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CEM and operational performance

Strategic drivers for delivering excellent customer experiences

Paul Scott

The Last Word in Service

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• Customer Experience- where have we come from?

• Where are we trying to get to?• What are the drivers for

change?• How do we get started?

The Narrative

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• 29% of organisations think they have improved Customer Experience in the last 6 months

What Suppliers say

• 5% of customers agree with this statement

Source: Beyond Philosophy CE Tracker 2011

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What customers say

• 80% of customers say suppliers’ primary focus is on managing cost

• 0.89% of customers say suppliers focus on their emotional needs

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Objective: operational excellence

Select and train agents to deliver a

service

Monitor and control contact centre

agents to deliver SLA

Measure customers satisfaction

Report operational

performance

Improve operations

Where have we come from?

• Operational focus• Lack of customer engagement• Low employee engagement• Little empowerment

• Cost control• SLA goals• Sub-optimal customer

experiences

Inputs

Outputs

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Where are we trying to get to?

• Fully engaged customer centric relationship

• Fully empowered staff• Integrated channels

Inputs

Outputs

• Value-based• Loyalty goals• Optimised customer

experience

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What are the drivers for change?

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What are the change drivers?

Brand Values Service Differentiation

Employee Empowerment

Customer Advocacy CEM measures Communication

Business Benefits

Commercial In Confidence 9

Brand Values

Taking pride in the brand

Delivering a consistent customer experience

Leveraging brand equity

Spotting detractors

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VIVA –Kuwait and Bahrain

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Apple

Design & InnovationEase & Simplicity

Quality

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Service Differentiation

Standing out from the crowd

Technology and process architecture

Consistency across channels

Evolving propositions

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Bahrain eGA

The eGovernment Vision Provide better services to the clients

through an integrated government.

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Bahrain eGA

United NationseGovernment Readiness Index 2010

The UN have ranked Bahrain as:

Number 1 in the GCC and Middle East Number 3 in Asia Number 13 Worldwide

In e-Government Readiness Index 2010

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Employee empowerment

Cultivate the right culture

Train and coach for excellence

Develop a meaningful career path

Recognise success + coach for improvement

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iinet

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Customer Advocacy

Customer centric ethos

Work with customers in different mediums

Recognise their contribution

Measure the benefit

>500M users worldwide (25M UK)• 50% logging in every day

>75M users• 20% of the 50 million tweets per day referencing products

and brands

Serves up 1Bn videos daily

>80M users from more than 200 countries

2007= 9% 2010 = 23%

Social Network and advocacy

Time spent on social networking whilst on the internet

Customer Advocacy on Twitter

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But be aware….

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CEM Measures

Establish a framework

Determine what’s important to you

Use tools like NPS to drive improvement

Don’t measure what you can’t action

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Strength Weaknesses

• Simple• Consistent• Multi-channel• Closed loop

• Easy to get wrong• One dimensional• Limited depth

• Universal• Flexible• Easy to change• Goes broad and

deep

• Difficult to benchmark

• Lacks consistent follow up

• Limited automation

How we measure now

NPS CSAT

NPS

CSAT

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CEM drivers

Customer Preference

data

Emotional

Rational

Customer satisfaction

Operational QA and

coaching

EXTE

RNAL

INTE

RNAL

What ‘baggage’ does the customer come with?

What is their experience?

How did we do in meeting or exceeding expectations?

Pre-experience Experience The Experience Post-experience Experience

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What is the

customer thinking?

Prejudices

Expectations

Associations

The Pre-experience Experience

RationalResearch

Satisfaction4PsLoyality metrics

Subconscious & Emotional Research

Emotional Signature Experience Psychology Research EPR

Source: Customer Experience Future Trends & Insights by Shaw, Dibeehi and Walden

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Business Benefits

Measure $ benefits as well as operational

Link measures to shareholder value

Reinvest based on success

Communicate benefits widely

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CEM pays!

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Next Steps

Customer Experience Management

Think about the customer experience you want to create

Check with your customers this is making sense to them

Engage all your team to design, deliver and achieve the results

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A CEM strategy framework

Brand Values Service Differentiation

Employee Empowerment

Customer Advocacy CEM measures Communication

Business Benefits

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Communication

Identify all stakeholders

Determine what matters to them

Select which channels they use

Communicate little and often

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Communication: its about what’s not said as well as what’s said

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