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Companies that are successful in creating both functional and emotional bonding hadhigher retention and cross-sell ratios
compared with those that did not.
• Retention rate compared to 30% for companies that did not
84%
• Cross-sell success compared to 16% for companies that did not
82%
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Strong correlation of Customer Experience Excellence and Enterprise Success
Now, what is customer experience ....
Customer experience :
perception of the customer of
all direct and indirect interactions
with the brand
Touches upon ALL
Business processes Resources
Departments Channels
How can we create more value in our interactions with our customers ?
Customer
Service
MarketingSales
BelgacomThe way to convergence
The Belgacom Group is the Belgian provider in the field of integrated telecommunications services. With a history as the country’s incumbent operator, the Belgacom Group, through its strong brands of Belgacom, Proximus, Telindus , Scarlet and Skynet, has developed a complete range of offers and solutions.
Telephony, data exchange, interactive content, practical services, entertainment, ICT solutions, data transmission capacity – the Belgacom Group offers a complete quadruple-play solution, based on fixed and mobile telephony, the Internet, and television. It is committed to meeting the demands of its business and residential customers, and innovates in order to anticipate their future needs, drawing from the latest technological developments.With a view to closing the digital gap, the Group is also devoted to the development of e-services and to providing a comprehensive range of innovative applications.
BelgacomOur environment is changing rapidly
Challenging economy
Higher competitive landscape - North vs South – Brand Preference
Digital world -Convergence
Accelerating changes – Telecom Law
New and other opportunities - New products & Services
More demanding customers
BelgacomOur environment is changing rapidly
Also Belgacom has to change ....
From .... Selling the brand
To .... Managing Customer
Experience
Even with differentiated brand preference
Positioning of Customer CareCustomer Segmentation & channels
ResidentialCustomers
Low BusCustomers
SMB Accounts
Large Accounts
Major Accounts& Foreign Offices
STAR
Public & Healthcare Accounts
SALINDShopsCCA
SALES BY ...
ConsumerSegment
BusinessSegment
EnterpriseSegment
Positioning Customer CareActivities
Result of Belgacom
Revenue Customer satisfaction and loyalty
K/M T
• Inbound telesales • Outbound telesales • Chat – email – social media• Retention and winback• Payment and collection• Fraud detection and pursuit• Risk management• Lead generation of other sales
channels• Billing• Order processing
• Availability and accessibility• Information about products and services• Complaints prevention and processing• Regularizations and credit notes• After-sales support for the use and billing of
products and services• Administrative account management• Order follow-up and feedback• Optimization of use of processes and systems
Customer Care
M/L T
Belgacom Customer Care gives Belgacom a real competitive edge, by offering customers a best-in-class service. Customers can contact Customer Care through any non-physical means of communication, for any pre-sales, sales or post-sales need. They receive customer care that is tailored to their needs, from a suitable team of experts. Customer satisfaction with this service helps Belgacom retain or winback its customers.
Pre-sales info
Order&
Sell
Usage info
Bill&
collect
ManageAdmin
HandleCom-plaint
Cancel
Positioning Customer CarePresent through the customer journey
ACQUIRE RETAINGROW
Positioning Customer CareTowards cross channel strategy between different channels
Full convergence
Pre sales
Information
Sales
Stand alone
CONTROLLED
Post Sales
Servicing
TO
E channel
Full convergence
Sales Post Sales
Servicing
Stand alone
CCA
IND
DIR
Mobile driven
Fix driven
Fix driven
Pre sales
Information
FROM
E channel
solu
tio
n c
om
ple
xity
solu
tio
n c
om
ple
xity
CCA
UNCONTROLLED
Positioning Customer CareCross channel strategy intra Customer Care
• Continuous performance improvement on a centralized level
• No ownership of CE
defined
• No link with business
units
• CEM is not a central
function, is scattered
and at low levels of
responsibilities
• CEM established within
the organization
• Cooperation across
business units driven
by one driver
• Clear roles and
responsibilities
• CEM team acting
company wide
• CEM board
• Own CEM division on
board level
• Customer focused
management across all
business units
• No CE journey nor
experience defined
• Isolated and symptom
based approach to
touch points
• No CE journey, but
looking at root causes
to gaps in CE
• Looking at what
processes are in our
control
• Delivery of CE across
front end touch points
• Looking at back end
and operations and
how impact CE
• Role of 3rd parties
• Delivery of CE across
all touch points (front,
back) including third
party
• Full CE experience
comprising all touch
points along the
customer journey
including product
design
CEM KPIs
Customer
Experience
Management
CEM Roles &
Responsibilities
Organization
mindset &
adoption
Level of
personalization
Part of a structured approach
Discover Define Design Implement MesureAnalyse CEM
Maturity
Where is your company
relative to your CEM maturity?
Analyse current Customer Experience performance
Analyse current
situation and detect limitations and failures.
Recommendation for your CEM program
High level roadmap
Positioning frameworkTranslate strategic & brand positioning into unique customer experience framework/identity“What do we want the customer to think about the ORGANISATION during and after having done business?
Voice of the customerDefine customers wants and needs during complete customers lifecycle
Design Customer Journey’s and Moment’s of Truth in order to consistently deliver the defined Customer Experience
Translate Experience Framework into concrete actions at the different moments of interaction.
Design the To Be situation.
Your DNA of CeX Behavioural principles
Improvement ideas + prioritization
Implementation plan + roadmap
Build
Pilot
Improve + Roll out
Sustain
Define KPI’s
Organize measurement
Continuous improvement (PDAC)
Train & coach
Implementation plan
Road map
Pilot
Roll out
Monthly dashboard
Montly/Quarterly improvement meeting
Monthly /Quarterly sounding board in preparation of next improvement round