyond Philosophy © All rights reserved. 2001-2009

25. 25 Beyond Philosophy © All rights reserved. 2001-2009

26. 26 © Beyond Philosophy. 2001-2010 All rights reserved

28. Reactive to customer demands

29. Do not measure customer satisfaction

30. Deliver a very physically based Customer Experience

31. Employees are treated poorly and not given any authority to recompense customers

32. Product siloed organization

33. Customers asked to call on separate numbers for different parts of the organization

34. Efficiency and productivity are the most important KPI’s – Not customer KPI’s

35. People reward on sales productivity and efficiency

37. Functionally organized and have recognized need for Customer Service

38. Contact with customer via 800, looked at coordination, extensive call menus are used to screen calls

39. Take into account Customer Physical expectations

40. Senior Managers spend limited amount of time with customers

41. No complete view of customer on systems

42. No defined Customer Experience

43. Recruit people with right attitude, rather than just skills

44. Training takes place on how to deal with difficult customers

46. They focus on stimulating planned emotions and build these into the design of their Customer Experience

47. They have recognized customers have emotional expectations and plan how to meet and exceed these

48. Have started to align the employee experience and their Customer Experience

49. Employ people with emotional capabilities

50. Look at the end to end Customer Experience

51. Have appointed a Customer Experience Director/Vice-President and established a Customer Experience council

52. Customer involved in design of processes

53. Integrated systems, “complete view of customer” achieved

55. The customer is in their DNA

56. They have a deliberate Customer Experience and a clearly defined Customer Experience statement

57. Systems are built to improve the Customer Experience

58. The culture is designed, and aligned to the Customer Experience

59. They focus on depth of emotion

60. They consciously use sense to provide a captivating experience

61. They have an integrated approach to the customer

62. They have an Customers journeys mapped from a physical, emotional and sensory perspective

64. What should/could I do?