2020 volvo rfp_ea

TABLE OF CONTENTS
TABLE OF CONTENTS 2
EXECUTIVE SUMMARY 4
INNOVATION 6
ACCELERATE BUSINESS TRANSFORMATION 11
TIME TO VALUE 39
APPENDIX 49

EXECUTIVE SUMMARY
SUB HEAD
Text

Title
INNOVATION
PROOF OF CONCEPT AND DELIVERING AGAINST YOUR USE CASES.
To assess the platform’s capabilities as well as the soft and hard values of the partner, Volvo Cars wants the following fictive
assignment to be completed as a proof of concept. The attached subset of user cases and datasets give vendors the opportunity to
take on real-world scenarios through their methods and processes. The purpose is for Volvo Cars to assess:
• Ways of working
• Explore the partner’s approach to problem solving and management of projects relevant to Volvo
• Hands on with the service
• Get a deeper understanding of the tool’s capabilities by seeing it applied to actual feedback
• Data
• Quality of analysis
• Understand the level of quality of language analysis (sentiment, topic, intent, etc) through analysis of real-world data
• Working together
• Get a feeling of the team and individual roles by working together on real world-scenarios

Title
INNOVATION
1.1. Working with pain points
Job performer: Experience design
Job: Identify consumer pain points along the consumer journey and suggest areas to improve and quantify the impact of the improvement
Comment: Working with aggregated data analysis, driver analysis and impact score.
InMoment Solution: SCREENSHOTS OF POC
1.2 Identify individual consumers in need of support
Job performer: Retailer
Job: Identify consumers in need of support and help the retailer to resolve the consumer’s problems
Comment: Individual, hot alerts, sentiment, intent, automated support

Title
INNOVATION
1.3. Market customization and continuous learning
Job performer: National Sales Company / Customer Care Agent / Retailer
Job: Learn local variations of languages, industry terms & other forms of input to continuously improve the understanding of
consumer feedback
1.4 Early warnings
Job performer: Retailer / National Sales Company / Experience design
Job: Identify trending topics that impacts the consumer experience or other metrics (e.g. sales) to inform activities to improve
products, services or experiences
Comments: Impact score, trends, topics, combining data

Title
INNOVATION
1.5 Action planning, individual consumers
Job performer: Retailer, Experience design
Job: Manage and track activities to ensure that consumers in need of support are resolved.
1.6 Action planning, consumer journey activities
Job performer: Retailer, Experience design
Job: Manage and track activities that improves the consumer experience and informs continuous improvement.

ACCELERATE BUSINESS TRANSFORMATION

ACCELERATE BUSINESS TRANSFORMATION
WHAT IS GOVERNANCE AND WHY IS IT IMPORTANT?
The success of Global CX programmes depends on the quality of the decisions that are made not only during the design and implementation
phase, but also throughout the programme to ensure the right actions are identified, implemented and importantly followed-up upon.
“Governance is about making thoughtful deliberate decisions and building clear processes and communications
about how the VCC programme is designed and delivered. It encompasses everything we do.”
InMoment manages more automotive CX programmes than any other company in the world. Based on the number of countries and languages
we cover, the surveys we send out every year, the number of users on our Platform, the hierarchies we manage, and the management
expertise required in various international hubs around the world – handling a regional or global CX programme can be a daunting task. Volvo
need not worry. You’re in safe hands.
CX GOVERNANCE AND THE INMOMENT WAY
In our previous RFI submission, we provided a very brief overview of our governance process (pages 36 & 37). However the three areas
mentioned are only part of our much more comprehensive Global Governance Framework which we call the InMoment Way.
The InMoment Way brings together all our best practices accumulated over the last several decades. It establishes the framework which
allows us to make those thoughtful deliberate decisions through the creation of clear processes and communications about how CEM will be
designed and delivered.

What makes the InMoment Way so powerful is that its coverage extends well beyond the early implementation
practices of a Global CX Programme. It provides a playbook to ensure that nothing gets missed during all key
aspects of the design, rollout, and execution of CEM.

IMPACT STORY
InMoment was recently awarded the global CX programme for Allianz, having taken the
programme over from Medallia.
Allianz’s goal is to give 85 million customers worldwide the opportunity to provide feedback at
all touchpoints along the customer journey, which will then be analysed in real time and made
available to the various service departments so they can respond promptly and individually to the
experiences and expectations of their customers.
As a result, the experience is to be continuously increased and processes simplified for the customer.
The Allianz example is noteworthy because it is bigger than the biggest of automotive CX programmes
The InMoment Way was used to guide the transition plan for Allianz.
The following describes the most salient points of the various components of the InMoment Way.
BUSINESS CONSULTING
Business Consulting involves bringing the best and brightest minds to the design of CEM. Our CX experts come not just from automotive, but
more importantly, from outside the automotive industry so best practices identified in those industries can be applied in an automotive context.
InMoment will introduce Volvo to three experts that will help to excel the programme and provide industry leading consultancy to ensure you
deliver your desired outcomes at scale.

IN OUR RFI SUBMISSION (PAGE 16) WE DETAILED THREE KEY INDIVIDUALS WHO WILL PLAY AN
INSTRUMENTAL ROLE IN CONSULTING WITH VOLVO TO ENSURE THE NEW CEM MEETS YOUR
OBJECTIVES. TO BRIEFLY RECAP THEY WERE:
Dr. Jeremy Griffiths,
Director CX Consulting and Insights
Jeremy has worked with virtually all major
European brands - automotive and
non-automotive - during his 20+ years
in the customer experience and
research world.
Tim Englehart,
VP Mobility & Automotive
who leads InMoment’s Global Mobility &
Automotive practice. Tim brings deep
automotive experience and is determined
to help them think beyond traditional competitors
and realise the opportunities that digital
customer experience can offer.
Tim regularly contributes at conferences
alongside Google and industry CEO’s.

Simon Fraser, VP Customer
Experience Strategy who leads
InMoments’s EMEA retail experience
practice and co-authors InMoment’s
annual ‘CX Retail Trends Report’.
Simon’s role is to advise on how
non-automotive organisations are
shaping customer preferences and
expectations.
InMoment’s Business Consulting team led by Jeremy, Simon, and Tim will walk Volvo through solid Discovery sessions which are essential
elements in designing the new CEM. This lays a solid foundation for the implementation and ongoing execution of CEM. We will work with
you to review and validate all specifications and assumptions. This will serve several functions, but most importantly it will clarify the
business objectives for the programme and how and by whom the information will be used. As a result, this will set the groundwork for the
development of a successful project launch.

mmary
PROGRAMME DESIGN

PROGRAMME DESIGN
DESIGN WITH THE END IN MIND
At InMoment, we fundamentally believe that for a CX programme to be successful, it's imperative to design with the end in mind. This means
we will start by understanding the desired business outcomes that Volvo is trying to achieve. That might include maintaining market share
within a declining car market, increasing sales conversion levels from test drive to purchase, increasing customer retention when leasing
contracts expire or reducing the cost to serve your customer base.
It is only once we have identified your desired business outcomes and articulating a clear understanding of what you are aspiring to achieve,
that we can effectively design a programme that will enable us to measure your progress and reveal the key insights to help you achieve your
desired outcomes.
“
As far as what InMoment has that the other competitors don’t—now that we have experience with InMoment and our previous vendor I can say
that they are a very talented, practical, focused, tenacious, hungry team who take the time to really work with you to establish a program that
will meet your business objectives. Their goals are your goals; their team is your team. This is one of their biggest strengths.
”
McDonalds EMEA

PROGRAMME DESIGN
COMMUNICATIONS PLAN
Without the engagement of the business, any CX programme will be limited in its success. InMoment has an established approach
in enabling engagement via effective Market Activation planning & communications:

PROGRAMME DESIGN
COMMUNICATIONS BEST PRACTICES - PROGRAMME DELIVERY
Critical to any programme’s success regardless of whether the programme is launching or is an established BAU rhythm is Communication.
We recognise the need for transparency & keeping key stakeholders informed but also appreciate the delicate balance of detail vs information
overload! This is achieved by:
• Identifying Key Stakeholders: roles & responsibilities on the programme, specific needs, availability
• Agreeing “the rules” at the outset: what is negotiable vs non-negotiable in managing requests & governance of these for the programme
• Jointly agreeing the Communications Plan, the cadence of this being largely determined by the client’s own team. By way of an example
for one global client with multiple regions & markets at various stages of launch and BAU, this is the established plan:
Global Planning Session Global BAU Update Session Global Platform Clinics Stakeholder RAG Report
Cadence
Weekly Weekly Monthly Weekly
Audience
Global client team, IM Programme
Lead, IM Tech Lead, IM CSD
Global client team, IM
Programme Lead, IM Tech Lead,
IM CSD
Market leads globally, Global
PM, IM PM team
Key client stakeholders & IM
senior directors
Purpose
Prioritisation of development and
change, sprint planning, sizing
updates
Updates on BAU status, number
of helpdesk queries, processes
(sample, hierarchy dashboards,
reports)
Ongoing training and Q&A
sessions for users of the
platform to be updated on
new features, dashboards
and functions, Q&A
To provide senior stakeholders
with a snapshot report on
programme Scope, Schedule &
Quality across BAU and
development topics

LISTENING STRATEGY
Listening strategies can differ by client. Even though most programmes utilise email as the main medium,
InMoment is agnostic when it comes to how customers are contacted. In Volvo’s case, we anticipate most
requests for customer feedback will come through the owner’s app (WHAT IS IT’S PROPER NAME? THEY
HAVE SEVERAL)
Even though this is the case, in the short term, we must plan to contact customers via other means since at
present customers only provide feedback via OEM apps between one to three percent of the time (and
sometimes less).
Output
Timelines updated, sprint plan
updated, tickets created/updated
BAU progress log, status doc of
BAU queries, high priority items
get escalated to Global/IM leads
and fed into planning meeting if
necessary
Video recordings available for
client sharepoint sites,
updates to client platform
user manuals
Word document emailed
Benefits
Opportunity for both client and IM
teams to review new requests,
respond to change of priorities,
schedule and set work into sprints
Solely focused session on BAU,
rather than side-tracking to
discuss new items/change
Clinic style sessions for
market users to get a show
and tell/Q&A time with IM
Ensures all key stakeholders
are up to speed on current RAG
status.

PROGRAMME DESIGN
In developing our Listening Strategy we would anticipate investing considerable time with Volvo’s app development team to ensure we provide
all of the information they need to successfully incorporate the InMoment solution into Volvo’s app, and similarly, that the development team
provides inMoment all that is required to ensure sample and survey integrity.
Worthy of consideration is the incorporation of image upload and video capture capabilities into the Listening Strategy. This is especially
important in vehicle quality tracking and problem resolution. Customers can show us an issue they are experiencing with their Volvo, or record
a noise that is emanating from the engine. This information can then be disseminated to the proper area within Volvo for resolution. Since
Volvo wants to extend the reach of the CEM programme to be more holistic across the organisation, this would certainly help further this
objective.
Survey Optimisation
The current surveys will be reviewed in detail. We will collaboratively work together to understand when and how to engage customers to
provide feedback. We will make survey recommendations on content, scale usage, survey length, and question positioning to ensure the
surveys meet your objectives and yield actionable results. We currently employ a managed services model for our clients for surveys and
other services.
Hierarchies
Automotive hierarchies are inherently dirty. The effective management of hierarchies is an essential element of our governance framework
and the complexity is magnified because of the number of countries involved. Effective hierarchy management means that the right data get to
the right people. This is especially important at the Retailer level since high turnover of salespeople and service advisors can often be an
issue. InMoment’s expertise in dealing with hierarchies minimizes the risk of data issues.
User & Role Definition
We will collectively define the roles, goals, and contexts of people who will be using the tools we provide to support the programme. Who are
they? What information would they find valuable? How often do roles change? How will they access information? What can we provide to
make it easy for individuals to act on the information collected? We will help you determine how results will be calculated and displayed.
We will discuss any additional analyses that can be leveraged to make the most out of the information that is collected.

DATA QUALITY
GDPR compliance - The fines for non-compliance to Volvo can be very substantial
and having a European-based partner who understands the nuances of the legislation
is essential. InMoment has our own internal Data Protection Officer in Europe, and
recently, we have added a full-time external consultancy for our European legal entities
for matters related to GDPR. We understand what must happen from a legal
perspective if a customer engages with Volvo as part of the programme. We know the
statutes and can ensure Volvo is onside with GDPR.
20252:2012 Compliant
Our programmes operate with the same quality management system that is based on
the ISO 20252:2012 Standard (Market, Opinion, and Social Research), and
international quality standard.
Data quality is the backbone of our operations.
You can take our results to the bank. In the case of one automotive manufacturer, the InMoment data are used to allocate over one billion
dollars in incentive spend across the network. The numbers need to be right.

BUILDING MOMENTUM
MARKET ENABLEMENT
In our experience building momentum in any Global CX Programme is
supercharged by a planned approach to market activation and enablement.
We want to get the Retailers engaged with the programme. We want to get
them excited!
One of the ways to achieve this objective is to show the Retailers what’s in it
for them. Most are independent business people and need to be shown the
benefit of CEM participation. We have done this successfully by providing
Retailers with a regular flow of actionable insights.
An example would be to show them the benefit of handling Hot Alerts quickly
and efficiently. It is not uncommon that the level of satisfaction for customers who had a problem and it was handled efficiently and effectively
is higher than those who didn’t have an issue. This seems counter intuitive, but our analysis has shown this repeatedly.
A barrier we sometimes find in increasing engagement is that Retailers may not know how to handle Hot Alerts. Who takes
ownership? What’s the root cause? What’s the process? Do we have one?
To address these questions, InMoment advocates an end to end model both at the frontline and above.
The model is a concept originally defined by Bain & Company who describe CX actions as integral to an organisational strategy.
InMoment works with Bain on several key industry initiatives. They cover two primary activities: the Inner and Outer Loop.
1. Inner Loop deals with individual customer issues ensuring consistent and effective resolution of issues, including Hot Alerts
2. Outer Loop covers the identification and resolution of recurring or systemic issues within the organisation
The Inner Loop concept would be particularly important for Hot Alert engagement. Cross-functional teams would be set up at the Retailer to
discuss why the Hot Alerts are occurring and what can be done about them. These sessions could be incorporated into the Monday morning
sales or aftersales meeting where the events of the week are discussed.

The Importance of Training
Effective training of both frontline staff, and those throughout the network and Head Office is an essential part of the CEM Programme. If users
don’t understand how the Programme works or how to use the reporting Platform, this will limit the Programme’s effectiveness.
InMoment has a dedicated training department led by Dr. Jeffrey Olsen. Jeff’s PhD is in Education Technology and he has worked in designing
and delivering training for the software industry for over a decade. We offer a variety of training options from which Volvo can choose.
Self-paced Learning
We provide extensive self-paced learning learning through the InMoment University. InMoment University is a one-stop online learning
resource to find the course, method and delivery option that best suits your needs. On-line training programs would be available to Volvo as
part of our offering. Over 36 classes are included in the programme including Survey Builder Training, Survey Management Training, Survey
Reports Training and Voice/Case Management Training. This is included as part of the core Volvo CEM deliverable.
Custom Training
Web-based instructor-led and hands on courses are available through InMoment University covering a broad range of topics including Survey
Builder, Survey Administration, Survey Reports, Voice/Case Management and
Pulse. Web-based training allows participants to work through practice exercises with an
instructor available for one-on-one assistance. These classes are available for a small
additional fee and can be arranged if Volvo would like to pursue this option.
Live Instructor Sessions in a Time of Covid
Typically these sessions are conducted face-to-face. However, because of the current
Covid situation, we recommend eliminating, as much as possible, face to face training for
both the Markets and Retailers and going completely online instead. This would include
live video conferencing for the appropriate audiences and training videos in English with
suitable sub-titles for a finite number of languages to limit translation and production
costs.

CX ACADEMY
In times of highly competitive and transparent markets, the customer experience has become the strategic competitive advantage. There is
hardly any company that does not focus on the demands and expectations of its customers and wants to optimize the experience along the
customer journey. At the same time, more and more companies create dedicated in-house CX teams. This has its challenges.
To further this thinking and engagement throughout client organisations, we are pleased to announce that in 2020, we will continue to roll out
the InMoment CX Academy. The programme was launched in 2019 in Germany and because of its success, clients have requested that we
make it available in other markets which we will do starting with the UK in September 2020.
What Volvo can expect from the CX Academy? The CX Academy is aimed at all those who have a central responsibility for a company‘s CX
programme. Our modular structure means that both beginners and experienced participants receive a great value for their investment. The
focus is not so much on theory as on the practical tools that CX managers need in everyday life. A high proportion of interactive training and
case studies ensure that new knowledge is applied immediately.
Volvo Participants Will Gain the Following Core Competencies
• How do I anchor a CX Programme within a company?
• What drives customer satisfaction?
• How can I make my daily CX routine as efficient as possible?
• How do I keep the topic of CX permanently present?
• How do I set up a comprehensive feedback system?
• Which mega trends are changing customer expectations?
• What value does my CX Programme bring to the company?
After successful completion of all four training units participants will receive their CX Master certificate. You can also choose to complete
individual training units as stand-alone modules – for which you will receive a certificate of attendance for the respective module.
For information about the CX Academy can be found on the following link:
https://www.mycxacademy.com/wp-content/uploads/2020/07/2020_InMoment_CXAcademy_UK.pdf
The cost for the CX Academy is £1,800 per person. However, InMoment would be prepared to offer Volvo three (5) spots in the Academy as part of the CEM Programme free
of charge, representing a value of £9,000.

MOVING FORWARD
GOVERNANCE COUNCIL
The most successful CX Programmes build and maintain a strong centralised CX Governance Council. The precise purpose of the Governance
Council can very for organisation to organisation but in our experience the following are common core accountabilities:
• Develop Governance Framework model
• Oversee programme design and best practice
• Manage platform administration and delivery
• Coordinate program launch timelines
• Unify documentation processes
• Develop a robust communication plan to share insights
• Patrol and establish Change Management Process
• Facilitate review cadence of CX program output, action and results
Client 1 Client 2
Cadence Monthly 2 hour face-to-face meeting Quarterly 3 hour face-to-face meeting (1 hour on VoC).
Primary
Purpose
Oversight of all customer-related activity and
customer advocacy
Own the CX Program, patrol and establish Change Management
Process
Key
Members
Senior management team, Director of Market
Management and Head of Insight & CX
Heads of key functions: Channel Owners, Product owners, Market
Management, HR, Legal, Organisation Management, IT
Agenda
Performance of CX KPIs, insights from VOC,
actions on the back of those
Results. Actions. Brainstorm.

Tasks Review, prioritisation, escalation and advocacy Review CX results, identify and assign actions, devise solutions.
Develop communication plan to share insights
Supported by Customer working party coordinating and driving
action. Market Champions
Customer Steering Groups instructed to grip key actions and come up
with cross functional solutions
We advise the Governance Council is formed as a cross functional team to ensure representation from across the business including:
• Executive Sponsorship with budget and strategic decision making responsibility
• Functional/Operational Leads with responsibility to drive actions
• Data Leads with responsibility for providing cross functional analytics and insight
The CEO and Leadership team provide Endorsement
from the top Guest appearances at CX Board
CX Board (Central Governance Council) acts as the
‘Hub’. Tactical working groups can be created
for multi functional solutions and report back to the
CX Board
CX Champions are embedded in markets and act as
influencers and role models
The Frontline provides feedback up to the CX Board
either directly or via CX Champions. CX outcomes
can be built into frontline measurement, backed up
by branded communications and reward &
recognition

The CX Governance Council is really about programme oversight, momentum and impact. – ensuring decisions are well considered,
documented, followed through and monitored for desired outcomes. Building a centralized team doesn’t mean this team does it all; it means
they ensure the framework and guidance and guardrails are in place so that champions, advocates, representatives across different lines of
business, regions, etc. can execute.
To be successful the CX Governance Council is supported by CX Champions in each market or region.
The purpose of the CX Champion is to engage and actively involve local influencers to turn them into advocates of your new programme. When
thinking about your champions our guidance is to look for the following qualities:
1. Are advocates of the metric and CX programme
2. Can drive action within their market
3. Are aligned with front line
4. Have credibility
5. Have a robust Internal network
6. Proactively celebrate and share successes
Based on our successful launch experiences, below are recommendation for the activities of the your Champion during the launch and
establishment of the Volvo programme
1. Appoint representatives to the CX Launch Working Group (runs for 3 months; 2 months pre and 1 month post go live)
2. Selectively invite front line influencers to tell their stories to the CX Board
3. Run a Customer Journey Mapping workshop, tap into the knowledge and energy of the front line (c.30 participants). Use the journey
map they help to create.
4. Publicly celebrate successes especially early wins to build momentum
5. Produce a video about the program, interview selected front line role models
Cross Industry Advisory Board
Volvo’s leadership would be invited to join InMoment’s Client Advisory Board. The CAB meets quarterly and consists of a variety of clients
across sectors. The group discusses, amongst other things, CX challenges facing the industry, CX trends, and how CX can be used as a
competitive differentiator in a Covid / post-Covid world.
An important element of CAB discussions is platform roadmap enhancements. This is critical because a SaaS strategy recognizes that client
requirements can be dynamic. When considering changes to the functionality of the core SaaS solution we encourage feedback from all our
clients on how the reporting platform can be improved. All client feedback is taken into consideration and prioritised.

If it’s deemed that the feedback would offer substantial benefit for all clients, it is placed on the product roadmap and incorporated into future
product releases since all clients would benefit.
CX Elevated & Automotive Forums
InMoment’s flagship annual event brings together all of our clients for the opportunity to share and learn best in class approaches. It also
includes InMoment’s User Group sessions to further develop our short and medium term development priorities.
We also run our ‘Future of Automotive Retail’ conference to share best practices and retail innovation amongst key clients. Volvo would be
invited to this exclusive gathering of 100 global automotive leaders.
In addition to these high profile events, we continuously contribute to the CX industry thought leadership through our own InMoment CX blog
and CX Network Global State of Customer Experience Report as well as various speaking engagements.
Executive Sponsor
On the Volvo side, based on our experience with similarly large and diverse businesses, we recommend a combination of an Executive
Sponsor to rally the organisation and remove roadblocks, a core CX programme team to organise key programme activities, and a network of
“CX Champions” distributed around the business to drive adoption and results in their functions and geographies. Volvo already appears to
have several of these requirements in place. In addition, we often recommend senior-level CX steering committees to approve and fund cross-
functional and multi-geo improvements.
On the InMOment side, the Volvo CEM Programme will be sponsored by Stephan Thun, CEO InMoment EMEA to ensure Volvo have direct
access into senior leadership.

IMPROVEMENT
CONTINUOS PROGRAMME EVOLUTION WORKSHOPS
Improvement doesn’t just happen in large organisations - it is built by design.
Our RFI response mentioned InMoment’s Client Business Reviews (CBR) process and its role in moving a CX programme forward. Typically a
CBR is run every 6 months and is used to carry out a high level appraisal of the effectiveness and future priorities of a Client’s programme. We
will carry out this for Volvo appraisal by asking you 10 simple questions. The 10 questions follow our Success Framework and are based on
best practices that we have seen to be fundamental to delivering measurable commercial benefit from a CX programme.
Title

Both Volvo and InMoment evaluate your programme against each best practice area, and based on this assessment, we determine what parts
of the programme are going well, where enhancements need to be made. He goal for the CBR is to agree the priority for areas of focus, and
the timeframe in which enhancements need to be made. This is a very consultative and iterative process which we have used very successfully
with a myriad of clients to move their CX programmes forward.
Continuous programme evolution involves the futureproofing of CEM, many ideas for which come out of the CBR. For example, delivering
surveys to customers through the screen in the vehicle is the way of the future. After an event the customer could verbally provide feedback
and the in-car system captures this feedback straight away. There are several aspects which need to be considered in its design and
execution.
Differences exist between OEM’s infotainment and telematic systems and depending on the OEM, each will have different functionality which
needs to be understood. Some OEMs have the potential of delivering the survey through their infotainment system; some can potentially
deliver it through their telematic system. The two main telematic systems are either tethered or non-tethered. Volvo would need to affix to each
record the unique IMEI number and/or MSISDN of the vehicle as part of the sample management process. Ultimately, when the customer
responds, they could do so via the touchscreen or voice. The vehicle would need to have the capability of capturing the touchscreen responses
or voice comment, ensuring its associated with the IMEI number and/or a MSISDN of the vehicle, and then Volvo would take this information
and send it to InMoment for reporting and analytic purposes.
Ideas likes these, and others, would typically be discussed as part of the Customer Business Review.
STRATEGIC ROADMAP
One of the problems with the current state of effecting positive CX change is that organisations are trying to solve problems that can’t be solved
by technology alone. The market requires a new strategy that involves the melding of leading edge technology and the strategic services of an
innovative partner. The goal is to empower and enable true, proactive Experience Improvement. This is the next transformational stage for
business, and InMoment is leading the charge.

Our product roadmap is shaped by these guiding principles. From the table below, from left to right, it’s all about:
1) Listening to
experience data, whether it be solicited, unsolicited or inferred - structured or unstructured
2) Understanding the moments that matter, and their impact it has on the business, its employees and the customer,
3) Optimising and effectively improving those moments to better business performance, and

4) Demonstrate seamless monetisation and return on investment.
While we will be incorporating the best technical innovations to InMoment to leapfrog our competition, we have access to a $4.5b investment
fund, so our net new feature roadmap is well underway.
Now, we operate an ‘agile’ roadmap, meaning we deliver what our clients need today whilst also building for what they’ll need in the future as
the industry evolves. With our ‘always-on’, global customer advisory boards, we are able to continuously test and validate our direction and
pivot where necessary.
Here’s just a sample of projects from our near-term roadmap:
XI Digital Transformation - Sticking to a rigid roadmap would mean we would not be able to release tailored solutions to quickly meet our
customers where they are. As COVID19 changes the pace of business, InMoment is responding faster than any other vendor to provide a
comprehensive, quick-start VoC solution to guide organisations through their accelerating digital roadmap.
XI Layered Text Analytics - To ensure our clients have access to the richest text analytics available in the market today InMoment is
introducing layered text analytics - allowing our clients to apply multiple category sets across a single survey. This innovative new approach
leverages natural language processing (NLP) and machine learning to generate the most accurate and robust text analytics available in the
market today.
XI Moments - Moments is a data socialisation and workflow automation application that visualizes feedback in stunning and engaging ways.
Common use cases include streaming customer feedback on an executive's mobile app, television screen in a company break room, curating
specific feedback onto a company website, or routing relevant feedback to specific stakeholders and /teams such as automotive manufacturing
facilities.
XI Coaching and Action Planning - With elaborate models built into XI, coaching and action plans can be based on both structured and
unstructured data sources. Our out-of-the-box prescriptive coaching models are fine-tuned by industry, and can be further refined for each
individual client’s needs.
InMoment’s Strategic Roadmap is well positioned to help achieve Volvo’s CX vision, both now, and well into the future.

DEEP INSIGHTS
The current Covid-19 situation has fundamentally changed the automotive industry. Practices and routines that would have been considered
foreign six months ago are now commonplace. To assist Volvo in adapting to this incredibly dynamic environment, InMoment analysed the
verbatim comments from key markets to provide valuable insight on what is being done well by Volvo Retailers, as well as possible areas for
improvement.
Going forward in the new CEM, to be most effective, we see the generation of insights as being a partnership. The clients of InMoment with
whom we have the closest and most successful relationships are those with which we work collaboratively. We interact closely with these
clients to get under the skin of their data and insight needs.
Our Consulting and Insights Practice led by Dr. Jeremy Griffiths will help Volvo get the most out of your data and complement the analysis and
exploration you do yourselves. This Practice of about 100 gifted individuals is trained in a variety of disciplines from behavioural science,
clinical psychology, advanced analytics, text analytics, econometrics, decision theory, sample design, machine learning and much more. They
are skilled in data management so all Volvo’s CX data, no matter where it comes from, is brought together for analysis.
We will compare Volvo’s results where possible against industry benchmark studies. In Europe this would be NCBS, IACS, Brand Health,
Early Buyer Studies, and sales and service data. In the very important North American market, we would compare Volvo’s CX results against
InMoment’s New Vehicle Customer Study, the largest automotive studies in North America.
InMoment’s Insights and Consulting Practice will triangulate the data, wherever it comes from, and make strategic recommendations that will
drive Volvo’s CX forward.
SUGGESTED SERVICE LEVEL AGREEMENTS (SLA) INCLUDING TARGET
SERVICE LEVELS FOR MEASUREMENT OF THE SERVICE(S)
6.1 System Uptime
An SLA which InMoment provide is our “Availability Commitment”, which guarantees a system uptime of at least 99.5% per annum. Please be
assured that our actual uptime levels are significantly higher, achieving 99.98% in both 2019 and 2018.
All other SLAs are subject to mutual negotiation and agreement during the contracting phase.

6.1 Server Response Time
6.1 Application ‘problem’ Resolution & Incident Tracking
InMoment shall log, track & provide support for the programme where problems are reported in accordance with the planned response targets
as detailed below. Areas include (but are not limited to): computer system, CAWI software and Databases. This excludes the enabling of any
catastrophe covered by the InMoment Disaster Recovery Plan.
Any issue experienced by will be catalogued
• All problems raised by Volvo Cars will be logged immediately.
• In the event that the problem cannot be solved immediately, a severity level will be assigned to the problem.
• InMoment programme manager seek resolution to the problem, and will agree an appropriate course of action/next steps with
internal service providers.
• InMoment programme manager will keep Volvo Cars fully informed of status on a timely basis until such time as the problem is
resolved.
• Log entries will be closed when the problem has been resolved and released as 'live'.
This process will include detail about the issues, date experienced, target resolution date, and person responsible. InMoment will log all issues
raised by VCC immediately and keep this log up to date. If the issue cannot be dealt with immediately, a severity level will be assigned to the
problem. The InMoment programme manager will seek a resolution and will agree a course of action/next steps with the internal service providers.
VCC will be kept fully informed until such time that the problem is resolved.
SUGGESTED KPIS INCLUDING TARGET LEVELS
(FOR THE IMPLEMENTATION AND FOR THE IMPLEMENTED SERVICE(S))
InMoment will work closely with Volvo in order to set KPIs during the discovery phase. However, we believe the following KPIs would be a good
starting point for mutual discussion;

7.1 Implementation KPIs
1. Hitting launch deadlines
2. Enable the field by designing and adhering to agreed upon training schedule
3. Regular and open communication with all relevant VCC stakeholders
4. Assist VCC with launching unified programme in markets which are currently using different questionnaire
5. Achieving QA targets agreed to with VCC
7.2 Implementation Service KPIs
1. Hitting rollout deadlines for additional surveys
2. Execution of programme at or below agreed budget amounts
3. Levels of Retailer engagement comparable to existing programme as measured by the number of Retailers accessing the reporting
platform
4. Regular cadence of Client Business Review meetings
5. Achieving QA targets agreed to with VCC
Setting target levels is difficult at this stage since the final design of the programme is yet to be done. We would also need to assess current
performance levels and determine if they are realistic going forward. For example, one of the Implementation Service KPIs could be, from above,
the levels of Retailer engagement comparable to existing programme as measured by the number of Retailers accessing the reporting platform.
Over the last two years (2018/2019) over 1,500,000 logins were registered for the existing reporting platform. For the new programme, are there
any factors changing in a material way that could affect the number of logins e.g., decreasing the number of users, decreasing the number of
markets, etc. All these factors would need to be considered in determining a target level KPI.

TIME TO VALUE
DETERMING ROI FOR THE NEW CEM PROGRAMME
In the key US market for the June 2019 to April 2020 time period, the Volvo sales experience increased by 1.8 points; the service experience
increased by 3.7 points for an average increase between these two KPIs of 2.75. Based on proprietary industry research conducted by
InMoment’s Dr. David Ensing, each CX point increase in the US market is worth $113,328 USD in revenue to the Volvo Retailer and $22.78
million USD in revenue to the Volvo brand.
In total Volvo Retailers garnered an incremental $311,652 USD on average in revenue. For the Volvo brand an incremental $62,645,000 USD
in revenue was achieved during this time period because of improving both the sales and service experiences.
InMoment cannot claim credit for generating this incremental revenue - no supplier could - but the existing CEM Programme currently executed
by InMoment certainly played its part. A key component of the programme is Action Planning. This was such an important component that
Peter Allansson presented the concept and its benefits at two industry conferences in 2019.
And the Markets have found great value in Action Planning and are using it extensively. In 2019, China led all Volvo markets with 4,177 Action
Plans being created; Swedish Retailers were second creating 2,874. For the top 20 markets, 13,717 Action Plans were created in 2019. Some
markets simply won’t live without it and the adoption of any future programme in most markets will be dependent on the availability of Action
Planning.
The new CEM Programme will incorporate exactly the same Action Planning methodology - because it works. Since we designed it with Volvo,
the InMoment solution understands the complexity of Action Planning and its functionality will be made available in the new programme to
Volvo Retailers which is important since it helps drive incremental revenue and profitability.
However, with Volvo’s assistance, we intend to go deeper. It is essential the new CEM Programme determine an ROI.

The guiding principle is that a better customer experience generates higher revenue and profitability. Some elements to be incorporated into
the ROI analysis include:
Vehicle margin
Customer loyalty metrics
Other Volvo vehicles in the household (to measure cross sell potential)
Accessory spend
Referrals / Positive WOM resulting in incremental sales
Revenue by RO (warranty / customer pay)
Product cadence (to understand effect of new model introduction and its role in driving future purchase)
UIO by PMA
Length of ownership
Incentive spend
Ideally all information would be provided for all markets, but realising this may not be feasible, it would be advantageous to at least provide it for
the top 5 to 10 markets. For a robust analysis, data would need to be provided at the model level. To simplify the analysis, trim level would
likely not be required.
The goal would be to quantify the incremental financial cost and the incremental financial benefit to determine the lifetime value of a
prototypical Volvo customer by the various levels of satisfaction. The analysis would take the present value of all relative inputs to arrive at
what that initiative is worth today using an appropriate cost of capital. The present value calculation may not matter as much if there is little
timing difference between spending on the “new way of doing things” versus what is currently being done. Present value tends to be more
important on high upfront capital expenditures and delayed inflows (e.g., design and build a manufacturing facility, work out the production
problems, and only then start to sell products).
InMoment will work with Volvo to ensure the proper inputs are incorporated into the ROI analysis to demonstrate the worth of the new CEM
Programme.

IMPLEMENTATION
THE NEXT STEP [demonstrate what we know]
What we need to provide the level of detail to provide an implementation plan as detailed as possible for you
Now that InMoment and Meritz CX are one company we know how to launch a Volvo program and what issues we come up against. Some of
these lessons are highlighted below.
• With a program as large as Volvos it would be easy for the scope to get out of control. This is why our colleagues at MeritzCX
developed a cookie cutter approach for enrolling different markets using staggered approach for launches. This method allows us to
refine and improve the process with each launch.
• We already know the markets and their stakeholders, and their pain points - for instance, we would be able to recommend on which
Markets might be best for piloting new features, conversely, who might find such changes more difficult and would need extra support
• A current challenge with the existing program is when launching a group of Markets all need to move to a live environment at the same
time, i.e. one dependent on the other so if one can’t launch, then none can. With the IX platform there is more flexibility to launch part of
markets or grant platform access to a subset of users.
• We’ve learnt that consistent communication and offering support to Market stakeholders is a vital component - transparency on launch
dates and their dependencies, user friendly templates and taking time to explain the steps involved in their launch and what happens
next. This will enable us to build a plan that everyone can follow. We will cover how we do this in the next section.
[how we would we go about design in this for you]
Before an implementation plan can be created there are a selection of topics that need to be discussed. These items aim to pull out key
information that will help build an implementation plan. Each element will require the involvement of all parties from both Volvo and InMoment
• Project kick off workshop
• Set program goals
• Team/Responsibilities
• Project Milestones
• Markets

• IT items
• Trigger files
• Hierarchy structure
• Data access
• SOPs
• Incident management
• Governance/Ways of Working
• Incentive
• Scoring methodology
• Branding
• Survey design
• Training approach
• Communication plan
To help understand why these items are required we will highlight some to give more details
Project Kick Off Workshop
At the start of the project we aim to gather all key stakeholders together. The aim of this meeting is to primarily meet everyone and set our roles
and responsibilities. We will also use this meeting to set program goals and to identify how we will measure the success of the implementation
and program as a whole.
Markets
Due to the global nature of the Volvo program we will need to identify which markets we want to roll out in each phase. Each phase will cover
an 8 week period and so we need to decide which markets we can deliver within that time. Each phase includes survey design, survey build,
reporting build, testing, training, roll out.
IT Items
During the implementation there will be a selection of tasks that will need the attention of Volvo IT/Systems team. Items such as whitelisting IP
address, connecting to SFTP and arranging data transfers. Our experience tells us that these items needs to be address as early on in the
implementation as securing resource within these teams can be troublesome at times.
Hierarchy Structure
The InMoment platform is hierarchy based and so we need to understand what this looks like for Volvo. We have the ability to convert any
(with some caveats) file structure into something we can process. Without this structure we cannot setup report or control data access.

Training Approach
With any new technology implementation there will be a set of tools that your teams will need to learn to use. InMoment will conduct training
with these teams and we have different ways of doing this
1. Train the trainer – This requires market champions to be trained and for them to distil the knowledge to that market
2. Small group training – InMoment can host face-to-face training
(COVID permitting) with small groups at a time
InMoment can also provide FAQ and user guides that can be hosted on the
InMoment platform to aid ongoing support.
[Here is what it might look like]
Once we have all the elements in place we would look to use the SmartSheet
platform to create the Implementation plan. Typically is will look something
like this (for illustration purposes only)
Implementation in three phases
Implementation can be a complicated process—especially for large, complex
brands. InMoment offers a tested, streamlined process based on years of
hands-on experience. A team dedicated to your program will be available to
guide you through every step of the implementation process. InMoment has
identified three phases that every brand experiences during a VoC
implementation and has customized those best practices to your business.
Our team will walk you through each step, ensuring your transition to
InMoment is as smooth as possible.

Planning;
Our goal is to help you exponentially improve on the status quo and achieve the art of the possible when it comes to your VoC program. We’re
here to confirm that the program matches the corporate goals/KPIs. We’ll review the products and program inclusions to ensure implementation
efficiency and correctness and confirm pricing bases on final review of scope. After contract approval, the InMoment CX Strategy team, whose
members are well-practiced in the art of designing a unique and effective VoC programs, will begin assigning roles.
They combine industry research with an in-depth knowledge of your brand (gained from one-on-one work with your team) to ensure your new
program is a perfect fit for you and your customers. At the end of the Planning stage we’ll begin laying out the correct time table based on
program requirement and team readiness.
A key part of the planning phase
is agreeing and set
Implementation objectives.
This includes;
• Programme name / brand
• Success Criteria - How
are we defining success
together?
• Goals - What are we
trying to accomplish?
• Deadlines - When do we
need to go live?

Design / Build
Today’s VoC programs are not single pieces
of software living in a vacuum. They must be
able to integrate with other systems and data
sources.
Our goal with any implementation is to
simplify and streamline the process, while at
the same time ensuring we set you up for
long-term success.InMoment is an expert in
implementing complex VoC programs. We
will work with your internal teams to map
hierarchies, enrich your CX feedback with
other contextual data, and create a single
sign-on environment by integrating with
proprietary systems. Combined with a
dedicated team of experts who are intimately
familiar with your program, InMoment will
complete the implementation process within
our standard 6–8 week timeline.

Week 1
During Week 1, we’ll create a draft of your surveys that include any required skip logic.We’ll also provide an organizational hierarchies template
to begin both the hierarchy mapping process and the data integration discovery process. We’ll discuss how to append data to surveys (e.g.
store visited, transaction dates, etc.), integrate email data feeds, and bring in social media reviews. This is also the time we’ll discuss PGP
encryption testing if required and data extraction for use in internal BI tools. If you have an existing customer data or “trigger” file you’ve
provided to a previous vendor, we can often use that file to simplify the process. The InMoment team will also work with you on a brand-ing
plan to ensure surveys and reporting look and feel like your business, ensuring we deliver on your high brand standards. Finally, we’ll schedule
weekly recurring meetings that will run until the go-live date, allowing us to stay connected throughout the entire process.
Week 2
Next, we’ll work with you to gather your standard operating procedures (SOPs) to power the case management, closed loop, and coaching
aspects of the program. We’ll also schedule time to show you how to fill out the hierarchy template. We simplify the process by providing a
template and examples, so you just need to plug in your team members. By the end of Week 2, we’ll work together to approve the final English
survey so we can begin any necessary translations.
Week 3
With finalized surveys, the InMoment team will begin building the listening portion of your program. This build phase includes providing
feedback mechanisms that use mobile-first technology, so you can be flexible with data collection as program needs evolve. This phase will
also finalize integration and role-based reporting requirements in preparation for builds in Week 4. Week 3 is also when we finalize the data
integration process—whether this is through the sFTP process or through proprietary systems. We’ll identify the correct delivery format, agree
on a delivery timeframe, and solidify how the process will work
Week 4
In Week 4, we will finalize requirements for SOPs and begin building role-based reports and dashboards. During Week 4, we’ll also be
importing historical CX data and building the contact management capabilities required to allow store managers to contact customers who have
had issues.
Week 5
We understand that your employees are granted access only to data that is relevant to their role, from the admin to contact center managers, to
specialists and more. We will work with your team to ensure we are displaying the right survey response data and that it is being incorporated

into all dashboards. This will give your team a high-level program view as well as the specific information needed to affect change on an
individual customer level
Week 6
During Week 6, InMoment will finish the QA process, ensuring all the pieces of your program—from surveys, to integration, hierar-chies,
reporting, and dashboards—are functioning correctly. InMoment will also provide an overview of your program, allowing your employees to
understand, access, and use the system until the Train the Trainer program is completed by the Client Success team. This communication will
provide an email your CX team can send to team members containing important program user details such as logins and passwords, how to
run reports, and more.
Week 7
Start to go live
Week 8 and Beyond
As we enter the Train the Trainer phase, we’ll ensure that all your employees have the tools and knowl-edge they need to access customer
comments and scores via applicable reports and dashboards. As your program begins collecting data, we rec-ommend running response rate
and score variance tests. Many factors can affect scores and response rates, including methodologies, survey design, mobile availability,
languages, and others. In the past, we’ve seen a variety of differences between different vendors’ systems. For example, in other systems, a
score of 60.47 would be rounded to 60.5 and from there to the nearest whole number: 61. InMoment, however, would more accurately round to
60. These may seem like small differences, but they can actually have a huge impact on your program. We work with you to understand these
differences, and others like them, so you feel comfortable promoting your program to employees, teams, and management.
Phase 3; Support;
As a brand, you are always evolving, so you need a VoC vendor who can adjust your program to keep pace with your growing business. We
want to ensure that when you need to make a change to your program—whether that’s in surveying, analytics, dashboarding, or reporting—you
can do so in a timeframe that makes sense. We have designed our technology so it doesn’t require custom development to make a change to
your survey or reporting. Your immediate team can make these changes virtually on the fly, saving you weeks to months of time
TITLE

REFERENCES AND CASE STUDIES
HSBC

TESCO

EXPERTISE & CAPABILITIES
Automotive Experience And Expertise
By bringing InMoment and MaritzCX together, we have formed a
true Automotive powerhouse, which can offer VCC deep automotive
expertise and experience. Audi, BMW, FCA, Ford, General Motors,
Honda, Hyundai, Infiniti, Maserati, Mazda, MINI, Nissan, Subaru,
and Volkswagen – amongst others - all trust InMoment for their CX
Programmes.
InMoment have been designing and delivering Customer Experience
programmes for over 45 years and our experience and expertise is
unparalleled in the automotive industry. No other firm runs as many
large scale, complex, multichannel and global CX programmes as
we do.
On an annual basis we survey more than 60,000,000 automotive customers globally including 1 out of every 4 new car buyers in Europe and
Asia. We run 5 out of the 10 largest CX programmes in North America (14 in total). Our programmes and reporting tools are delivered in over
70 languages and we have over 200,000 users of our technology solutions in the automotive sector alone.
In addition, our considerable experience away from automotive is a benefit to VCC through developing and sharing best practices from other
sectors, such as Retail, Hospitality, Financial Services and Travel, something we believe is important to the development of the
VCC programme. By way of example, InMoment partner with many of the worlds leading brands;

Expertise in Global Programme Management
A true strength and benefit to InMoment is our experience and
expertise in designing, deploying and managing enterprise level,
global, customer feedback management programmes. Our
approach to governing and managing global programmes is
outlined within the governance section of this proposal. We
highlight below some of our largest global programmes;
Integrated Market Research
The world of CX providers can look cluttered with seemingly little to
differentiate one company from another. Within this world, however,
InMoment stands out. Here’s why and how VCC will benefit.
Primary market research allows us to better understand consumer
behaviour and motivation on a market
by market and model by model basis. This insight can then be
directly applied so that VCC can deliver a better CX. For example,
research could indicate how top purchase motivators change
between Sweden and the US,
both key markets for VCC. This
has obvious implications for
brand marketing
communications but it also has a very tangible impact on the CX delivered on the showroom floor.
Research could indicate that environmental and sustainability concerns are more prevalent in Sweden,
whereas power and performance are greater purchase motivators in the US. This will have a practical
implication for CX since these messages can be specifically emphasised in the walkaround presentation
the salesperson provides to potential customers, or the test drive they offer, the selected route, and the
product attributes emphasised. This insight can then be further refined by age and model for a further
targeting of the CX message. This is why primary research is an important differentiator for InMoment since
it allows us to more fully understand and act upon what drives ‘top of funnel’ engagement, higher sales
interest and conversion, and higher consumer retention - all key objectives identified in this RFI response.
InMoment is based on providing insights to clients firmly rooted in primary research. This
can include qualitative research such as focus groups (in-person and online), one-on-one
interviews, shopper intercepts (especially at autoshows), and observational research.

This form of research tends to be exploratory in nature and is used to gain an understanding of consumers underlying reasons, opinions, and
motivations. It provides insights into the problem or helps to develop ideas or hypotheses for potential quantitative research.
The team's heritage also includes quantitative research which is used to quantify a problem by way of generating numerical data or data that
can be transformed into usable statistics. It is used to quantify attitudes, opinions, behaviours, and other defined variables – and
generalise results from a larger sample population. Data collection methods include various forms of surveys – online surveys, paper surveys,
mobile surveys and kiosk surveys, telephone interviews, longitudinal studies, website interceptors, and online polls.
By using primary research we will be able to assist Volvo Cars in understanding the CX being delivered, its strengths and weaknesses, areas of
opportunity, expectations and preferences, and the adoption of new mobility options (Care By Volvo) so CX messages,
processes, and infrastructure can be developed and honed to satisfy the wants and needs of present and future customers.
INDUSTRY RECOGNITION
InMoment have been recognised as strategic leaders in Customer Experience,
in the recent CFM and EFM Forrester Wave Reports.
InMoment received the highest possible score for the following criteria:
● Image/video feedback collection and mining
● Customer success and support
● Cost
● Product vision and strategy
● Global strategy
● Services strategy
● Pricing strategy/commercial model
● Professionalism
“InMoment is a good fit for buyers looking for an innovative and strong partner that
focuses on both technology and services.”

“[InMoment] is also not afraid to nudge customers to innovate, helping them tap into othersources of feedback to achieve a new level of
customer understanding.”
We are especially proud about the number of industry awards that our clients receive for
the effectiveness of the CX programmes we support them with.

PROUD MEMBER OF THE VALUE500
The Valuable 500 is a business to business initiative catalysing the influence of large private sector corporations doing business in national
and international markets. By joining The Valuable 500, we agree to:
We are proud to be a part of The Valuable 500 network and their objective to make a tangible change. The world of Experience Management is
diverse. Listening to and understanding customers and employees is at the heart of our business. Ensuring that these channels are available
and open to all has become a high priority on our agenda. At InMoment, we believe that it is our role to not only address inclusion and diversity
internally but also to raise awareness with our clients on the importance of building inclusive customer journeys.

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