TribeCX: Customer Experience: Today's Business Benchmark

Customer Experience: Approaches, Tools & Best Prac:ces

David Hicks Execu:ve Director Tribe CX N America Naarden January 12th 2016

© TribeCX Ltd 2016

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

“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

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%

2005 Jim Bush CEO : Cost Center Focus

(c) TribeCX Ltd 2016 © TribeCX Ltd 2016

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.

End to end focus : Only works when it all works


2005 – 2015: Outperform the sector


The Emirates Journey

Just start…it’s a journey!

(c) TribeCX Ltd 2016

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

Customer Experience is now a Competence not a FuncNon





Most organizaNons have a long way to go

© TribeCX Ltd 2016

But, YOUR customers expectaNons being set by ?

So, where do successful companies start ?

•  Metrics •  Mapping •  Benchmarking

© TribeCX Ltd 2016

17


Strategy/Vision

TacNcs/Design

Ethos/Culture

Learning/Feedback


Where to start ?

•  Metrics •  Mapping •  Benchmarking


Customer Experience Measures



Customer Metrics: An “outside in” view of your organization

Measuring alone is not enough


Net Promoter Score (NPS)

Net Promoters = % promoters -‐ % detractors

2 vital ques:ons : 1. Would you

recommend?

2. Why?


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

NP

S %

Understand Func:onal NPS & Rela:onal NPS


Customer Effort Score


Fix

Standardise

Embed

Time

Cus

tom

er e

xper

ienc

e qu

ality

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

Where to start ?

•  Metrics

•  Mapping •  Benchmarking


Customer Journey Mapping Tip: CollecNvely build your map

© TribeCX Ltd 2016

Build your map: Overlay ownership

© TribeCX Ltd 2016

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


Mapping – Gets everyone on the same page

…including 3rd

par:es





It only works when it all works!


33


Strategy/Vision

TacNcs/Design

Ethos/Culture

Learning/Feedback


Where to start ?

•  Metrics



Differen:ate!

Customer Experience Benchmarking

© TribeCX Ltd 2016

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

TribeCX : 4 Dimensions of Customer Experience Capability

HOMECHOICE

AREAS DIMENSIONS

THE TRIBECX ENGAGEMENT MODEL

Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL

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.

Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth

BENCHMARK ASSESSMENT REPORT

August, 2015

Important to HomechoiceHomechoice Benchmark

100500 100500

© TribeCX Ltd 2016

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

TribeCX : Build your own baseline

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISION

DESIGNCUL

TURE

LEARN

ING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Legend

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Your Company

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Benchmark

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Important to your company

© TribeCX Ltd 2016

Customer Experience Benchmark Report www.Tribecx.com

CLIENT’S NAME

AREAS

DIMENSIONS


Define vision

Create strategyAlign organisation

VISION

D

ESIGNCU

LTURE

LEAR

NING

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.

Focus growthDesign experience

Enable changeInspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dotsIgnite growth


August, 2015

Important to Client

Client

Benchmark

100

50

0

100

50

0

40%

CLIENT’S NAME

ATTRIBUTES

Client

PERFORMANCEASSESSMENT 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

Designexperience

Enable

change

Insp

ire

min

dse

t

Rew

ard

behavi

ourEnerg

ise

Engage

and sense

Connect the dots

Ignite

growth

Defi

ne

vis

ion

Create

strategy

Align

organ

isatio

n

Never

0 13

6

Sometimes AlmostFully

Never

0 13

6

Sometimes AlmostFully

Fosters employee empathy and advocacy to get them to engage

customers in a more personal and value-driven manner

© TribeCX Ltd 2016

Where to start – What to do next ?

•  Metrics


•  Ask for papers

•  Bring your colleagues •  CX Work Session


David Hicks [email protected] +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


TribeCX: Customer Experience: Today's Business Benchmark

Presentations & Public Speaking