The Naïve to Natural ® Model The Naïve to Natural ® Model Building great customer experiences Qaalfa Dibeehi, CEO Beyond Philosophy Geert Martens practice leader 4C Consulting Geert Martens, practice leader 4C Consulting
Aug 20, 2015
The Naïve to Natural ® ModelThe Naïve to Natural ® Model
Building great customer experiencesQaalfa Dibeehi, CEO Beyond PhilosophyGeert Martens practice leader 4C ConsultingGeert Martens, practice leader 4C Consulting
Content
01 Introduction to 4C Consulti01 Introduction to 4C Consulti
02 The counterintuitive nature
03 The Naïve‐to‐Natural mode
04 Belgian Benchmark 2010
05 Questions
ngng
e of customer experiencep
el
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
4C Consulting | Our Missiog | n
E hi h tEnsure higher return on
customer interactionscustomer interactions
throughthrough
smarter solutions
in marketing, sales & service
3
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
4C Consulting | Our Playgrog | yg
C I iC I iCustomer InteractioCustomer Interactio
Enabling the consistent delivery of thfor each of your targeted segments, across all touch
Marketing ExcellenceMarketing Excellence Sales ExcelSales Excel
Enabling smarter approaches to your marketing operations
Enabling smarter ayour sales deliv
… a l l o w i n g f o r a r e j u v e n… a l l o w i n g f o r a r e j u v e n
Customer Insight Customer Insight
Enabling the transformationEnabling the transformationinto actionable insights throug
ound
MMon Managementon Management
he desired customer experience h points and all stages in the customer lifecycle
llencellence Service ExcellenceService Excellence
approaches to very model
Enabling smarter approaches to your customer service delivery
and exploitation
a t e d s t r a t e g i c f o c u sa t e d s t r a t e g i c f o c u s
ManagementManagement
of your customer data of your customer data h high-end data analytics
4
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
4C Consulting | Our Customg | mers
5
Content
01 Introduction to 4C Consulti01 Introduction to 4C Consulti
02 The counterintuitive nature
03 The Naïve‐to‐Natural mode
04 Belgian Benchmark 2010
05 Questions
ngng
e of customer experiencep
el
02 The counterintuitive naturre of customer experience
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Beyond Philosophy | Emoty p y |
Colin Shaw Qaalfa DibeehiColin Shaw Qaalfa Dibeehi
tional engagementg g
Going Beyond the Philosophy: Practical implementations
Focus on the Customer Experience
Thought Leadership as differentiator
A number of unique methodologies
Links with academia
4C Consulting owns the exclusive rights for Continental Europerights for Continental Europe
8
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Key Strategic Customer Expey g p
We help companies answer a
What is the future of our competition?
What do our customers expect of us?
How much is my current Customer Experi
What is the Customer Experience we are
How deliberate is our Customer Experienc
What emotions are we trying to evoke in y g
Are our senior executives engaged in the
How can we ensure our people understanp pExperience to our organization and becom
erience QuestionsQ
nd action tough questions like:
ience costing me?
trying to deliver?
ce?
our Customer Experience?p
Customer Experience?
nd the importance of the Customer pme motivated to change their behaviours?
9
CCCNOT about d
CNOT about d
C t i iC t i iCustomer experience is doing whatever it takes Customer experience is doing whatever it takes g
to “wow” customers g
to “wow” customers
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Customer Experience | A dp |
Picture taken by Geert Martens (4C Consulting) on 06/05/2010 at Chaussée de Haacht – Bruxelles, BELGIUMResult of the encounter: big smile… and indeed as it turned out to be: a very nice day: TX 3M!(The number plate has been changed for privacy reasons)
definition
A Customer Experience is an interaction between an
organization and a Customer.organization and a Customer.
It is a blend of an organization’s physical performance,
the senses stimulated and emotions evoked, each intuitively measured
against customer expectations across all moments of contactacross all moments of contact.
11
What do you see here?What do you see here?What do you see here?What do you see here?
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Customer Experience | A dp | definition
A Customer Experience is an interaction between an
organization and a Customer.organization and a Customer.
It is a blend of an organization’s physical performance,
the senses stimulated and emotions evoked, each intuitively measured
against customer expectations across all moments of contactacross all moments of contact.
13
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Why improve the customer exy p
1 Shif1. Shifdemcur
Grecusto
i
4. Buildcompetitiveadvantages
Rational elements (product features, service attributes,…) are
easy to copyKey success factor for impacting
experiadvantagesy p gthe customer decision journey
3. Genreve
Customers become ambassadors
xperience?p
ft the
Customers are prepared to pay a price premium.Price is the most important differentiator in rational competitionft the
andrve
competition
eatomer 2. Reduce
costs
Customers get involved and share their thoughtsCustomers manage
encesg
themselves.
neratenue
who promote the brand to others
15
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Consumer decision journey j y
McKinsey Quarterly: The consumer deci
| Traditional funnel|
16sion journey – June 2009
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Consumer decision journey j y
McKinsey Quarterly: The consumer deci
| Actual journey| j y
17sion journey – June 2009
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Consumer decision journey j y
Enhance speed of evaluation
ChChangeOwn exp& recom
Initiate:RecommendationsExcellente postpurchase experiences
McKinsey Quarterly: The consumer deci
| Impact of CE| p
Recommendations
Enhance speed ofdecision taking
h lthe rules:periences
mmendations
Confirms & reinforces
18sion journey – June 2009
hhthetheResults of investing in
?Results of investing in
?e customer experience?e customer experience?
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Results of investing in the cusg
Regional utility provider:Regional utility provider:20% increase in Customer
Satisfaction and 25% reduction in call volumes
20% increase in Customer Satisfaction and 25%
reduction in call volumesInternational FMCG
1% increase in CuInternational FMCG
1% increase in Cu1% increase in CuSatisfaction driving
increase in reve
1% increase in CuSatisfaction driving
increase in reve
Global multi-service telco:36% improvement in Customer
Satisfaction, 17% costs reduction and
Global multi-service telco:36% improvement in Customer
Satisfaction, 17% costs reduction and 200% increase in customer-facing time200% increase in customer-facing time
Global PC manufacturer:79% improvement in “Missing, Wrong &
Damaged” deliveries resulting in reduced back office headcount
Global PC manufacturer:79% improvement in “Missing, Wrong &
Damaged” deliveries resulting in reduced back office headcountreduced back office headcountreduced back office headcount
stomer experience?p
Regional utility provider:Improve public and industry image, e.g.,
Regional utility provider:Improve public and industry image, e.g., p p y g , g ,
winner of the 2003 Utility Industry Achievement Award for Customer Care
p p y g , g ,winner of the 2003 Utility Industry
Achievement Award for Customer Care / retailer:
ustomer / retailer:
ustomerustomer g a 1.3% enues
ustomer g a 1.3% enues European insurance
provider:80% reduction in
European insurance provider:
80% reduction in80% reduction in transaction costs80% reduction in transaction costs
International wireless telecomsInternational wireless telecomsInternational wireless telecoms provider:
82% of Customer Interactions “better than last time” helped by a 4% increase
i fi t ll l ti
International wireless telecoms provider:
82% of Customer Interactions “better than last time” helped by a 4% increase
i fi t ll l tiin first call resolutionin first call resolution
C di B k i 26% f hi h lC di B k i 26% f hi h lCanadian Bank – Losing 26% of high value customers:
Saved 6% of high value Customers – value CDN $ 85m
Canadian Bank – Losing 26% of high value customers:
Saved 6% of high value Customers – value CDN $ 85m
20
03 The Naïve‐to‐Natural moddel
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Customer Experience | Sep |
Questions we answerQuestions we answer…
How good/ bad is your current CE?How good/ bad is your current CE?
What CE do you want to deliver?What CE do you want to deliver?
What needs to be done to create/ correct your CE programme?
What needs to be done to create/ correct your CE programme?correct your CE programme?correct your CE programme?
What will get your people toWhat will get your people toWhat will get your people to deliver a deliberate CE?
What will get your people to deliver a deliberate CE?
rvice portfoliop
Typical approaches we takeTypical approaches we take…
Customer Experience Statement
Customer Mirror
N2N Assessment
Emotional Signature
Moment Mapping
CE Training
I di id l A i Pl iIndividual Action Planning
22
The Naïve to Natural modelThe Naïve to Natural modelThe Naïve‐to‐Natural model assesses a company’s capabi
“ i l d li
The Naïve‐to‐Natural model assesses a company’s capabi
“ i l d lito “consistently deliver a deliberate customer experto “consistently deliver a deliberate customer experpp
ilities ilities
ience” ience”
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Naïve to Natural ® | The N2|pe
rienc
e
Sensory
exec
uted
st
omer
exp
Emotional
liber
atel
y e
ts o
f a c
us
Physical Transactional
De
com
pone
nt
y
c Product Naïve
Source of diffe
ProductFeatures
Services C
n = 186
2N Model
highhighNatural
r foc
us
Enlightened
Cus
tom
er
low
erentiation
CustomerRelations
CustomerExperience
24
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Naïve to Natural ® | 9 orien| ntation areas
25
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Naïve Orientation
high
ocus
high
ecut
ed
mer
exp
erie
nce
Emotional
Sensory
Enlightened
Natural
Cus
tom
er fo
Del
iber
atel
y exe
pone
nts
of a
cus
tom
Physical Transactional
low
com
p
Product
ProductFeatures
Services CustomerRelations
CustomerExperience
Naïve
Source of differentiation
Features Relations Experience
Very product focused – price and features leadReactive to customer demandsDo not measure customer satisfactionD li h i ll b d C t E iDeliver a very physically based Customer ExperienceEmployees are treated poorly and not given any authority to recompense customersProduct siloed organisation
An organisation that focuses on themselves to the detriment of the customer.the detriment of the customer.
They are “inside out” either through choice or because they don’t know what they should be
doingdoing.
Customers asked to call on separate numbers for different parts of the organisationEfficiency and productivity are the most important KPIs – NOR customer KPIsPeople reward on sales productivity and efficiencyOrganisation dictates which channel customers use
26
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Transactional Orientation
high
ocus
high
ecut
ed
mer
exp
erie
nce
Emotional
Sensory
Enlightened
Natural
Cus
tom
er fo
Del
iber
atel
y exe
pone
nts
of a
cus
tom
Physical Transactional
low
com
p
Product
ProductFeatures
Services CustomerRelations
CustomerExperience
Naïve
Source of differentiation
Features Relations Experience
Have customer KPIs included but all physically based. Are functionally organized and have recognized the need for Customer Service. Have contact with the customer via 0800, haveHave contact with the customer via 0800, have looked at coordination, and have extensive call menus that are used to screen calls. Take into account Customer Physical expectation. Have Senior Managers that spend limited amountHave Senior Managers that spend limited amount time with customers.
An organization that focuses primarily on the physical aspects of the Customer Experience.
They have recognized the importance of theThey have recognized the importance of the customer, however, their focus is rudimentary as many aspects of the Customer Experience remain left to chance, are uncoordinated and “inside out”. They are typically reactive to
customer demands.
They say: "Hello you're through Alan in Customer Complaints myThey say: Hello, you re through Alan in Customer Complaints, my customer representative number is 43578632b, please state your customer reference number and post code" For example: British Gas
Have no complete view of customer on systems. Have no defined Customer Experience. Recruit people with the right attitude, rather than just skills.just skills. Have training that takes place on how to deal with difficult customers. Have employees that are given some limited authorityauthority.
27
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Enlightened Orientationg
high
ocus
high
ecut
ed
mer
exp
erie
nce
Emotional
Sensory
Enlightened
Natural
Cus
tom
er fo
Del
iber
atel
y exe
pone
nts
of a
cus
tom
Physical Transactional
low
com
p
Product
ProductFeatures
Services CustomerRelations
CustomerExperience
Naïve
Source of differentiation
Features Relations Experience
They have defined their Customer ExperienceThey focus on stimulating planned emotions and build these into the design of their Customer ExperienceThey have recognised customers have emotional expectations and plan how to meet and exceed theseHave started to align the employer experience and their Customer Experiencetheir Customer ExperienceEmploy people with emotional capabilities
An organisation that has recognised the need for a holistic, coordinated and deliberate approach to the Customer Experience.approach to the Customer Experience.
They are proactive in nature towards the Customer and orchestrate emotionally engaging Customer experiences They stimulate plannedCustomer experiences. They stimulate planned
emotions.
Look at the end to end Customer ExperienceHave appointed a Customer Experience Director and established a Customer Experience CouncilCustomer involved in design of processesCustomer involved in design of processesIntegrated system, “complete view of customer” achievedCustomer Experience measures account for large
t f bpart of bonus
28
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Natural Orientation
high
ocus
high
ecut
ed
mer
exp
erie
nce
Emotional
Sensory
Enlightened
Natural
Cus
tom
er fo
Del
iber
atel
y exe
pone
nts
of a
cus
tom
Physical Transactional
low
com
p
Product
ProductFeatures
Services CustomerRelations
CustomerExperience
Naïve
Source of differentiation
Features Relations Experience
They are completely focused on the customerThe customer is in their DNAThey have a deliberate Customer Experience and a clearly defined Customer Experience statementclearly defined Customer Experience statementSystems are built to improve the Customer ExperienceThe culture is designed, and aligned to the customer E iExperience
An organisation where focus on the customer is total.
They are very proactive and are naturally focused on the Customer Experience. In order
to produce memorable and captivating Customer Experiences they use specific sensesCustomer Experiences they use specific senses
to evoke planned emotions..
They focus on depth of emotionThey consciously use senses to provide a captivating experienceThey use theatre as a delivery methodThey use theatre as a delivery methodThey recruit people who are good at actingThey have an integrated approach to the customerThey have and experience mapThey understand customer sensory expectations
29
04 Belgian Benchmark 2010
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Belgian Benchmark 2010 | g |
Online survey – email invitation: Decembe
In collaboration with HUBrussel: master d
186 respondents of 89 companies with cu
18 multiple‐choice questions feeding into
36
59
40
50
60
70
36
59
40
50
60
70
15 14
29
9
24
0
10
20
30
40
15 14
29
9
24
0
10
20
30
40
19% 8% 31% 8% 16% 5% 13%00
Methodologygy
er 2009 – March 2010
dissertation of Ann‐Sofie Lamon
ustomer‐facing activities in Belgium
o the N2N model
98
80
100
120
98
80
100
120 SOHO
34
223240
60
80
34
223240
60
80
B2B
22
0
20
B2C ‐ individuals B2B ‐ self‐ B2B ‐ SME B2B ‐ large
22
0
20
B2C ‐ individuals B2B ‐ self‐ B2B ‐ SME B2B ‐ large
53% 18% 12% 17%
employed companies employed companies
31
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Naïve to Natural ® | Belgian| gpe
rienc
e
Sensory3
exec
uted
st
omer
exp
Emotional
liber
atel
y e
ts o
f a c
us
Physical Transactional
66%
De
com
pone
nt
y
5%
c Product Naïve
Source of diffe
ProductFeatures
Services C
n = 186
n Benchmark Results
high0% highNatural
30%
0%
r foc
us
Enlightened
Cus
tom
er
low
erentiation
CustomerRelations
CustomerExperience
32
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Naïve to Natural ® | Top pe| p ppe
rienc
e
Sensory3
B2B telco
exec
uted
st
omer
exp
Emotional
B2B telco
liber
atel
y e
ts o
f a c
us
Physical
66%
De
com
pone
nt
y
Transactional
5%
c Product
Naïve
Source of diffe
ProductFeatures
Services C
n = 186
erformers
high0%B2B pharma highNatural
30%
0%
B2B services
B2B pharma
r foc
us
Enlightened
B2C media
B2C utilities
Cus
tom
er
g
low
erentiation
CustomerRelations
CustomerExperience
33
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Naïve to Natural ® | Bottom|pe
rienc
e
Sensory3
exec
uted
st
omer
exp
Emotional
liber
atel
y e
ts o
f a c
us
Physical
66%
B2C banking
De
com
pone
nt
y
Transactional
5%B2B pharma
g
c Product
Naïve
B2B banking B2B utilities
B2C banking
Source of diffe
ProductFeatures
Services CB2B banking
n = 186
m performersp
high0% highNatural
30%
0%
r foc
us
Enlightened
Cus
tom
er
g
low
erentiation
CustomerRelations
CustomerExperience
34
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Naïve to Natural ® | Industr|
45
46
45
43
45
4344
45
41 41 4142
43
40
41
39
Telco Utilities Banking Insurance Pharma Media Other
n = 36 15 59 14 29 9 24
stdev = 6,4 8,6 7,9 8,5 7,6 9,4 10,3
ry breakdowny
0,07
0,06
01 Telco02 Utilities
03 Banking 04 Insurance
Industry0,07
0,06
01 Telco02 Utilities
03 Banking 04 Insurance
Industry
r0,05
0,04
ensity 45,03 6,434 36
43,13 8,601 15
Mean StDev N
04 Insurance 05 Pharma
06 Media07 Other
0,05
0,04
ensity 45,03 6,434 36
43,13 8,601 15
Mean StDev N
04 Insurance 05 Pharma
06 Media07 Other
0,03
0,02
0,01De
41,37 7,867 5944,5 8,546 14
41,45 7,586 2941,44 9,435 943,21 10,34 24
0,03
0,02
0,01De
41,37 7,867 5944,5 8,546 14
41,45 7,586 2941,44 9,435 943,21 10,34 24
6456484032240,00
N2N645648403224
0,00
N2N
35
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Naïve to Natural ® | Bankin|pe
rienc
e
Sensory2
exec
uted
st
omer
exp
Emotional
liber
atel
y e
ts o
f a c
us
Physical Transactional
63%
De
com
pone
nt
y
8%
c Product Naïve
Bottom performer
Source of diffe
ProductFeatures
Services CBottom performer
n = 186
ng varianceg
high0% highNatural
29%
0%
r foc
us
Enlightened
Cus
tom
er
EnlightenedTop performer
low
erentiation
CustomerRelations
CustomerExperience
36
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Naïve to Natural ® | SOHO v
80%80%
|
70%
60%
70%
80%
70%
60%
70%
80%
56%
40%
50%
60% 56%
40%
50%
60%
average
B2B = 45Stdev 8,6
30%
40%
30%
40% SOHO = 42Stdev 7,8
5% 4%10%
20%
5% 4%10%
20%
0%
Naïve Transactional
0%
Naïve Transactional
SOHO = 132B2B = 52
vs. B2B
41%41% SOHO
25%25%
B2B
0% 0%0% 0%0% 0%
Enlightened Natural
0% 0%
Enlightened Natural
37
More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | [email protected]
Key take awaysy y
Customer experience is an interaction betweeA blend of physical performance, senses stimula
Intuitively measured against customer expectat
The Naïve‐to‐Natural model assesses a compadeliberate customer experience”
It th ti “C d it?”It answers the question “Can you do it?”
It does not say anything on the quality of the cu
N2N looks at the “machinery” not the output
Benchmark results:Less than 1 in 3 companies are able to consistenLess than 1 in 3 companies are able to consisten(enlightened stage)
The majority of Belgian companies are still very
Telco and Insurance slightly outperform other inTelco and Insurance slightly outperform other inbut do they deliver in line with these declared c
Large variance within industries: some compan
en an organization and a customerated and emotions evoked
ions
any’s capabilities to “consistently deliver a
stomer experience you deliver
nly deliver a deliberate customer experiencenly deliver a deliberate customer experience
much product‐oriented and think “inside‐out”
ndustries leaving banking pharma and media behind:ndustries leaving banking, pharma and media behind: apabilities?
ies clearly take the lead
38
www.4Cconsulting.com | www.beyondphilosophy.coom | Follow us on: