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Insights from:

1. How do you empower and sustain a customer focused culture?

Jeb Dasteel, SVP, Chief Customer Officer, Oracle

Assign very clear, customer success-oriented roles, responsibilities, and metrics. Show how customer engagement and success align with employee engagement and success. Provide enabling resources (people, process, and technologies) to the organization, all focused on customer success

Roger Pugsley,Director, Service Excellence Programs, Oxford Properties Group

I’ll be sharing our CX empowerment and culture best practices at the CX Strategies Summit. We have published employee empowerment guidelines supported by on-boarding, training, a series of employee dialogues, and recognition programs.

5th Customer Experience Strategies Summit April 5 - 6, 2016 | The Ritz-Carlton Toronto | www.customerexperiencecanada.com

http://www.competingforcustomers.com


Guy GordonExecutive Director, Business Transformation and Technology,PROVINCE OF MANITOBA

In my current role leading service transformation of the Government’s corporate IT shared service organization, it is critical to focus leaders and staff on listening to the “Voice of the Customer”. This is not a widely accepted or understood practice. For internal service providers it is made more complicated by the fact that one must also balance the need to balance the role of corporate stewardship. Further having a professional expert perspective tends to limit openness to the “voice of the customer” as “experts” and “professionals” are expected to have all the right answers. Engaging leadership in a direct and honest conversation about the need for customer service culture is critical. As in any organizational change management process it begins with awareness. Here data and evidence can be extremely helpful. Fortunately there are numerous scorecards or metrics that can be used to gage the strength of customer service culture. Equally effective is to discuss actual pain points – What do customers complain about? What keeps the boss awake at night? A discussion amongst leaders in the organization at all levels in the organization exposes common service delivery and service maturity issues. The next step is to get the organization to come to recognize that its stakeholders (i.e. central government, departments, clients, citizens’ and taxpayers) expect that it operates as a professional modern and mature service delivery organization. And as such it is the clear responsibility of leadership to build, sustain and grow a customer focused culture.



Eric EsguerraDirector, Customer Service and OperationsMiele Limited

Our unique consumer experience model allows Miele to completely own the consumers complete lifecycle and all their events from beginning to end. With this is mind, in order to ensure we not only comprehend the journey, I ensure that all my employees experience each and every consumer touchpoint we have to offer our customers. From point of sale experience, to logistics, customer care and service, they know, understand and are immersed in the culture.

Yves Desjardins-Siciliano,President and Chief Executive Officer,VIA RAIL

In order to foster a customer focused culture, customer-centricity needs to become part of the corporation’s DNA, and decisions must be based on customer needs. The message of putting the customer first should start at the top, with leaders who are accessible, open and transparent to employees and passengers alike. Our CEO is accessible via social media, through his Twitter account, and he also makes himself available to meet with passengers every time he takes the train. In doing so, he demonstrates that when management puts the customer first, the corporation will follow.

As well, we encourage input and ideas from employees about improving customer service. One of the most important ways we gather suggestions and ideas is through the CEO’s cross-country employee listening tours, which he embarks on every 10 weeks. Furthermore, we employ and encourage people capable of divergent thinking, and reward their efforts. Finally, in cases where the ideas are viable, we follow through and implement them.



Mitzi GaskinsVP Luxury Brand Management & Guest ExperienceTHE RITZ-CARLTON/ MARRIOTT

The Ritz-Carlton service culture is codified in our Gold Standards, which include our Credo, Motto, Three Steps of Service, Employee Promise and Service Values. The Credo explains that the “genuine care and comfort of our guests is our highest mission” and sets the expectation that we fulfill “even the unexpressed wishes and needs of our guests.” Our Motto, “We are Ladies and Gentlemen serving Ladies and Gentlemen,” conveys the mutual respect between our employees and guests. The Service Values operationalize the daily actions of our team. The Employee Promise reinforces our belief that our Ladies and Gentlemen are the most important resource in providing excellent service to our guests and defines our commitment to a positive work environment, including developing each individual to their full potential.

The Gold Standards inform all of our talent practices for the brand, globally. They drive our interview process and help us select Ladies and Gentlemen who are most likely to succeed in delivering against our customer service expectations. Every employee’s first two days of work include an extensive two-day orientation, led by the hotel’s senior leadership team, focused on the Gold Standards. Every day at the beginning of each shift, at every property, we discuss one element of the Gold Standards through our daily Line-Up meeting. We emphasize that each individual is empowered to delight a guest or resolve a problem, on the spot, even if the resolution requires spending money. We treasure story-telling in our culture; guest service “Wow Stories” are shared often and publicly. Lastly, we recognize our Ladies and Gentlemen via our Gold Standards Award and celebrate individuals who can serve as role models for others.



Arthur Borkwood Head – Customer Development Strategy & Customer ExperienceToronto Transit Commission

Empowering a customer focused culture comes primarily from introducing an evidence-based approach that allows the ‘voice of the customer’ to be heard. The strength of insights drawn from excellent customer research, consolidated customer feedback and first hand customer interactions from the frontline cannot be underestimated. Drawing together these data sources, analysing them, identifying the key areas requiring improvement and then communicating this in a way that the business is able to not only understand, but be motivated to act upon, is a significant challenge. Doing this successfully, however, is critical, both to the delivery of customer-centric changes and in sustaining the customer focused culture it engenders.


2. What does CX excellence mean to you? How can you leverage it to drive brand loyalty and profitability?


Concentrate all efforts on customer success delivery: listen to your customers; systematically engage your customers; put programs in place to ensure they realize business outcomes. Customers will be loyal if you continuously demonstrate to them that you are singularly focused on their success, as measured by their business outcomes.

Roger Pugsley,Director, Service Excellence Programs, Oxford Properties Group

CX excellence is our key competitive advantage and driver of loyalty and profitability in a world of product commoditization. CX excellence is achieved when we deliver exceptionally well against our published brand/customer promise we call The Oxford Commitment: I encourage other CX practitioners to develop a brand promise that is unique and consistent with the core values of the organization. In other words, there has to be real organizational commitment behind the promise. During the CX Strategies Summit, I’ll be sharing proof that our CX efforts are paying off in terms of higher employee engagement and financial results.

5th Customer Experience Strategies SummitApril 5 - 6, 2016 | The Ritz-Carlton Toronto | www.customerexperiencecanada.com

http://www.oxfordproperties.com/corp/Web/customer-service.aspx

http://www.oxfordproperties.com/corp/Web/customer-service.aspx



Customer Experience excellence represents a more sophisticated and advanced approach to managing service delivery. It recognizes that it is no longer sufficient to measure and manage service delivery on the basis of broad and often outdated principles. Rather it acknowledges that insight, understanding and value are based on the actual expectations, experience, perceptions, behaviour, and outcomes of real clients. More importantly it demonstrates an appreciation by practitioners that experience affects behaviours business and, or policy outcomes in very material and quantifiable ways. In this fashion organizations can move well beyond the basic measures and systems of service management that have served us well over the last 30 years and explore actionable insights that deliver quantifiable ROI.


Customer experience excellence is paramount to any business and is the quintessential lever to operating a success business. By understanding the CX cradle to grave so to speak, you get a true picture of what works well and your businesses’ areas of opportunities. By focussing on your customers, loyalty and profits will ultimately follow. Our mission is to take it one step further where loyalty is the stepping stone to having our consumers be true brand ambassadors.



Yves Desjardins-Siciliano,President and Chief Executive Officer,VIA RAIL

Customer excellence means being the best at what we do, and making sure our passengers agree. It means being top-of-mind as the best travel option in Canada. Our biggest assets include our renowned customer service, the convenience and productive time the train offers, and the environmental benefits the train has over any other form of inter-city transport. We are also a public service, owned by the Canadian people. Our population should be proud of their train service, and proud to use it. This will drive brand loyalty and ultimately our profitability.

Mitzi GaskinsVP Luxury Brand Management & Guest ExperienceTHE RITZ-CARLTON/ MARRIOTT

The Ritz-Carlton has a clear vision statement: “The Ritz-Carlton inspires life’s most meaningful journeys.” Achieving this vision requires authentic and meaningful guest interactions. For us, CX excellence is about building relationships with our guests from pre-arrival, through their time with us on property, and beyond. Our newly enhanced brand website offers a more visual invitation to explore the property and allows us to personalize the buying experience with custom options based on guests’ interests and trip purpose. Upon arrival, we talk with our guests to get to know them and their goals for their visit. We also observe and notice their preferences during their stay so that we can apply what we know about them when they return. For example, why should the guest have to tell us on each visit about their preferred pillow, newspaper or cocktail? And then, we want to leave them with a memory that they can’t wait to share with others after their visit. This attention to detail and sincere care creates an emotional connection and creates a fully engaged customer for years to come.




CX excellence means three things; a) reliability, b) consistency and c) demonstrating through visible change that we are listening to customers and in tune with their needs, both today and in readiness for their future needs. If we can deliver these things we become a service on which people can rely and an organisation in which they can trust.


3. How do you operationalize the omni-channel experience to create customer value?


Create a clear customer segmentation strategy that defines what is delivered to your customers, by which channel. Be clear about what is delivered, how it’s delivered, and how that supports each of the key customer needs - across all channels.


The organization I am currently leading is just beginning the process of implementing a set of service management tools and information tools that will allow it to optimize the use of self service. The expectation is that by using principles of CX in conjunction with a tool set (Service Now) designed to facilitate calibration of service channel offerings our organization will be able to implement and optimize the Omni-channel service strategy including optimizing the use of self service.


I believe that this subject is truly up our alley. Miele’s MCA model creates the most even playing field regarding Omni-channel opportunities as our prices are dictated by us, the company and manufacturer and our partners, websites, retail outlets sell our products all at the same price. They cannot be discounted, promotions are all the same and experience is always consistent regardless of which sales path is chosen.


3. How do you operationalize the omni-channel experience to create customer value?


The key for our organisation is consistency across all channels. This is one of our biggest challenges and therefore also a significant opportunity. Cross-organisation collaboration is key to making this a reality.


Download Brochure

LEARN MOREYou can learn more exclusive insights from the leaders in Customer Experience by attending our:

5th Annual Customer Experience Strategies SummitApril 5 - 6, 2016 | The Ritz-Carlton, Toronto

fAst tRAck yOuR succEss tO: 1. Transform Culture 2. Elevate Service Quality 3. Raise Customer Satisfaction4. Enhance Personalization5. Curate Experiences6. Optimize Omni-channel 7. Cement Loyalty


http://www.customerexperiencecanada.com/attending/download-brochure/



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