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European Customer Experience Data Survey Facts & Analysis

© 2014 Consero Group. Reproduction Prohibited. 8 December 2014

© 2014 Consero Group. Reproduction Prohibited.2 8 December 2014

INTRODUCTION

European Customer Experience Data Survey

The global shift to increased consumer sophistication has made the

role of the Chief Customer Experience Officer more critical than ever

to corporate success. Faced with managing the multiple touchpoints

through which a customer interacts with a corporation, the Customer

Experience Officer must balance cost and profitability with the delivery

of a high-quality service. Through the use of tools like journey mapping

and cross-channel integration programmes, and the support necessary

from their organisations, the Chief Customer Experience Officer can

provide unparalleled service to their consumers, helping to increase

brand recognition, loyalty, and overall profitability for their enterprises.

Survey Structure And Methodology

Consero’s 2014 European Customer Experience survey, developed in

partnership with Qualtrics and deployed with Qualtrics technology,

was produced in connection with an invitation-only event hosted

by Consero Group in October 2014 for Chief Customer Experience

Officers from international companies with annual revenues at or above

€500 million. The answers provide valuable insight into the challenges,

concerns, and opportunities of this group of senior legal executives.

Table Of Contents

3Budgets & Resources

4–5Customer Experience Strategy

6–8Customer Experience Operations

9Conclusion

10Consero

11Qualtrics



BUDGETS & RESOURCES

Budgets & Resources

When asked about changes to their departmental budget in the past 12

months, respondents were split almost equally with a third experiencing

either an increase, a decrease, or no change to their budget. Forty-three

percent of surveyed Chief Customer Experience Officers were fortunate

to have an increase in staff size. Despite this increase, only 53% reported

that they have the resources necessary to manage their department

effectively, with a few naming employees as the main resource they

are lacking. This signals that there remains room for improvement in

resources and in a skilled workforce that can drive the business forward.

Figure 1: How has your departmental budget changed over the last 12 months?

Increased Decreased No change

33% 30% 37%

Figure 2: How has your staff size changed over the last 12 months?

Increased Decreased No change

43% 23% 33%

Figure 3: Do you have sufficient resources to manage your department effectively?

Yes No

53% 47%


CUSTOMER EXPERIENCE STRATEGY

Customer Experience Strategy

When asked what shapes their Customer Experience (CX) strategy,

responses varied from metrics like Net Promoter Score, to insights

driven by customers, to strategy mandated by the executive team. This

demonstrates the various factors that may drive the CX design for an

organisation. The responses were grouped into three main categories that

are outlined in Figure 6.

Given the effect middle management can have on influencing customer

experience on the front lines, it is fortunate that an overwhelming 96%

of Chief Customer Experience Officers surveyed have their middle

management engaged in their CX strategy. Thirty-seven percent of Chief

Customer Officers do not use big data to improve their CX strategy. When

asked why not, a handful mentioned that they plan to incorporate big data

as a tool for strategy improvement in the coming months. Additionally, only

33% of CX Heads implement gamification as a tool.

Figure 4: Is your middle management engaged in your CX Strategy?

No 4%

Yes 96%

96% 4%

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Figure 5: Have you used big data to improve your CX Strategy?

Yes 63%

No 37%


CUSTOMER EXPERIENCE STRATEGY

Figure 7: Is gamification a part of your long-term CX Strategy?

No 67%

Yes 33%

67%33%

Figure 6: What shapes your customer experience strategy? Responses were grouped into the following key themes:

Competitor Strategy 8%

Company Strategy 38%

Customer Feedback 54%

54% 8% 38%

Customer Feedback Responses:

Competitor Strategy Responses:

Company Strategy Responses:

“Build a customer centric organisation based on feedback and customer experience standards.”

“VoC, external trends, and shifting consumer expectations.”

“Changes in customer needs and requirements.”

“...moving from Repair to Differentiate.”

“External shifts among competitors.”

“Focus on reducing dissatisfied customers and differentiation.”

“CX strategy is driven by overall business strategy and customer needs.”

“Executive team down.”

“Our CX strategy is driven by our vision.”


CUSTOMER EXPERIENCE OPERATIONS

Customer Experience Operations

Capturing the company’s voice of the customer (VOC) is crucial to

understanding what is working and what may need improvement for an

organisation’s customer experience. It is a positive sign that 81% of CX Officers

surveyed have been able to capture their company’s VOC. It is also worth

noting that 65% of the respondents who use journey mapping as a tool find it

useful in improving their customer experience.

On the other hand, only 15% of those surveyed have an accurate means to

measure the return on investment of their social media activities. This may

be an area of focus for Customer Experience Officers in the coming months,

especially given the shift to digital in the marketplace and the increasing use of

social media by consumers to interact with corporations.

When asked about the main challenges faced in their space, CX Officers

provided responses (outlined in Figure 12) that offered a few themes centered

around lack of resources, lack of buy-in from the organisation, and the

challenge of balancing costs with service. Overall, despite these challenges,

59% of respondents reported that they are satisfied with the customer

experience delivery of their organisations.

Figure 8: Have you found journey mapping to be a useful tool in improving your customer experience?

No 0%

I do not use journey mapping 35%

Yes 65%

65% 35%



Figure 9: Do you have a cross-channel integration programme in place?

No 30%Yes 70%

Yes 81%

Figure 11: Have you been able to capture your company’s voice of the customer (VOC)?

No 19%

Figure 10: Do you have an accurate means to measure ROI on your social media activities?

No 85%Yes 15%

Reasons Why Not

» “Difficulty associating social followers to individual customers in our database.”

» “Not an area of concern for our organisation.”

» “It is an outsourced activity.”



Data and Infrastructure:

Organisational Alignment: Resources and Costs:

“Tracking key metrics and showing ROI.”

“Existing legacy systems and lack of integration.”

“Align all parts of the business and make CX a shared responsibility.”

“Moving management from intellectual to practical buy-in.”

“Lack of clarity and CX vision from President and above given the parent organisation.”

“Balancing cost and service.”

“Short term—how to drive change in different areas with limited resources.”

“Tightening of budgets and changing the perception of it being a cost center to a value center.”

Figure 12: What is the main challenge you face in your customer experience role? Responses were grouped into the

following key themes:

Resources and Costs

Organisational Alignment56%

32%

Data and Infrastructure12%

Figure 13: How satisfied are you with your company’s customer experience delivery?

Moderately satisfied 18%

Dissatisfied 5%

Very Dissatisfied 9%

Satisfied 59%

Very satisfied 9%

9%59%18%5%9%


CONCLUSION

Lessons For The Industry

With the increasing sophistication of today’s consumer, and a wide

array of new and emerging technologies that shape the customer

experience, modern customer experience executives are intensely

challenged, day and day out. The Chief Customer Experience Officer

must create a strong customer-centric organisation in this environment,

talcking cost-management realities and fiercer competition than ever

from other companies. Given the proper tools and resources, today’s

Chief Customer Experience Officer can increase buy-in from all sides

within an organisation to achieve a strong customer experience

function. Over the next 12 months, these executives should continue

to focus on increasing C-Suite buy-in and leveraging big data or using

other creative strategies to give their companies an edge.


How Is Consero Different From Other Conference Companies?

Branded nearly five years ago as the anti-conference company1, Consero’s model has

been widely acclaimed as a vast improvement over the traditional model for conferences

and trade shows in several important ways.

Exclusivity, Intimacy, and Commonality. Consero puts its executives first. Unlike other

conferences, a Consero Forum brings together executives with common levels of

experience and seniority, as well as similar business challenges. This ensures optimal

networking and collaborate development of best business practices.

Original Content and Thought Leadership. Consero views its events as a means to

an end – solving business problems. Consero prides itself on generating exceptional,

original content that contributes to practical discourse, yielding impactful takeaways that

help participants to improve their own performance, as well as that of their departments

and organisations. By permitting its programmes to evolve until the Forum takes place,

Consero can integrate the most current significant developments—e.g., a late-breaking

Supreme Court decision impacting antitrust law—into the solutions that emerge from

the Forum. This focus on world-class content is an important differentiator for Consero.

What Problems Does Consero Solve?

Today’s senior executives are busier than ever and inundated with information, too little

of which addresses their specific current needs. Consero brings together those senior

executives so that they can learn from one another in an efficient, exclusive format, and

build relationships that facilitate ongoing post-Forum dialogue. One of the primary

components of a Consero Forum’s substantive programme is its KnowledgeBridges™,

10- to 15-person roundtable discussions on specific topics of interest that relate

to common business challenges. During these highly interactive discussions, each

moderated by an industry expert, executives share ideas and address particularly

difficult problems with their counterparts in the room. There is no substitute for this kind

of professional learning.

In addition to superior educational opportunities, Consero Forums expose senior

executives to participant-requested and Consero-vetted industry solution providers

that offer innovative enterprise solutions to business issues identified by the executives

themselves. Consero’s highly selective criteria for solution providers and insistence that

those companies send their own executives (not salespeople) ensures that Consero

executives are constantly educating themselves about world-class solutions that can

improve their business.

1 Gonsalves, Antone. “Consero Takes Aim at Bored C-Suiters with Its ‘Anti-Conferences.’” Bloomberg. Jan. 28, 2011. <www.bloomberg.com/news/2011-01-28/consero-takes-aim-at-bored-c-suiters-with-its-anti-conferences-.html> Jan. 28, 2011.


Qualtrics is a rapidly growing SaaS company and the provider of the world’s

leading insight platform. 6,600 enterprises worldwide, including half of the

Fortune 100 and 99 of the top 100 business schools, rely on Qualtrics technology.

Our solutions make it fast and easy to capture customer, market, and employee

insights in one place. These insights help our clients make informed, data-

driven business decisions. Global enterprises, academic institutions, and

government agencies use Qualtrics to collect, communicate, and act on voice

of the customer, customer satisfaction, brand, market, product, and employee

feedback. To learn more and for a free account, please visit www.qualtrics.com.

Qualtrics Vocalize

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insights, and dynamic case management capabilities to take action in real-time.

Multi-channel Data Collection, Flexible Dashboards and

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Qualtrics Vocalize gives you:

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Now you can:

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Call: +44 20 3695 3680

Visit: qualtrics.com

Opportunities To Participate at Future Consero Forums may be available on a limited basis. Please contact our team for additional information.

Consero Group

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