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TribeCX: Customer Experience: Today's Business Benchmark

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..?

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TribeCX: Customer Experience: Today's Business Benchmark

  1. 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. 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. 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. 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. 5. 2005  Jim  Bush  CEO  :  Cost  Center  Focus   (c)  TribeCX  Ltd  2016   ©  TribeCX  Ltd  2016  
  6. 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. 7. End  to  end  focus  :  Only  works  when  it  all  works   (c)  TribeCX  Ltd  2016   ©  TribeCX  Ltd  2016  
  8. 8. 2005  –  2015:  Outperform  the  sector   (c)  TribeCX  Ltd  2016   ©  TribeCX  Ltd  2016  
  9. 9. The  Emirates  Journey   Just  start…it’s  a  journey!   (c)  TribeCX  Ltd  2016  
  10. 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. 11. Customer  Experience  is  now  a  Competence     not  a  FuncNon   (c)  TribeCX  Ltd  2016  
  12. 12. (c)  TribeCX  Ltd  2016  
  13. 13. (c)  TribeCX  Ltd  2016   13  
  14. 14. (c)  TribeCX  Ltd  2016   14  
  15. 15. Most  organizaNons  have  a  long  way  to  go     ©  TribeCX  Ltd  2016   But,  YOUR  customers   expectaNons  being  set  by  ?  
  16. 16. So,  where  do  successful  companies  start  ?   •  Metrics   •  Mapping   •  Benchmarking       ©  TribeCX  Ltd  2016  
  17. 17. 17   Just  start…it’s  a  journey!   Strategy/Vision   TacNcs/Design   Ethos/Culture   Learning/Feedback   (c)  TribeCX  Ltd  2016  
  18. 18. Where  to  start  ?   •  Metrics   •  Mapping   •  Benchmarking       (c)  TribeCX  Ltd  2016  
  19. 19. Customer  Experience  Measures   (c)  TribeCX  Ltd  2016   19  
  20. 20. (c)  TribeCX  Ltd  2016   20   Customer Metrics: An “outside in” view of your organization
  21. 21. Measuring  alone  is  not  enough   (c)  TribeCX  Ltd  2016  
  22. 22. Net  Promoter  Score  (NPS)   Net  Promoters  =    %  promoters  -­‐  %  detractors   2  vital  ques:ons  :     1.  Would  you   recommend?    2.  Why?       (c)  TribeCX  Ltd  2016  
  23. 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. 24. Customer  Effort  Score   (c)  TribeCX  Ltd  2016  
  25. 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. 26. Where  to  start  ?   •  Metrics   •  Mapping     •  Benchmarking   (c)  TribeCX  Ltd  2016  
  27. 27. Customer  Journey  Mapping     Tip:  CollecNvely  build  your  map   ©  TribeCX  Ltd  2016  
  28. 28. Build  your  map:  Overlay  ownership   ©  TribeCX  Ltd  2016  
  29. 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. 30. Mapping  –  Gets   everyone  on   the  same  page     …including  3rd   par:es     (c)  TribeCX  Ltd  2016   30   Customer  Journey  Mapping:  Best  PracNce  (2)  
  31. 31. (c)  TribeCX  Ltd  2016   31   Customer  Journey  Mapping:  Best  PracNce  (3)  
  32. 32. It  only  works     when  it  all  works!   (c)  TribeCX  Ltd  2016   32  
  33. 33. 33   Just  start…it’s  a  journey!   Strategy/Vision   TacNcs/Design   Ethos/Culture   Learning/Feedback   (c)  TribeCX  Ltd  2016  
  34. 34. Where  to  start  ?   •  Metrics   •  Mapping     •  Benchmarking     (c)  TribeCX  Ltd  2016  
  35. 35. Differen:ate!    Customer  Experience  Benchmarking   ©  TribeCX  Ltd  2016  
  36. 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. 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. 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. 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. 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. 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. 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  

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  • craiglee00

    Mar. 30, 2016
  • mettenohr

    May. 4, 2016

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..?

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