7 fundementals of a success ce program final

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Discover the 7 fundamentals of a successful Customer Experience program and how to go about implementing these.

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<p>Slide 1</p> <p>The 7 Fundamentals of a </p> <p>Successful Customer </p> <p>Experience Program </p> <p>Beyond Philosophy </p> <p>Speaker Panel </p> <p>: </p> <p>Colin Shaw, Founder &amp; CEO </p> <p>Zhecho Dobrev, Consultant </p> <p>www.beyondphilosophy.com 1 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>www.beyondphilosophy.com 2 </p> <p>1. Viewer Window 2. Control Panel </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved </p> <p>3 </p> <p>Who are Beyond Philosophy? </p> <p>We work in many countries </p> <p>across several continents Customer Experience is all </p> <p>we do! </p> <p>We are pioneers in the </p> <p>Customer Experience </p> <p>space. </p> <p>Thought leadership is our </p> <p>differentiator. We have literally written </p> <p>the books on Customer Experience. </p> <p>Evidence based consulting - </p> <p>we look for what really drives </p> <p>business value </p> <p>We maintain links with </p> <p>academia to keep us aligned </p> <p>with the latest breakthroughs </p> <p>We put emphasis on the </p> <p>emotional side of customer </p> <p>experience </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved www.beyondphilosophy.com </p> <p>Some of our clients </p> <p>4 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>www.beyondphilosophy.com </p> <p>Bloomberg confirmation </p> <p>www.beyondphilosophy.com 5 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Increase in Net promoter Score: As a result of its customer experience efforts, NPS has improved from -10 to +30 </p> <p>Increases shipping volume. Maersk correlated a 4 point increase in Net Promoter Scores with a 1% increase in </p> <p>additional volume shipped by customers. </p> <p>Training improves Net Promoter Scores in local regions. </p> <p>Maersk gave regional divisions the option of putting regional customer experience councils in place. The 55 regions that have </p> <p>set up local councils also received a three-day training course in </p> <p>customer experience improvement methods. The firm then did a </p> <p>study comparing regions with and without a council. The result: </p> <p>participating local offices score 10 points higher on their NPS </p> <p>than those offices that opted out. </p> <p>6 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>www.beyondphilosophy.com </p> <p>7 </p> <p>Seven fundamentals of a successful Customer Experience </p> <p>program </p> <p>Identify what drives &amp; destroys value in your experience </p> <p>Plan to engage the senior execs and employees </p> <p>Define the Customer Experience you are trying to deliver </p> <p>Embrace Customer emotions and experience psychology </p> <p>Design a deliberate Customer Experience </p> <p>Establishing effective governance </p> <p>Implement new measures &amp; remunerate against them </p> <p>2. </p> <p>3. </p> <p>1. </p> <p>4. </p> <p>5. </p> <p>6. </p> <p>7. </p> <p>www.beyondphilosophy.com Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Customer </p> <p>Centric </p> <p>Best Practice: </p> <p>40 percentage points increase in Net Promoter Score </p> <p>www.beyondphilosophy.com 8 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>9 </p> <p>Seven fundamentals of a successful Customer Experience </p> <p>program </p> <p>Identify what drives &amp; destroys value in your experience </p> <p>Plan to engage the senior execs and employees </p> <p>Define the Customer Experience you are trying to deliver </p> <p>Embrace Customer emotions and experience psychology </p> <p>Design a deliberate Customer Experience </p> <p>Establishing effective governance </p> <p>Implement new measures &amp; remunerate against them </p> <p>2. </p> <p>3. </p> <p>1. </p> <p>4. </p> <p>5. </p> <p>6. </p> <p>7. </p> <p>www.beyondphilosophy.com Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Customer </p> <p>Centric </p> <p>Senior management engagement </p> <p>Realise that they dont know what they are talking about! </p> <p>Be opportunistic </p> <p>You need to gain their respect - </p> <p>Dont be a yes person. </p> <p>Be enthusiastic! </p> <p>Show me the money! </p> <p>www.beyondphilosophy.com 10 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Investing in Customer Experience pays off dividends Literally! </p> <p>www.beyondphilosophy.com 11 </p> <p>Source: http://cfigroup.com/downloads/Customer_Satisfaction_and_Stock_Returns_CFI_Group.pdf </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved </p> <p>C-level Executives Need to Embrace the Customer </p> <p>Experience </p> <p>Investors hate risk </p> <p> strong customer retention = less risk </p> <p>Good CE generates superior </p> <p>returns </p> <p> Customer satisfaction is critical for repeat business </p> <p> Repeat business is usually very profitable </p> <p> as long as their loyalty comes from their satisfaction </p> <p>and not because prices are low </p> <p>www.beyondphilosophy.com 12 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Employee engagement </p> <p>Communications </p> <p>Training </p> <p>Customer Experience team </p> <p>Engagement in experience </p> <p>design </p> <p>Ideation </p> <p>www.beyondphilosophy.com 13 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>14 </p> <p>Seven fundamentals of a successful Customer Experience </p> <p>program </p> <p>Identify what drives &amp; destroys value in your experience </p> <p>Plan to engage the senior execs and employees </p> <p>Define the Customer Experience you are trying to deliver </p> <p>Embrace Customer emotions and experience psychology </p> <p>Design a deliberate Customer Experience </p> <p>Establishing effective governance </p> <p>Implement new measures &amp; remunerate against them </p> <p>2. </p> <p>3. </p> <p>1. </p> <p>4. </p> <p>5. </p> <p>6. </p> <p>7. </p> <p>www.beyondphilosophy.com Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Customer </p> <p>Centric </p> <p>Human being are made up in a certain way </p> <p>Experience Psychology </p> <p>We see things and things are </p> <p>done to us: </p> <p>Conscious &amp; subconscious </p> <p>We feel things </p> <p>Emotions </p> <p>We act: </p> <p>Can be seen as rational behaviour </p> <p>15 </p> <p>Experience Psychology Nature: The need to feel safe </p> <p> Maslow and Insurance Nurture: You should </p> <p>have insurance </p> <p>Conscious: Recommends </p> <p>options for me to keep the </p> <p>cost of my product plan </p> <p>within my budget </p> <p>Subconscious: Listens to </p> <p>me and acknowledges my </p> <p>concerns </p> <p>Emotional Profile Customers do things Customers complain as </p> <p>they cant understand why they have brought </p> <p>one product but you treat </p> <p>as 5 separate products </p> <p> Recommend you to others </p> <p> Put phone down when waiting for you to answer </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved www.beyondphilosophy.com </p> <p>A Customer Experience is made up of all these </p> <p>aspects </p> <p>Experience </p> <p>Rational </p> <p>Experience Psychology </p> <p>Emotional </p> <p>Conscious </p> <p>Sub </p> <p>conscious </p> <p>16 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>www.beyondphilosophy.com </p> <p>Most organization are one dimensional </p> <p>Experience </p> <p>Rational </p> <p>Experience Psychology </p> <p>Emotional </p> <p>Conscious </p> <p>Sub </p> <p>conscious </p> <p>17 </p> <p>Experience </p> <p>Rational </p> <p>Experience Psychology </p> <p>Emotional </p> <p>Conscious </p> <p>Sub </p> <p>conscious </p> <p>Most journey mapping tools just look </p> <p>at the rational experience and miss the </p> <p>underlying cause of an experience </p> <p>Beyond Philosophy looks </p> <p>at all these aspects </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved www.beyondphilosophy.com </p> <p>2 years of baseline research with London Business School ( 2005 2006) identified 20 emotions clustered into 4 hidden factors and that drive/ destroy value for business. </p> <p>www.beyondphilosophy.com 18 </p> <p>How do we know which emotions drive business </p> <p>value? </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved </p> <p>Getting a Card 1 </p> <p>Ending my Relationship Extending my Relationship </p> <p>Servicing my Account Using my Card 2 3 </p> <p>4 Having Financial Difficulty 5 6 </p> <p>Credit card company example </p> <p>19 </p> <p>20 </p> <p>Seven fundamentals of a successful Customer Experience </p> <p>program </p> <p>Identify what drives &amp; destroys value in your experience </p> <p>Plan to engage the senior execs and employees </p> <p>Define the Customer Experience you are trying to deliver </p> <p>Embrace Customer emotions and experience psychology </p> <p>Design a deliberate Customer Experience </p> <p>Establishing effective governance </p> <p>Implement new measures &amp; remunerate against them </p> <p>2. </p> <p>3. </p> <p>1. </p> <p>4. </p> <p>5. </p> <p>6. </p> <p>7. </p> <p>www.beyondphilosophy.com Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Customer </p> <p>Centric </p> <p>Organizations are obsessed with fixing the basics </p> <p>www.beyondphilosophy.com 21 </p> <p>Simplicity </p> <p>67% </p> <p>Friendliness Delight/Wow Positive </p> <p>Emotions </p> <p>33% </p> <p>Total Quality Efficiency </p> <p>8% 8% </p> <p>Fixing the Basics </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved </p> <p>27% </p> <p>8% </p> <p>Source: Beyond Philosophy </p> <p>original research Seven key ingredients for a successful </p> <p>Customer Experience program </p> <p>in Telecoms, 2012 </p> <p>Question: Which of the </p> <p>following elements describe </p> <p>best the CE you are trying to </p> <p>deliver? </p> <p>22 </p> <p>Priority Order of the Attributes (Combined desirability and current value) </p> <p>To</p> <p>p T</p> <p>en </p> <p>Relative Magnitude 0 + - </p> <p>Desired by Customer Effect on Value </p> <p>www.beyondphilosophy.com 23 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>24 </p> <p>Seven fundamentals of a successful Customer Experience </p> <p>program </p> <p>Identify what drives &amp; destroys value in your experience </p> <p>Plan to engage the senior execs and employees </p> <p>Define the Customer Experience you are trying to deliver </p> <p>Embrace Customer emotions and experience psychology </p> <p>Design a deliberate Customer Experience </p> <p>Establishing effective governance </p> <p>Implement new measures &amp; remunerate against them </p> <p>2. </p> <p>3. </p> <p>1. </p> <p>4. </p> <p>5. </p> <p>6. </p> <p>7. </p> <p>www.beyondphilosophy.com Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Customer </p> <p>Centric </p> <p>Yet, are businesses operationalizing emotions? </p> <p>www.beyondphilosophy.com 25 </p> <p>Yes </p> <p>Do you use customer journey </p> <p>maps within your company? </p> <p>15% </p> <p>85% </p> <p>No Yes No </p> <p>70% </p> <p>Have you defined what emotions </p> <p>to evoke at certain customer </p> <p>touch points? </p> <p>30% </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved </p> <p>Negative Emotion Points </p> <p>www.beyondphilosophy.com 26 </p> <p>Cognitive </p> <p>Dissonance </p> <p>Peak End </p> <p>Rule </p> <p>Prospect </p> <p>Theory </p> <p>Cognitive </p> <p>Dissonance </p> <p>Getting the card </p> <p>Recommended by a </p> <p>friend/ direct mail </p> <p>Evaluation of offer </p> <p>Web search Conversation with the </p> <p>agent </p> <p>Still </p> <p>interested? </p> <p>Yes </p> <p>Receipt of call / </p> <p>e-mail </p> <p>confirmation </p> <p>Awareness </p> <p>No Did you </p> <p>miss it? </p> <p>Getting the card </p> <p>Cross sold by an agent </p> <p>Application Wait for confirmation Exit </p> <p>Receipt of </p> <p>Welcome pack </p> <p>Fill in enrollment forms </p> <p>or call Company </p> <p>PP Benefit 2 Partners </p> <p>Direct Debit </p> <p>Do you need </p> <p>your DD and </p> <p>supp cards </p> <p>transferred? </p> <p>Are you </p> <p>aware of the </p> <p>waiting time? </p> <p>Are you </p> <p>just about </p> <p>to ? </p> <p>Yes </p> <p>No </p> <p>Chase: </p> <p> Benefit 1 Benefit 2 </p> <p>Yes </p> <p>Wait </p> <p>No </p> <p>Receive </p> <p>Benefit 1 &amp; </p> <p>Benefit 2 Cards </p> <p>Receive </p> <p>Statement </p> <p>Is it all clear </p> <p>to you i.e. </p> <p>DD set up </p> <p>etc? </p> <p>Call to book / </p> <p>tickets Yes </p> <p>No </p> <p>Call to chase the </p> <p>DD </p> <p>Receive DD </p> <p>cancellation </p> <p>letter </p> <p>2nd call to chase </p> <p>the DD </p> <p>Call to authorise </p> <p>someone to act </p> <p>on my behalf </p> <p>Download 3rd </p> <p>party </p> <p>authorisation </p> <p>form online </p> <p>PA to call to </p> <p>book on CMs behalf </p> <p>2nd call to </p> <p>authorise </p> <p>someone to act </p> <p>on my behalf </p> <p>Apply for a </p> <p>supplementary </p> <p>card online </p> <p>Wait 10 days for </p> <p>a response from </p> <p>XXX via the </p> <p>post </p> <p>Call XXX to check </p> <p>status of Benefit 1 </p> <p>card </p> <p>Call Benefit 1 to </p> <p>check status of card </p> <p>Call Benefit 1 to ask </p> <p>about membership </p> <p>number </p> <p>2nd Call to XXX to </p> <p>check status of PP </p> <p>card </p> <p>Yes </p> <p>No </p> <p>Fill in &amp; Acct </p> <p>Disclosure &amp; </p> <p>Authorisation </p> <p>form </p> <p>Send signed </p> <p>form via post or </p> <p>fax </p> <p>Yes </p> <p>No </p> <p>Receipt of </p> <p>Supp card </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved </p> <p>27 </p> <p>Seven fundamentals of a successful Customer Experience </p> <p>program </p> <p>Identify what drives &amp; destroys value in your experience </p> <p>Plan to engage the senior execs and employees </p> <p>Define the Customer Experience you are trying to deliver </p> <p>Embrace Customer emotions and experience psychology </p> <p>Design a deliberate Customer Experience </p> <p>Establishing effective governance </p> <p>Implement new measures &amp; remunerate against them </p> <p>2. </p> <p>3. </p> <p>1. </p> <p>4. </p> <p>5. </p> <p>6. </p> <p>7. </p> <p>www.beyondphilosophy.com Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Customer </p> <p>Centric </p> <p>Who owns the Customer Experience? </p> <p>www.beyondphilosophy.com 28 </p> <p>CEO </p> <p>(President) </p> <p>Marketing Operations Customer Service Sales Independent Cross-</p> <p>Functional CE Unit </p> <p>Customer </p> <p>Experience Customer </p> <p>Experience </p> <p>Customer </p> <p>Experience </p> <p>Customer </p> <p>Experience </p> <p>Majority 2nd option Minority </p> <p>Mature </p> <p>approach </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved </p> <p>2nd option </p> <p>Five Stages of </p> <p> Organizational Customer Experience Journey </p> <p>www.beyondphilosophy.com 29 </p> <p>Responsibility </p> <p>Au</p> <p>tho</p> <p>rity</p> <p>No need for Chief Customer Officer and control over departments </p> <p>Beyond Philosophy 2001 - 2012 </p> <p>All rights reserved </p> <p> However: Dispose of limited budget No authority to: </p> <p> affect change in other departments access budgets in other departments </p> <p> Identify Problems Findings passed up the chain for others to act </p> <p> Study Customer Expectations Analyse Cust. Feedback </p> <p> Responsible for: customer measures Prioritise initiatives Facilitate changes Consult other department </p> <p> Equal authority to any of the functional groups </p> <p> Decisions have to be signed by the CE member </p> <p> Veto rights </p> <p> CE people introduced earlier on in the process - two gate entries e.g. in the design phase and </p> <p>later on in the final testing phase </p> <p> Meet the board twice a month Appointments to talk to the CEO </p> <p> Chief Customer Officer Authority over other departments </p> <p> HR Ops </p> <p> Inputs into Operational Budgets Sets the customer measures and is </p> <p>responsible for achievement cross-functionally: </p> <p> Sets the cultural framework </p> <p>Nave Stage </p> <p>Low End Transactional Stage </p> <p>High End Transactional Stage </p> <p>Enlightened Stage </p> <p>Natural Stage </p> <p>30 </p> <p>Seven fundamentals of a successful Customer Experience </p> <p>program </p> <p>Identify what drives &amp; destroys value in your experience </p> <p>Plan to engage the senior execs and employees </p> <p>Define the Customer Experience you are trying to deliver </p> <p>Embrace Customer emotions and experience psychology </p> <p>Design a deliberate Customer Experience </p> <p>Establishing effective governance </p> <p>Implement new measures &amp; remunerate against them </p> <p>2. </p> <p>3. </p> <p>1. </p> <p>4. </p> <p>5. </p> <p>6. </p> <p>7. </p> <p>www.beyondphilosophy.com Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>Customer </p> <p>Centric </p> <p> www.beyondphilosophy.com 31 Beyond Philosophy 2001 - 2012 All rights reserved </p> <p>32 </p> <p>Seven fundamentals of a successful Customer Experience </p> <p>program </p> <p>Identify what drives &amp; destroys value in your experience </p> <p>Plan to engage the...</p>