“The Sales Performance & Productivity Summit II”

Track 415:15 – 16:00

SMS 0495/582.221 with

your question + name

Customer Experience Management (CEM) to better attract, keep & grow customers

Gerry Cools, Sales Strategy & Development Manager BelgacomSiska Bossuyt, Associate Minds&More

Tweet #9octsalessummit

ACQUIRE RETAIN

GROW

Challenging economy

Higher competitive landscape

Digital world

Accelerating changes

New and other opportunities

More demanding customers

So we have to change the way we think ....

From .... Selling the brand

To .... Managing Customer

Experience

Why focus on Customer Experience ?

Companies that are successful in creating both functional and emotional bonding hadhigher retention and cross-sell ratios

compared with those that did not.

• Retention rate compared to 30% for companies that did not

84%

• Cross-sell success compared to 16% for companies that did not

82%

Sou

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: IB

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Loya

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Ind

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Strong correlation of Customer Experience Excellence and Enterprise Success

Now, what is customer experience ....

Customer experience :

perception of the customer of

all direct and indirect interactions

with the brand

Touches upon ALL

Business processes Resources

Departments Channels

How can we create more value in our interactions with our customers ?

Customer

Service

MarketingSales

BelgacomThe way to convergence

The Belgacom Group is the Belgian provider in the field of integrated telecommunications services. With a history as the country’s incumbent operator, the Belgacom Group, through its strong brands of Belgacom, Proximus, Telindus , Scarlet and Skynet, has developed a complete range of offers and solutions.

Telephony, data exchange, interactive content, practical services, entertainment, ICT solutions, data transmission capacity – the Belgacom Group offers a complete quadruple-play solution, based on fixed and mobile telephony, the Internet, and television. It is committed to meeting the demands of its business and residential customers, and innovates in order to anticipate their future needs, drawing from the latest technological developments.With a view to closing the digital gap, the Group is also devoted to the development of e-services and to providing a comprehensive range of innovative applications.

BelgacomOur environment is changing rapidly

Challenging economy

Higher competitive landscape - North vs South – Brand Preference

Digital world -Convergence

Accelerating changes – Telecom Law

New and other opportunities - New products & Services

More demanding customers

BelgacomOur environment is changing rapidly

Also Belgacom has to change ....

From .... Selling the brand

To .... Managing Customer

Experience

Even with differentiated brand preference

Positioning of Customer CareCustomer Segmentation & channels

ResidentialCustomers

Low BusCustomers

SMB Accounts

Large Accounts

Major Accounts& Foreign Offices

STAR

Public & Healthcare Accounts

SALINDShopsCCA

SALES BY ...

ConsumerSegment

BusinessSegment

EnterpriseSegment

Positioning Customer CareActivities

Result of Belgacom

Revenue Customer satisfaction and loyalty

K/M T

• Inbound telesales • Outbound telesales • Chat – email – social media• Retention and winback• Payment and collection• Fraud detection and pursuit• Risk management• Lead generation of other sales

channels• Billing• Order processing

• Availability and accessibility• Information about products and services• Complaints prevention and processing• Regularizations and credit notes• After-sales support for the use and billing of

products and services• Administrative account management• Order follow-up and feedback• Optimization of use of processes and systems

Customer Care

M/L T

Belgacom Customer Care gives Belgacom a real competitive edge, by offering customers a best-in-class service. Customers can contact Customer Care through any non-physical means of communication, for any pre-sales, sales or post-sales need. They receive customer care that is tailored to their needs, from a suitable team of experts. Customer satisfaction with this service helps Belgacom retain or winback its customers.

Pre-sales info

Order&

Sell

Usage info

Bill&

collect

ManageAdmin

HandleCom-plaint

Cancel

Positioning Customer CarePresent through the customer journey

ACQUIRE RETAINGROW

Positioning Customer CareTowards cross channel strategy between different channels

Full convergence

Pre sales

Information

Sales

Stand alone

CONTROLLED

Post Sales

Servicing

TO

E channel

Full convergence

Sales Post Sales

Servicing

Stand alone

CCA

IND

DIR

Mobile driven

Fix driven

Fix driven

Pre sales

Information

FROM

E channel

solu

tio

n c

om

ple

xity

solu

tio

n c

om

ple

xity

CCA

UNCONTROLLED

Positioning Customer CareCross channel strategy intra Customer Care

Positioning Customer CareFocus - Customer experience extended

• Support Multi-play cross-selling

Better targeting of customer base

• Improve Loyalty and reduce Churn

Offer better service to high value customers

• Maximize Customer Value Extraction

Offer targeted additional services

RevenuesCustomerCare

Customers

EmployeesOutsourcing partners

Cost

Customer CareFocus

Sales=

Care

Answer to actual and future needs

Customer CareSales

Customer Care is a successful part of multichannel sales

– More X- and upselling than taking orders

– Inbound – outbound – mail – chat - application

– Every call is a sales & retention opportunity

Bridging from problem solving to solution selling is appreciated by customers

if yes, were you:

2% 2%

16%

31%

12%

1% 2%

38%

11%

39%

32%

15%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

totally

unsatisfied

unsatisfied neutral satisfied v ery

satisfied

no answer

FR

NL

Customer CareSales

– Introducing “sales” as an objective is easy

– Maintaining service focus on individual basis is less

– Balance objectives and coaching indicators

Individual operator objectives (impact on variable pay)

Sales (new business)

Retention (protecting business)

Customer contact satisfaction

Knowledge tests

Individual in €

Individual from IVR surveys

Objectives – steering operators

Individual

Customer CareSales – steering of internal agents – commercial career

Customer CareSales – Steering of external partners

Basis principle : internal = external

• Same KPI internal & external• Steering of partners ( ex. IPG) through bonus / malus• Steering of individual agents : partners responsibility

• Transition from non-sales towards sales • Training & coaching• Gradual building up• Support

• Support tools are key for consistent & integrated cross-channel approach

– no scripting , targeting based on customer situation

– translate macro-knowledge to individual transaction

– 360° view

• History

• Interactions

• Proposal management

• Follow up by mail

Customer CareSales – steering of agents

Always focus on Hit- and conversion rateUse the valuable contacts

1 Lead generation web – repair – cross channel - outbound

2Proposal management :Steer the agents – profile based – recent events

3Automate call handlingDynamic IVR – automated recall(info – order intake- sales)

4Differentiate :•Customers•Type of calls

Leads

Proposalmgnt

IVR

Differentiate

Customer CareSales

Sales & Care=

Customer Satisfaction

Customer CareCustomer experience & satisfaction

Keep focus on Customer Satisfaction

1Customers want good care and customers like sales

2

Proposal management :Adapted to the customer needsTailormade: profile & events

3Customers like dynamic IVR:Efficient – easy – fit (profile & recent events)

4 Differentiate :•Know your customers•Adapt to them

Sales & care

Proposalmgnt

IVR

Differentiate

Customer CareCustomer experience & satisfaction

Contact Centres=

It’s all about PEOPLE

Customer CareEmployees

Our people remain the centre of our business

1Even “sales” people need training & coaching :skills & profileKey factor for success

2Function = commercial careerIncentivesDifferentiate : career path

3It’s a change of mind : Sales = CareMost difficult element of change

4 Tools to make it easySales oriented organisation

Training& coaching

CommercialCarreer

Mindset

support

Customer CareEmployees

RevenuesCustomer

Care

Employees

Cost

Customers

It’s a change of mind for the whole organisation

To be successful : All aspects have to be addressed

Customer CareConclusion

Always focus on cost reduction & efficiency

Avoid reason

for contact

Offer alternative way

of contacting

Avoid intervention of operator

on call

Increaseefficiency and

quality ofhandling

Avoid reason

for contact

Offer alternative way

of contacting

Avoid intervention of operator

on call

Increaseefficiency and

quality ofhandling

1

Product and policy decisionsCall reduction as side effect of overall benefit(ex. Prod. Simplification)

2

Develop and push alternative self service possibilities(Web – Web applications)

3

4Operational excellence(FTR – AHT – Coaching)

Automate call handlingDynamic IVR(complaint handling – info – order intake- sales –request handling)

Customer CareCost reduction / control

Ready to support you in

your Customer Experience Journey ....

Some give aways ....

Do :

• Audit to find out what’s being done already

• Coordinate a community of CX practitioners

• Use a CX framework and maturity model

Don’t do :

• Assume that customer experience is something soft, trivial, immeasurable

• Or treat is as another name for customer service

• Hope it will go away if ignored

Redo :

• Map all customer touch-points and processes

• Ask customers which they care about most and systematically set about fixing them

Undo :

• Reliance on an annual customer satisfaction survey as the only voice of the customer

Sou

rce

: Gar

ter

©

Thank you !

“Nobody knows about how much you know or have,

until they know you care .... “

(Theodore Roosevelt)

Appendix

So we have to change the way we think ....

From .... Selling the brand

To .... Managing Customer

Experience

Changing

reality

Identity Customer

Expectations

Measure customer

lifetime value

Manage customer

information as a strategic

asset

Align strategy with brand &

customer values

Manage customer

experience

Integate accross the channcels

How mature is YOUR company ?

• Limited understanding

of CE, mindset change

not addressed

• No CE driven vision

and mission defined

• Objectives and related

people strategy linked

with CE

• Isolated activities (e.g.

trainings for front line)

• More comprehensive

mind-set change

program started

comprising all functions

• CE accepted as key

design and behavioral

parameters

• CE trainings started,

gaining adoption

• CEM truly lived values

and behaviors

• Continual CEM training

programs

• CEM culture

• No differentiation of CE

strategy across

segments or types of

customers

• Rough differentiation

started, mainly by value

or size to company

• Differentiation for

certain customer types

• Differentiation initiatives

expanded driven by

customer needs

• Segments taking form

and experience differs

• Detailed differentiation

according to segment

specific preferences,

value and economic

drivers

• Personalized based on

individual demands

including value and

economic drivers

• No specific KPIS for CEM in place

• Adhoc research• Focus on traditional

channel related KPIs

• Scorecard and KPIs for CEM is defined

• Select pilot of KPIs• Implementation is

pending

• Approved KPI system or mechanisms implemented

• Measures derived centrally and used

• KPI scheme fully adapted • Wider organization acting

on results linked with CE hindering

• Continuous performance improvement on a centralized level

• No ownership of CE

defined

• No link with business

units

• CEM is not a central

function, is scattered

and at low levels of

responsibilities

• CEM established within

the organization

• Cooperation across

business units driven

by one driver

• Clear roles and

responsibilities

• CEM team acting

company wide

• CEM board

• Own CEM division on

board level

• Customer focused

management across all

business units

• No CE journey nor

experience defined

• Isolated and symptom

based approach to

touch points

• No CE journey, but

looking at root causes

to gaps in CE

• Looking at what

processes are in our

control

• Delivery of CE across

front end touch points

• Looking at back end

and operations and

how impact CE

• Role of 3rd parties

• Delivery of CE across

all touch points (front,

back) including third

party

• Full CE experience

comprising all touch

points along the

customer journey

including product

design

CEM KPIs

Customer

Experience

Management

CEM Roles &

Responsibilities

Organization

mindset &

adoption

Level of

personalization

Part of a structured approach

Discover Define Design Implement MesureAnalyse CEM

Maturity

Where is your company

relative to your CEM maturity?

Analyse current Customer Experience performance

Analyse current

situation and detect limitations and failures.

Recommendation for your CEM program

High level roadmap

Positioning frameworkTranslate strategic & brand positioning into unique customer experience framework/identity“What do we want the customer to think about the ORGANISATION during and after having done business?

Voice of the customerDefine customers wants and needs during complete customers lifecycle

Design Customer Journey’s and Moment’s of Truth in order to consistently deliver the defined Customer Experience

Translate Experience Framework into concrete actions at the different moments of interaction.

Design the To Be situation.

Your DNA of CeX Behavioural principles

Improvement ideas + prioritization

Implementation plan + roadmap

Build

Pilot

Improve + Roll out

Sustain

Define KPI’s

Organize measurement

Continuous improvement (PDAC)

Train & coach

Implementation plan

Road map

Pilot

Roll out

Monthly dashboard

Montly/Quarterly improvement meeting

Monthly /Quarterly sounding board in preparation of next improvement round