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Creating Exceptional Results Through

Exceptional Experiences

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ABOUT US

15 years of brand & customer transformations

200 + projects for global, leading brands

600M enhanced customer relationships

1,000,000 empowered employees around the world

Honeywell

20% highercustomer satisfaction index score within one year; 15% increase in

customer service productivity

e.ON UK – Utility CompanyMercedes-Benz European Logistics Company

Our Results

10% increasein employee engagement between 2012 and 2013; double digit sales growth

44% organic growth

within 2 years; exceeded profit target by 59% within 2 years

30 pointsincrease in net promoter score

between January 2009 and march 2011

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ABOUT US

WE’RE PRIVILEGED TO HAVE SERVED CLIENTS IN A BROAD ARRAY OF INDUSTRIES:

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WE OFFER AN END-TO-END SOLUTION FOR CX STRATEGY & EXECUTION

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WITH CHANGE BEING CONSTANT, A STRATEGIC APPROACH IS REQUIRED

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CUSTOMER EXPECTATIONS ARE RISING - FAST

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THE CUSTOMER EXPERIENCE EVOLUTION

Customer experience 2.0Customer experience 1.0

• Strategic• Holistic• CEO driven• Professional help• Business driven• Journey management• Differentiating• Branded• Organisation wide: Transformational• Impactful

• Passionate evangelism• Voice of customer programs• Generic principles• Home grown• Mid level managers• Journey mapping• “Let’s run fast”• “Its common sense”• “Its about attitude”• New role evolves: Chief Customer Officer

Discovery, trial and error, incremental, hygiene factors, sporadic activities, unsure of economics

Financially driven, disciplined, organisation-wide, clear vision for the future and success, measurable

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THERE IS VALUE IN A FOCUS ON KEY METRICS, DRIVERS & TOUCHPOINTS BUT…

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DETERMINE THE EMPHASIS BASED ON MATURITY, CAPACITY & VALUE

EXPERIENCE EXPANSION (VIA INSIGHT LED INNOVATION)

EXPERIENCE IMPROVEMENT(PAIN POINT REMOVAL, INCREMENTAL)

ORGANISATIONAL CAPABILITY DEVELOPMENT

High

High

High

High

FRONT END EXPERIENCE ENHANCEMENT

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DOES YOUR CX TRANSFORMATION ROADMAP BALANCE CAPABILITY IMPROVEMENT WITH ASPIRATIONAL EXPERIENCE ACTIVATION?

Customer Centricity Assessment

& Organisational Recommendations

Customer Experience Mapping & Target State Experience Definition

(12-18 mths)

Quantitative Research, Analysis & ROI Based

Prioritisation Modelling

Aspirational Experience Definition

(24-36 mths)

Future State Capabilities

Development

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DEFINING THE PROBLEM - GREAT INTENTIONS LITTLE ACTION

YESBUT77

7572

7885

9080

84

3337

4239

5859

4962Clearly defined vision and future state

Clear communication of the urgency

Providing training and resources to develop needed skills

A clear timeline including when results must be achieved by Communicating success metrics to all employees

Clearly defined strategy

Everyone in the organization understands what decisions he or she can make

Senior management is aligned on the strategy

From “Making Customer-Centric Strategies Take Hold,” a Harvard Business Review Analytic Services study of 315 business executives, 2015

Currently Implementing

Importance

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THE RESULT IS THAT CHANGE WHICH IS DIFFICULT BECOMES NEAR IMPOSSIBLE

From “Disruptor to Differentiator’ Change Research, HBR Analytics study of 422 business executives, 2016

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DEFINING THE PROBLEM – INADEQUATE FOCUS ON PEOPLE ASPECTS

From “Disruptor to Differentiator’ Change Research, HBR Analytics study of 422 business executives, 2016

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WHAT DO THE LEADERS IN CUSTOMER CENTRICITY DO?

1. Define who the customer is and understand their needs and motivations (across key segments)

2. Define the customer value proposition/s

3. Understand the current experience being delivered contextually (across key journeys)

4. Define the experience they want to deliver (in detail for key journeys and across channels)

5. Understand and communicate what customer centricity really means

6. Understand the value | economics of customer experience and use this to optimise investment and prioritise enhancement

7. Ask customer impact questions prior to making decisions

Based on 2 global CEM benchmark studies and more than 15 years of consultancy in 24 different countries

8. Understand that all experiences are developed and delivered by people so intentionally design the staff experience and align cultural programs

9. Gain regular and actionable customer feedback and use this to assist with prioritisation and strategic direction

10. Intentionally design new experiences (based on an understanding of customer needs and competitive offerings)

11. Manage customer experience at an enterprise level (C-level support and engagement)

12. Move the goal from mere satisfaction to the delivery of differentiated (branded) customer experiences

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THE DIFFERENCE IN IMPACT BETWEEN COMPLETION & NAILING IT IS HUGE

Define & understand customer

Define & understand CVP

Understand current experience

Comm

unicate vision & experience

Understand why customers com

e & go

Comm

unicate what customer centricity is

Understand the economics

Ask customer im

pact questions

Align performance fram

eworks

Design staff experience & culture

Gain & use actionable feedback

Design new experiencesM

anage CX at the C-level

Move from

sat to differentiation

Impact

Minimal

Moderate

Significant

Differentiated

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WHAT CAN WE LEARN FROM THE EXPERIENCE THAT OTHERS DELIVER

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CEO Address Leadership Commitment Vision (Manifesto)

The People of MazdaEvent Highlights Customer Journey Vignettes

WHAT CAN WE LEARN FROM THE EXPERIENCE THAT OTHERS DELIVER

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A FINAL THOUGHT: ARE WE INSPIRATIONAL?

https://strativity.com/customer-experience-in-search-of-courage-and-action/