Customer Experience
(CX) Simulation
Tuesday 13th Nov 11:00 am
GMT Approx. 40mins
© Course5 Intelligence

Our paths for todays discussions
2
Consumer experiences and the digital world
Customer Experience: the new battle ground
Major opportunity empowering enterprises
Can we use Customer Experience Simulators Effectively
Recommendations

Today’s presenters
3© Course5 Intelligence
Joseph.s@blueoceanmi.com Sushant.a@blueoceanmi.com zabiullas@blueoceanmi.com
Sushant Ajmani |
Presenter
Vice President –
Customer
Experience
Solutions
Joseph Sursock |
Anchor
Senior Vice
President – Europe
Zabi Ulla S |
Presenter
Senior Director –
Advance Analytics

4© Course5 Intelligence
About Course5 Intelligence
We help drive Digital Transformations
through
We build for organizations the capabilities and
intelligence to make the most effective moves
related to customers, markets, and
competition
Analytics Insights Artificial
Intelligence

Today’s Scrutiny and Digitisation
© Course5 Intelligence

Digital Transformations are everywhere !
6© Course5 Intelligence
New Tech
New Analytics
New Skills
New data New channels

3 Ways Digital Trans. Improve Cust Exp. & Service
7© Course5 Intelligence
Problems solved faster
A sweeping change is converting slow
& manual processes to digital.
Customer service and the customer
experience are big beneficiaries of this.
Internal process improvements
Streamlining processes, more collaboration &
efficiency across different teams. Resulting in
customers facing less delays & customer
service clears bureaucratic issues or
misdirected work.
Greater visibility
Enabling standardized, repeatable and auditable processes driven by workflow. When this occurs,
suddenly good data becomes available: Supporting further refinements to the customer experience

CX
The Battle Ground
for Corporates
© Course5 Intelligence

Stage 0 – Identify the creative(s)
TV Ad - Consumer Technology, PC Notebook / 30 seconds / Surface, Microsoft
9
Customer Experience
(CX) Maximizing satisfaction
across customer
journeys has the
potential to increase
customer satisfaction by
20% and to lift revenue
by up to 15% while
lowering the cost of
serving customers by as
much as 20%.
– McKinsey & Co.
Companies that
excel at
customer
experience grow
revenues 4-8%
above the
market.
– Bain & Co.

CX is the new battleground for business
10© Course5 Intelligence
Consumers share their
negative and positive
experiences about your
brand faster and more
widely than ever
before.
Consumer Power
With a growing
number of channels –
you need to engage
with your customers
via the channel of
their choice in real-
time.
Growing Number of
Channels
Highly regulated
industries face an
even larger challenge
– how to compete
with demanding
business mandates
while maintaining
regulatory
compliance?
Regulatory Compliance
How do you effectively
use the ever-
expanding amount of
data that is available to
you to deliver better,
more targeted
experiences for your
customers?
Proliferation of Data

© Course5 Intelligence 11
Major Opportunities
Empowering
Enterprises

Why choosing the right metrics matters
12
© Course5 Intelligence
Choosing the right customer experience (CX) metric matters to the extent that the metric must be meaningful
to the specific customer touchpoint you want to analyze
Net
Promoter
Score (NPS)
Customer
Effort
Score (CES)
Customer
Satisfaction
Score (CSAT)
CLV, ….
Customer
Churn
Rate (CCR)
• Organization
• Channel
• Segment
• Customer
• Support
• Channel
• Segment
• Customer
• Support
• Segment
• Customer
• Support
• Organization • ??
Is the Metric Valid in Your Industry?
The metric you choose needs to be relevant for your particular industry

CX Metric – Customer Effort
13© Course5 Intelligence
Breaking Down Customer Effort
Customer Effort can include a number of different types of effort …
Cognitive effort Time effort
Customer Effort Score takes a different perspective: customer is asked how much effort
they put into a certain interactions. According to various studies CES should be around
1.8x better at predicting customer loyalty than CSAT and 2x finer than NPS.
Physical effort Emotional effort

Client Case Study Mid-size European Telecom Operator with 6.5Mil+ Customers
58% B2C – consumers
42% B2B - combination of SMBs, Large Corporates, Central Govt., State & Local and Partners.
• Device & Plans
• Mobile Internet
• Cloud Services
• Monitoring &
Tracking
• Productivity
• Security
• Mobile POS
• Wholesale Services
Key Solutions 2019 Vision – Communicated to Blueocean in Aug 2016
Deliver superior
customer service
Digital (As a preferred
self-service channel)
Reduce operational
cost by 55%
Personalized
NBO/NBA
Improve NPS
across segments
14

DCX maturity assessment
15© Course5 Intelligence
Stage 5 Adaptive 95-100
Stage 4 Adoptive 76-94
Stage 3 Defined 41-75
Stage 2 Exploratory 21-40
Stage 1 Unaware <20
68%
Tools &
Technology
Data
Downstream
Analytics
Digital
Organization
Structure
Customer
Governance
Practices
CX
Leadership
Process &
Culture
Feedback
Loop

Operational measures benchmarking – Oct’16
16© Course5 Intelligence
IVR
Call Center Rep
$2.50 – $3.25=
$4.95 – $5.80=
Call Volume/Month ~1mn=
Segments CAC LTV Churn
Consumer $325 32 Mo. 18 Mo.
SMBs (<50 Employees) $1175 48 Mo. 24 Mo.
Large Corporates (>50 Employees) $2370 72 Mo. 22 Mo.
Central Govt. $3450 72 Mo. 28 Mo.
State & Local Govt. $2875 58Mo. 36 Mo.
Education $2250 60 Mo. 24 Mo.
Unique Visitors
% New Visits
Bounce Rate
Exit Rate
Avg. Session Duration
685,320
44%
49%
36%
~5:35 mins
DesktopWebsite
Call Center Cost
Satisfaction Scores Customer Lifecycle Measures
Web Stats (Digital Asset)
76 3 7
CSAT CES NPS

Business Impact so far
17© Course5 Intelligence
IVR
Call Center Rep
$2.50 – $3.25=
$4.95 – $5.80=
Call Volume/Month 1,050,115=
Call Center Cost
Satisfaction Scores (Pre)
76 3 7
CSAT CES NPS
Oct
2016
IVR
Call Center Rep
$1.95 – $2.65=
$3.25 – $4.20=
Call Volume/Month 685,344=
Call Center Cost (Post)
Satisfaction Scores (Post)
83 5 9
CSAT CES NPS
Mar
2018

Advanced Analytics & Simulation
© Course5 Intelligence

Advanced Analytics : relationships and variables
19© Course5 Intelligence
Multiple tools for various occasions.
For example, generating a causal map which
shows how various metrics are related to form
a latent meaning – and identify how each of
the latent constructs impacts outcome variables
We can possibly include behavioural data into
this mix to see whether a new latent factor is
formed, which could be potentially useful to
explain outcome metrics
Exploratory
Analysis
Confirmatory
Modeling
Drivers Model
Simulator
Hypothesis
Building
Structural
Modelling

Building Models for corporate clients
20© Course5 Intelligence
Identify what drives customer experience
FMCG
Telco
Technology
Utilities
Insurance

CX simulator for a Utility Organisation
21© Course5 Intelligence
Enable building of Scenarios which influences Cust. Exp. to save and share for better planning
CX Utilities Customers

Demo!
© Course5 Intelligence

Loyal customers are 5x as likely to repurchase, 5x as likely to forgive, 7x as
likely to try a new offering, and 4x as likely to refer
Source: Temkin Group research 2018
15 years ago, the average consumer typically used 2-touch-points
when buying an item. Today, consumers use an average of almost 6-
touch-points, with 50% regularly using more than 4
Source: Marketing Weekly research 2018
Why capitalizing on CX ! matters
23© Course5 Intelligence

24
Our recommendations

4 Accelerators for your CX Initiatives
• Relentless Senior Evangelising of CX
• Pursue Quality data (company habit)
• CX Metrics (research best fit for you)
• CX Simulation (will need apt data)

Thank you

© Course5 Intelligence
• Q&A
United States | United Kingdom | India | United Arab Emirates
www.Course5i.com
Sushant Ajmani | Presenter
Vice President – Customer
Experience Solutions
Sushant.ajmani@course5i.com
Joseph Sursock |
Anchor
Senior Vice President – Europe
Joseph.sursock@course5i.com
Zabi Ulla S |
Presenter
Senior Director – Advance Analytics
zabi.ulla@course5i.com

28© Course5 Intelligence
“ While CX Teams need ongoing support from their executives, senior leaders are
prone to distraction and doubt. CX leaders need to help communicating the
progress and success of CX efforts, and demonstrate that resources are being
well used and any risks are effectively managed “