How to Build Your CX Vision
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Learn from Qualtrics professionals how to build and execute a customer experience program. Part one of a four-part series, this session lays the foundation of how to build a CX vision by following 7 key factors for success.
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How to Build Your CX Vision
- 1. Build Your CX Vision for a World- Class CX Program Bruce Paul Principal Consultant, Customer Experience Qualtrics
- 2. 2 The recording and slides for today’s presentation will be made available on cxweek.com along with other content and webinars from throughout the week Please use the chat window to submit questions throughout the webinar – we will have time designated at the end for Q&A Join the conversation on Twitter by tweeting @Qualtrics using #cxweek Housekeeping ©2015QUALTRICSLLC.
- 3. 3 Executing a Customer Experience Program Day 1: How to Build a CX Vision Bruce Paul Principal Consultant, Customer Experience o Building a Plan o Creating Alignment o Selecting a Platform o Planning Key Milestones Day 2: How to Execute Your Vision Jamie Morningstar Product Management Leader o Omni-Channel Measurement o Identifying Key Drivers o Analysis & Reporting o Testing & Iterating Day 3: How to Change Your Culture Benjamin Granger, Ph.D. Principal Consultant, Employee Insights o Understanding Different Cultures o Promoting an Ideal Culture: Organizations o Promoting an Ideal Culture: Managers o Promoting an Ideal Culture: Employees Day 4: How to Achieve & Communicate Results Kyle Groff, Ph.D. Principal Consultant, Customer Experience o Tracking Customer Outcomes o Demonstrating ROI o Driving Executive & Business Communication o Defining a Path Forward ©2015QUALTRICSLLC.
- 4. Bruce Paul Principal Consultant – Customer Experience Bruce is a principal subject matter expert at Qualtrics focused on helping companies design, build, and deliver world-class customer experience and research programs. Bruce formerly worked as a Principal at Greenwich Associates, where he ran the US Customer Experience practice. Other roles include Senior Vice President at Synovate, and Vice President at The Nielsen Company, where he worked in senior leadership positions for nearly 10 years. Bruce is a three-time recipient of the Nielsen Platinum Award and is a Fulbright Fellowship recipient. ©2015QUALTRICSLLC.
- 5. Analyze Identify opportunities, understand trends, and deliver data to the right people ROLE-BASED DASHBOARDS & ANALYTICSDATA COLLECTION OPERATIONAL INTEGRATION CHANNELS Collect Understand customer relationships and key touch points, and capture unsolicited feedback Act Drive strategic and tactical action to improve customer and business outcomes Others SMS Feedback Key Accounts IVR Surveys Employees Email Surveys Website Experience Mobile & In-app Feedback Locations Website Feedback Contact Centers Social Feedback Mobile / App Experience Text analytics, Key drivers, Weighting Digests Customer data, Operational data Case management Scorecards Data-based alerts Automated actions Executive Manager Front-line ©2015QUALTRICSLLC.
- 6. 6 Building a CX Vision MACRO OPPORTUNITIES Identifying reoccurring, systemic opportunities to improve customer patterns & drive loyalty EX TERNAL IMPERATIVES Learning what customers think and prefer based on solicited and unsolicited feedback MICRO OPPORTUNITIES Solving customer-specific issues to drive individual satisfaction & loyalty INTERNAL IMPERATIVES Creating the internal mechanisms to appreciate, respond to, and improve customer outcomes ©2015QUALTRICSLLC.
- 7. 7 Key Factor for Success #1: Strong Leadership STRATEGIES TO OBTAIN BUY-IN 1. Create an ROI Outline 2. Conduct a customer case study 3. Conduct a trial VOC program o Collection: Demonstrate data quality and cost per response o Analysis & Reporting: Demonstrate ease of reporting and insight value o Action: Identify low-hanging opportunities and close the loop o Impact: Demonstrate impact in areas that can prove value EX ECUTIVES Must consistently demonstrate customer centricity by words, deeds, and priorities CX LEADERSHIP Must effectively communicate leadership vision, priorities, and business impact MANANGERS Must model front-line behavior and demonstrate correct priorities FRONT-LINE Must demonstrate customer centricity by words, deeds, and priorities ©2015QUALTRICSLLC.
- 8. 8 Key Factor for Success #2: Vision & Clarity ©2015QUALTRICSLLC. CRITERIA FOR A VISION STATEMENT 1. Simple and clear 2. Known and repeatable at each level of organization 3. Possesses executive sponsorship 4. Associated with specific goals and objectives 5. Associated with a clear roadmap of milestones “At American Express, we have a mission to be the world’s most respected service brand. To do this, we have established a culture that supports our team members so they can provide exceptional service to our customers.” -AMERICAN EX PRESS “In store or online, wherever new opportunities arise, Nordstrom works relentlessly to give customers the most compelling shopping experience possible.” -NORDSTROM
- 9. 9 Key Factor for Success #3: Engagement & Collaboration STRATEGIES TO DRIVE ENGAGEMENT 1. Provide opportunities for regular, confidential, unfiltered feedback 2. Encourage personal action on flagged issues 3. Implement and demonstrate real change 4. Share key results and findings with the workforce Results Email, Newsletters, Town Hall Meetings, Quarterly Webinars, Office Posters “Teams classified as ‘high performance zone for engagement’ had a 37% Net Promoter Score (NPS) versus 10% NPS for teams.” -AON HEW ITT (2011) ©2015QUALTRICSLLC.
- 10. 10 Key Factor for Success #4: Listening & Learning STRATEGIES TO CONSIDER o Implement a platform that will encourage feedback o Enable omni-channel listening o Let the customers give feedback how they want o Ensure actions and follow-up are integrated in process o Share the learning internally o Ensure the narrative does not replace the facts o Choose a platform that is dynamic ©2015QUALTRICSLLC.
- 11. 11 Key Factor for Success #4: Listening & Learning Above all, you must implement an approach tailored to your business. MUST-HAVES FOR ANY VOC PROGRAM o Omni-channel measurement o Flexible role-based dashboards o Key driver analysis & text analytics o Case management & follow-up o CRM & operational process integration o Direct behavioral connection o Real-time measurement & reaction o DIY Survey builder with advanced logic ©2015QUALTRICSLLC.
- 12. 12 Key Factor for Success #5: Alignment & Action Target Customer Outcome STRATEGIES TO CONSIDER 1. Map key objectives to business and organizational touch points 2. Create and align cross- functional teams toward singular objectives ©2015QUALTRICSLLC.
- 13. 13 Key Factor for Success #6: Planning the Journey ©2015QUALTRICSLLC.
- 14. 14 Key Factor for Success #7: Patience & Commitment o Biggest Trap! o Implementing or changing a CX program is a slow process o You cannot outsource it, no matter how much you pay o Trumpet short term wins and success stories o Know yourself and your organization ©2015QUALTRICSLLC.
- 15. Q & A
- 16. 16 Executing a Customer Experience Program Day 1: How to Build a CX Vision Bruce Paul Principal Consultant, Customer Experience o Building a Plan o Creating Alignment o Selecting a Platform o Planning Key Milestones Day 2: How to Execute Your Vision Jamie Morningstar Product Management Leader o Omni-Channel Measurement o Identifying Key Drivers o Analysis & Reporting o Testing & Iterating Day 3: How to Change Your Culture Benjamin Granger, Ph.D. Principal Consultant, Employee Insights o Understanding Different Cultures o Promoting an Ideal Culture: Organizations o Promoting an Ideal Culture: Managers o Promoting an Ideal Culture: Employees Day 4: How to Achieve & Communicate Results Kyle Groff, Ph.D. Principal Consultant, Customer Experience o Tracking Customer Outcomes o Demonstrating ROI o Driving Executive & Business Communication o Defining a Path Forward ©2015QUALTRICSLLC.
- 17. Thank You!
Notes de l'éditeur
- (see page 7 of Ultimate Guide) Micro: identifying issues and solving right away—a hotel guest who had a bad meal in the hotel. Following up involves creating formal or informal processes and workflows to follow up. Call it closing the loop or case management, it can be as simple as a manager talking to the front line staff or an email generated to the sales rep or service manager. Macro: Something that re-occurs. Like long lines in a particular retail shop or bank branch Takes large scale change Best practices: give one person the responsibility and authority to make it better External: how do we learn what they think Customers do not always tell us about problems, they just leave (especially in the midwest and the south) Have seen as high as 30% problems, and 29% cross sell opptys No brainer ROI case Internal: criticism is a gift because we can react Worst case scenario is not reacting, or reacting poorly. How do you build an organization that is CAPABLE of serving customers? Not all companies are capable.
- Tie webinar to others: they focus on 3 fundamental components Collect Every touchpoint you can get feedback, also broader relationship Every method you can get feedback Analyze Trending scores, text analytics, key driver analysis I would also include in this getting the feedback into the hands of you front line staff so they can understand Act Enabling your staff to do something about it Providing tools for case management, coaching for how to address issues
- To lay the foundation, quick 2 broad concepts to keep in mind Organizations often only focus on the macro and the external Others implicitly know and follow this
- There are 7 factors I will touch on. Leaders set the tone and priority EXECUTIVES: Recent study the largest companies in the US, 98% vs 40% CX LEADER: crystalize the vision and lay the course MANAGER: don’t roll their eyes at flavor of the month FRONT LINE: what does it actually mean on a day to day basis Q: Can you succeed without strong leadership? Very very hard, but not impossible Show a clear case of great ROI- one call center, one branch, one unit Create some specific case study: show a few concise examples of impact
- Vision statement: Keep it simple and clear, share across the organization. Every employee should be familiar. Too many times I have seen it hidden within CX function. Then add specific goals: to gain the highest business traveler ratings of any hotel in NY To have top quartile loyalty among our Chicago banking customers, Win major awards for service in the airline industry Then add specific milestones that help to set timing expectations: assess where we vs competition stand by end of Q3 this year, by end of Q4: figure out what the top performers are doing differently, By end of Q1 next year, create and get org buy-in a specific strategy to close the gaps, implement by end of Q2 next year Beat the competition by mid 2018
- Share the vision across teams Others can support it early on, and provide feedback, increase chance for success sometimes the back office operations does not see the client and does not understand their impact. A clever client asked back-office staff how their actions affect clients. They were shocked that many did not know. When they did, they made processes much easier. SHARE, SHARE, SHARE impossible to over communicate Employee engagement with the process increases results tremendously
- Capture feedback however the customer or client wants to give: social media, phone surveys, email surveys, website feedback, Remember: surveying becomes part of the customer’s experience. Don’t make it painful no ugly surveys! No pop overs on my web pages1 Also, feed customers back the results as much as possible. (Regions Newsletter example) Share: overall results at first with just the executive team, then eventually specifics with the front line Careful: Be careful about open ends. Don’t lose control of the message Vet them to make sure they reflect the overall sentiment And screen any unproductive comments (worked with a client who had the CEO virulently criticized in an open end, and the program was tainted by that)
- Implement: This is part of the customer’s experience. no ugly surveys! No pop overs on my web pages1 Also, feed customers back the results as much as possible. (Regions Newsletter example) Let: social media, inbound customer service calls, text, SMS, or NO feedback at all (keep careful lists) Share: overall results at first with just the executive team, then eventually specifics with the front line Careful: Be careful about open ends. Don’t lose control of the message Vet them to make sure they reflect the overall sentiment And screen any unproductive comments (worked with a client who had the CEO virulently criticized in an open end, and the program was tainted by that)
- Alignment means that all units are marching in sync toward the same vision and outcomes Be sure to share the vision as I mentioned before Often companies work in siloes and no one has the ultimate responsibility for satisfying the customer, and problems get bounced around and go unsolved How to prevent this? Best to start from a customer perspective: if it turns out that unhappy customers say you are not responsive, dig in. Hold times? If so, why? Staffing in the call center? Not enough people trained to address key growing issues? Best practice: successful orgs then assign one person, outside the siloes, to figure out a solution
- It IS a journey, and a LONG one need to line up different people at different stages: Lots details: when do we form a steering committee? Who needs to be on it?, when to roll out internal branding of the CX program?, who will develop the branding? who gathers client lists? When do we start integrating the results into our CRM system? Who is responsible for that? Who in the executive team sees the initial results? When do we show everyone their results? Planning out ahead of time enables things to go smoother, and gets people prepared to chip in Helps manage senior leadership expectations, they can see that there is a lot that needs to happen Most common question is: How long Totally new might take well over 5 years to do everything. Modifying or consolidating programs: 18 months is fastest, generally 2+ years All the best programs in the market are over 10 years old, and most were not working well for some part of that
- THIS IS THE MOST IMPORTANT Cannot be built overnight, this week, this month, this year. Organizations that try to rush it, inevitably fail I will have several clients tell me in the next month: “President says we need a VoC program this year and wants it linked to compensation by the end of the year” Unless someone can convince them to slow down, each of those will fail. But if you must, HOLD OFF on compensation linkage until you have buy in Cannot be outsourced!! As a former strategy consultant, I was paid millions for the promise that we could implement this for large corporations. And while our strategy was sound, Culture eats strategy for lunch. So YOU have to take control. GOOD LUCK!
- (see page 7 of Ultimate Guide) Micro: identifying issues and solving right away—a hotel guest who had a bad meal in the hotel. Following up involves creating formal or informal processes and workflows to follow up. Call it closing the loop or case management, it can be as simple as a manager talking to the front line staff or an email generated to the sales rep or service manager. Macro: Something that re-occurs. Like long lines in a particular retail shop or bank branch Takes large scale change Best practices: give one person the responsibility and authority to make it better External: how do we learn what they think Customers do not always tell us about problems, they just leave (especially in the midwest and the south) Have seen as high as 30% problems, and 29% cross sell opptys No brainer ROI case Internal: criticism is a gift because we can react Worst case scenario is not reacting, or reacting poorly. How do you build an organization that is CAPABLE of serving customers? Not all companies are capable.