CUSTOMER JOURNEY ANALYTICS AND NPS PROGRAMMES

WOULDN’T IT BE GREAT TO UNDERSTAND CUSTOMER SENTIMENT DURING A CUSTOMER

JOURNEY RATHER THAN WAITING FOR A SURVEY RESULT?

IMAGINE BEING ABLE TO INTERVENE IN JOURNEYS AND CREATE A GREAT EXPERIENCE?

█ THE NEED FOR CUSTOMER JOURNEY ANALYTICS

█ GET STARTED WITH CUSTOMER JOURNEY ANALYTICS

█ MOVE TO CUSTOMER-CENTRIC METRICS

█ VISUALISE JOURNEYS

█ ENRICH AND PREDICT THE CUSTOMER EXPERIENCE

█ PERSONALISE THE CUSTOMER EXPERIENCE

█ CASE STUDY: UK QUAD-PLAY PROVIDER

█ ACHIEVE RESULTS

█ IMPROVE NPS PROGRAMMES

█ MEASURE COMMERCIAL AND CUSTOMER OUTCOMES

THE NEED FOR CUSTOMER JOURNEY ANALYTICS

It is crucial to look at the world through the customer’s eyes – that means thinking in experiencesThe Situation: Customers think in Experiences!The Complication: The Operation usually reports at the Interaction, Customer or Product level

• I got someone on the first ring• I don’t understand my bill• The apps keep crashing on my phone• I had to repeat my problem to 3 different agents

• My device wasn’t working and the help site was down all night• I’ve lost my phone and need a replacement fast!• I’m moving home and everything is hard work!• I spent so much time getting this thing fixed!

• How long the call take?• What was the chat concurrency?• What was our call volume?• What % of calls did I answer in under 40s?

What the customer says…

Interaction Metrics

• How valuable are they?• What offers are they on?• What’s their usage?• Age? Geography? Marketing Segment?

Customer Metrics

Customer Journey

The Operational

POV

TheCustomer

POV

• What % base is Single/Dual/Triple/Quad play?• What is our Digital Service penetration?

Product Metrics

Customerrecontracts

online

Customeracceptedintoservice

Customerreceives

WelcometoServicetext

CustomerwatchesmoreTV,followingSMSemphasising

content

Customersharestheirexperienceon

socialmedia

WiFi performancesuffersduetoadditional

2devices

CustomerchecksspeedofBBonappandispromptedtorun

diagnostics

DiagnosticsresultinthepurchaseofaBB

Booster

Customerrecontracts

online

CustomerreceivesSMSemphasizingthe

valueoftheirproducts/servicesvs.

competitors

GET STARTED WITH CUSTOMER JOURNEY ANALYTICS

Pull interactions across all channels Sequence over time Apply journey logic

Journey 1

Journey 2

Journey 3

MOVE TO CUSTOMER-CENTRIC METRICS

They introduce new customer-centric metrics...

Email Productivity

Escalation Rates

Email Turn Around Time

Quality Assurance

...Leading to new customer insights

AHT

Volume of calls / chats

From To

Contacts / Resolution

Contact Intensity

Customer Effort

Ave. Journey Length

Agents / Resolution

Channels / Resolution

No. interactions required to resolve journey

Frequency of interactions in a journey

Sum of effort across all interactions in a journey

Ave. Journey Length in days

No. agents required to resolve journey

No. channels required to resolve journey

We thought our First Call Resolution was 75%, but

actually only 25% interactions result in a resolution!

Some of our journey types take 6x longer than others!

20% journeys drive 50% overall effort!Some advisors add more knock-on effort than

hours worked!

Customer effort increases exponentially if there are 2+ reasons for calling!

VISUALISE JOURNEYSExecutive snapshot of commercial and experiential metrics True 360 view of customers for advisors

ENRICH AND PREDICT THE CUSTOMER EXPERIENCE

PERSONALISE THE CUSTOMER EXPERIENCE

Route customers to advisors most likely to

resolve the issue

Intervene in journeys before customer has a reason to complain / think about leaving

Know when to upsell/crossell / delight

/ recommend – or when just to get the underlying service

issue fixed!

Reduce the number of transfers/repeats

required to resolve

Intelligent routing Proactive Care Decisioning Workflow

CASE STUDY: UK QUAD-PLAY PROVIDERUsed customer journey analytics to ensure new contact centre operating model (6K advisors) delivered 10% reduction in cost-to-serve and 50% reduction in complaints

Built prototype customer journey analytics model

1

We analysed 4.5M journeys (28M interactions) from a 6 month period

• Developed an analytics model to look at end to end cross-channel customer journeys

• Introduced Average Minutes Per Resolution (AMPR) as a true reflection of Client & customer effort

Industrialised customer analytics

model

Used real customer journeys to test the Op Model design and determine its value• Tested that the proposed Op

Model would improve ownership and accountability by removing transfers and repeats

• Developed a business case and glide path for AMPR reduction for each lifecycle stage

2 Validated proposed contact centre

operating model

3 Piloted new Op Model and

measured results

4

4 weeks 2 weeks 8 weeks 6 months

Built the customer journey analytics model into the strategic EDW• Worked with client resources to

build customer journey logic into the EDW to enable operational reporting, on and offline routing and improved forecasting and planning

Introduced customer-centric KPIs and measured cost to serve and complaints reduction• Implemented advisor metrics

based on effort to resolve –highlighting net-contributors of effort within the operation

• Measured the a 10% reduction in cost-to serve and 50% reduction in complaints of the new Op Model vs. a control group

ACHIEVE RESULTS

Focused CX Improvement

Initiatives

30-50%Complaint Reduction

10-15%Reduced Cost to Serve

OptimisedChannel

costs

+10Improved

NPS

5-10%ReducedChurn

Increased engagement

10-20%IncreasedX-Sell / Up-Sell

IMPROVE NPS PROGRAMMES

Journey NPS is strongest and most actionable link to the brand and to

Relationship NPS

Interaction NPS

Journey NPS

Relationship NPS

Journey NPS = Key to Relationship NPS Knowing WHEN to survey Not ASKING what we KNOW

Using customer journey analytics allows surveys to be triggered only once we have

confidence the customer journey has been resolved – leading to true view of customer

experience

Using customer-centric metrics to avoid asking customers what we already know.

If customer effort = 100mins and journey requires 10 contacts it has NOT been ‘easy’

My problem isn’t fixed and I have a callback

scheduled tomorrow – why am I being asked how my

journey was?

Great – I’m up and working again!

MEASURE COMMERCIAL AND CUSTOMER OUTCOMES

Launch customer initiative

Build learning into future initiatives

Prioritise on biggest customer AND

commercial opportunity

Measure impact on Customer Effort and NPS

AND hear what customers have to say about initiatives