How to Apply Process Innovation to the Customer Experience

Measurable Breakthrough ResultsAll Rights Reserved, Juran Global
Dr. Joseph A. DeFeo, CEO Juran
Global
Juran…By Design Series
How to Apply Process Innovation to
the Customer Experience

82% of consumers will buy more from
companies that make it easier to do
business with them (Avaya and BT research,
2013).
70% are willing to spend more money with a
company that provides good customer
service (up from 58 percent in 2010) (Echo
Research, 2012).
15% said they would spend 20
percent more with companies with good
service (up from 5 percent in 2010) (Echo
Research, 2012).
26% are not getting what they need the first
time they contact a company’s customer
service center (callcentres.net, 2011).
36% will consider defecting after only two or
three attempts to resolve their query
(callcentres.net, 2011).
27% indicated that they were likely to or had
already moved their business as a result of
their interaction with a customer service
center (callcentres.net, 2011).
44% regard customer loyalty as a relic of the
past (Avaya and BT research, 2013).
In contrast, if an
organization
doesn’t understand
its customers—or
delivers an
unsatisfactory
experience—why
would customers
buy more?
Customer is Always Right

Why Customer Experience?
A huge shift in customer service and sales has
been underway, brought about by changing
demographics, new technologies, and new forms of
communication and interaction - as well as
increasing economic and competitive pressure
- Stuart Dorman
Customer Experience Management (CEM) crosses the
boundary from contact center to enterprise-wide customer
care and provides a new way for companies and
organizations to differentiate and grow.

Customer Experience Management
CEM is the discipline of managing and treating customer
relationships as assets, with the goal of transforming satisfied
customers into loyal brand advocates.
CEM must balance customers’ needs with the organization’s
needs for growth and revenue, efficiency, and obtaining the highest
customer lifetime value (CLV) possible.
For the customer:
CEM delivers satisfying experiences
so that they feel valued. Loyalty for
life and positive word of mouth
become likely.
For the business:
CEM improves CLV and drives higher
revenue and improved margins
throughout the customer journey.

SF 1: Anticipate Customer Needs
Price? Value?or

 Proactively anticipate customer needs:
 Understand every touch point, every moment of truth when a customer
interacts with the organization and forms an impression—negative or
positive.
 It is essential to understand those moments, anticipate them, and take
pre-emptive measures to ensure a positive experience.
 Positive interactions drive customer satisfaction, loyalty, and lifetime
value.
 It’s cheaper and easier to retain a customer than it is to acquire a
new one which will deliver a higher ROI on those initial acquisition
costs and increase the lifetime value of the customer.
Price? Value?or

 Have you ever tried to do business with your company?
 An e-commerce site may have streamlined order fulfillment and
payment processes—but how does it work for customers? Is it easy to
find products and place an order, or is it confusing, slow, and
frustrating?
 What is it like to shop in one of the company’s retail stores?
 While an internal decision to provide larger shopping carts may have
increased sales, are the carts too big to comfortably navigate through
the store’s displays?
 What’s it like to try to call to place an order or get help?
SF 2: Understand Customer
Perspective

 CEM relies on an enterprise-wide commitment.
 Obviously, customer service representatives should have
a CEM mindset, but so should developers, engineers,
and accounts receivable reps.
 Every employee becomes an agent to the customer.
 Must become part of your company-wide improvement
program and then made part of the culture.
SF 3: Establish Customer Mindset

Identify every possible interaction or touch point a customer
will experience when dealing with them.
SF 4: Follow the Customer
Need?
Ask
Store
Google
Select
Interact
Complain
Purchase
Interact
Purchase

1. Use your current LSS, Op Ex, BPM Program to make it
happen.
2. Set Customer Experience goals.
3. Select Projects that will lead you to improving customer
experience.
4. Instead of Value Stream Mapping Tasks that internal people do
– follow the customer through your sales chain.
5. Use the VSM to identify negative interactions.
6. Design out negative interactions with positive process changes.
SF 5: Use Op Ex to Make It Happen
No Need to Add a New Program

Understand Customers Needs

 Professional services firm found by
the late Joseph M. Juran.
 Consulting with organizations on
performance improvement for 35
years.
 Research best practices.
 Work with great organizations.
Why Juran Global?

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How to Apply Process Innovation to the Customer Experience

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How to Apply Process Innovation to the Customer Experience