CEM and operational performance Strategic drivers for delivering excellent customer experiences Paul Scott 1 The Last Word in Service
Nov 22, 2014
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CEM and operational performance
Strategic drivers for delivering excellent customer experiences
Paul Scott
The Last Word in Service
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• Customer Experience- where have we come from?
• Where are we trying to get to?• What are the drivers for
change?• How do we get started?
The Narrative
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• 29% of organisations think they have improved Customer Experience in the last 6 months
What Suppliers say
• 5% of customers agree with this statement
Source: Beyond Philosophy CE Tracker 2011
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What customers say
• 80% of customers say suppliers’ primary focus is on managing cost
• 0.89% of customers say suppliers focus on their emotional needs
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Objective: operational excellence
Select and train agents to deliver a
service
Monitor and control contact centre
agents to deliver SLA
Measure customers satisfaction
Report operational
performance
Improve operations
Where have we come from?
• Operational focus• Lack of customer engagement• Low employee engagement• Little empowerment
• Cost control• SLA goals• Sub-optimal customer
experiences
Inputs
Outputs
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Where are we trying to get to?
• Fully engaged customer centric relationship
• Fully empowered staff• Integrated channels
Inputs
Outputs
• Value-based• Loyalty goals• Optimised customer
experience
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What are the drivers for change?
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What are the change drivers?
Brand Values Service Differentiation
Employee Empowerment
Customer Advocacy CEM measures Communication
Business Benefits
Commercial In Confidence 9
Brand Values
Taking pride in the brand
Delivering a consistent customer experience
Leveraging brand equity
Spotting detractors
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VIVA –Kuwait and Bahrain
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Apple
Design & InnovationEase & Simplicity
Quality
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Service Differentiation
Standing out from the crowd
Technology and process architecture
Consistency across channels
Evolving propositions
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Bahrain eGA
The eGovernment Vision Provide better services to the clients
through an integrated government.
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Bahrain eGA
United NationseGovernment Readiness Index 2010
The UN have ranked Bahrain as:
Number 1 in the GCC and Middle East Number 3 in Asia Number 13 Worldwide
In e-Government Readiness Index 2010
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Employee empowerment
Cultivate the right culture
Train and coach for excellence
Develop a meaningful career path
Recognise success + coach for improvement
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iinet
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Customer Advocacy
Customer centric ethos
Work with customers in different mediums
Recognise their contribution
Measure the benefit
>500M users worldwide (25M UK)• 50% logging in every day
>75M users• 20% of the 50 million tweets per day referencing products
and brands
Serves up 1Bn videos daily
>80M users from more than 200 countries
2007= 9% 2010 = 23%
Social Network and advocacy
Time spent on social networking whilst on the internet
Customer Advocacy on Twitter
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But be aware….
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CEM Measures
Establish a framework
Determine what’s important to you
Use tools like NPS to drive improvement
Don’t measure what you can’t action
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Strength Weaknesses
• Simple• Consistent• Multi-channel• Closed loop
• Easy to get wrong• One dimensional• Limited depth
• Universal• Flexible• Easy to change• Goes broad and
deep
• Difficult to benchmark
• Lacks consistent follow up
• Limited automation
How we measure now
NPS CSAT
NPS
CSAT
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CEM drivers
Customer Preference
data
Emotional
Rational
Customer satisfaction
Operational QA and
coaching
EXTE
RNAL
INTE
RNAL
What ‘baggage’ does the customer come with?
What is their experience?
How did we do in meeting or exceeding expectations?
Pre-experience Experience The Experience Post-experience Experience
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What is the
customer thinking?
Prejudices
Expectations
Associations
The Pre-experience Experience
RationalResearch
Satisfaction4PsLoyality metrics
Subconscious & Emotional Research
Emotional Signature Experience Psychology Research EPR
Source: Customer Experience Future Trends & Insights by Shaw, Dibeehi and Walden
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Business Benefits
Measure $ benefits as well as operational
Link measures to shareholder value
Reinvest based on success
Communicate benefits widely
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CEM pays!
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Next Steps
Customer Experience Management
Think about the customer experience you want to create
Check with your customers this is making sense to them
Engage all your team to design, deliver and achieve the results
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A CEM strategy framework
Brand Values Service Differentiation
Employee Empowerment
Customer Advocacy CEM measures Communication
Business Benefits
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Communication
Identify all stakeholders
Determine what matters to them
Select which channels they use
Communicate little and often
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Communication: its about what’s not said as well as what’s said
• There is a video in this slide