GREAT Customer Experience Customer experience is “a blend of a company’s rational performance and the emo1ons evoked in all the interactions 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 organization and make Customer Experience work..?

1. Customer
Experience:
Approaches,
Tools
&
Best
Prac:ces
David
Hicks
Execu:ve
Director
Tribe
CX
N
America
Naarden
January
12th
2016
©
TribeCX
Ltd
2016

2. 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

3. “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

4. 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%

5. 2005
Jim
Bush
CEO
:
Cost
Center
Focus
(c)
TribeCX
Ltd
2016
©
TribeCX
Ltd
2016

6. 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.

7. End
to
end
focus
:
Only
works
when
it
all
works
(c)
TribeCX
Ltd
2016
©
TribeCX
Ltd
2016

8. 2005
–
2015:
Outperform
the
sector
(c)
TribeCX
Ltd
2016
©
TribeCX
Ltd
2016

9. The
Emirates
Journey
Just
start…it’s
a
journey!
(c)
TribeCX
Ltd
2016

10. 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

11. Customer
Experience
is
now
a
Competence
not
a
FuncNon
(c)
TribeCX
Ltd
2016

12. (c)
TribeCX
Ltd
2016

13. (c)
TribeCX
Ltd
2016
13

14. (c)
TribeCX
Ltd
2016
14

15. Most
organizaNons
have
a
long
way
to
go
©
TribeCX
Ltd
2016
But,
YOUR
customers
expectaNons
being
set
by
?

16. So,
where
do
successful
companies
start
?
• Metrics
• Mapping
• Benchmarking
©
TribeCX
Ltd
2016

17. 17
Just
start…it’s
a
journey!
Strategy/Vision
TacNcs/Design
Ethos/Culture
Learning/Feedback
(c)
TribeCX
Ltd
2016

18. Where
to
start
?
• Metrics
• Mapping
• Benchmarking
(c)
TribeCX
Ltd
2016

19. Customer
Experience
Measures
(c)
TribeCX
Ltd
2016
19

20. (c)
TribeCX
Ltd
2016
20
Customer Metrics:
An “outside in” view of your organization

21. Measuring
alone
is
not
enough
(c)
TribeCX
Ltd
2016

22. Net
Promoter
Score
(NPS)
Net
Promoters
=
%
promoters
-­‐
%
detractors
2
vital
ques:ons
:
1. Would
you
recommend?
2.
Why?
(c)
TribeCX
Ltd
2016

23. 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
NPS%
Understand
Func:onal
NPS
&
Rela:onal
NPS
(c)
TribeCX
Ltd
2016

24. Customer
Effort
Score
(c)
TribeCX
Ltd
2016

25. Fix
Standardise
Embed
Time
Customerexperiencequality
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

26. Where
to
start
?
• Metrics
• Mapping
• Benchmarking
(c)
TribeCX
Ltd
2016

27. Customer
Journey
Mapping
Tip:
CollecNvely
build
your
map
©
TribeCX
Ltd
2016

28. Build
your
map:
Overlay
ownership
©
TribeCX
Ltd
2016

29. 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

30. Mapping
–
Gets
everyone
on
the
same
page
…including
3rd
par:es
(c)
TribeCX
Ltd
2016
30
Customer
Journey
Mapping:
Best
PracNce
(2)

31. (c)
TribeCX
Ltd
2016
31
Customer
Journey
Mapping:
Best
PracNce
(3)

32. It
only
works
when
it
all
works!
(c)
TribeCX
Ltd
2016
32

33. 33
Just
start…it’s
a
journey!
Strategy/Vision
TacNcs/Design
Ethos/Culture
Learning/Feedback
(c)
TribeCX
Ltd
2016

34. Where
to
start
?
• Metrics
• Mapping
• Benchmarking
(c)
TribeCX
Ltd
2016

35. Differen:ate!
Customer
Experience
Benchmarking
©
TribeCX
Ltd
2016

36. 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

37. TribeCX
:
4
Dimensions
of
Customer
Experience
Capability
MENT MODEL
VIS
IONDES
IGNCUL
TURELEAR
N
ING
THE
TRIBECX
ENGAGEMENT
MODEL
and purpose – ‘why we
ns customer experience
e organisation, both
ernally.
the question ‘what we
activities of customer
mentation and delivers
ution.
‘how we do things’. It
mindset and behaviours
entic experiences.
g ideas for continued
ensures organisations
er themselves.
August, 2015
©
TribeCX
Ltd
2016

38. 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

39. TribeCX
:
Build
your
own
baseline
AREAS DIMENSIONS
Define
vision
Create
strategy
Align
organisation
DES
IGNCUL
TURE
ENGAGEMENT
MODEL
This personalised report
illustrates where your
organisation sits against these
areas, and where you
compare with other
organisations (benchmarks).
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
Important to HomechoiceHomechoice Benchmark
100500 100500
AREAS DIMENSIONS
Define
vision
Create
strategy
Align
organisation
DES
IGNCUL
TURE
ENGAGEMENT
MODEL
This personalised report
illustrates where your
organisation sits against these
areas, and where you
compare with other
organisations (benchmarks).
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
Important to HomechoiceHomechoice Benchmark
100500 100500
AREAS DIMENSIONS
Define
vision
Create
strategy
Align
organisation
DES
IGNCUL
TURE
MODEL
This personalised report
illustrates where your
organisation sits against these
areas, and where you
compare with other
organisations (benchmarks).
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
Important to HomechoiceHomechoice Benchmark
100500 100500
Legend
Important tHomechoice BenchmarkYour Company
D
e
E
c
I
m
R
b
E
E
s
C
th
I
g
Important to HomechoiceHomechoice BenchmarkBenchmark
organisation
Focus
growth
Design
experience
Enable
change
Inspire
mindset
Reward
behaviour
Energise
Engage and
sense
Connect
the dots
Ignite
growth
Important to HomechoiceHomechoice Benchmark
Important to
your
company
©
TribeCX
Ltd
2016

40. Customer
Experience
Benchmark
Report
www.Tribecx.com
CLIENT’S NAME
AREAS
DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define
vision
Create
strategy
Align
organisation
V
ISION
D
ESIGNCU
LTURELEA
RNING
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.
Focusgrowth
Designexperience
Enablechange
Inspiremindset
Rewardbehaviour
Energise
Engage andsense
Connectthe dots
Ignite
growth
BENCHMARK
ASSESSMENT REPORT
August, 2015
Important to Client
Client
Benchmark
100
50
0
100
50
0
40%
CLIENT’S NAME
ATTRIBUTES
Client
PERFORMANCE
ASSESSMENT 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
Design
experience
Enable
change
Inspire
mindset
Rewardbehaviour
Energis
e
Engage
and sense
Connect
the dots
Ignite
grow
th
Define
vision
Createstrategy
Align
organisatio
n
Never
0 1
3
6
Sometimes Almost
Fully
Never
0 1
3
6
Sometimes Almost
Fully
Fosters employee empathy and advocacy to get them to engage
customers in a more personal and value-driven manner
©
TribeCX
Ltd
2016

41. Where
to
start
–
What
to
do
next
?
• Metrics
• Mapping
• Benchmarking
• Ask
for
papers
• Bring
your
colleagues
• CX
Work
Session
(c)
TribeCX
Ltd
2016

42. David
Hicks
David.Hicks@TribeCX.com
+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