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TRANSFORM YOURAPPROACH TO

CUSTOMER EXPERIENCEIns ight f rom Canada ’s CX Exper ts

CustomerExper ienceCanada .com

https://www.customerexperiencecanada.com/

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CustomerExperienceCanada.com

With ever-increasing opportunities to engage with clients, the value of Customer Experience is at an all time high. We asked 6 of Canada’s CX leaders to share their tips to deliver next generation experiences and guarantee pro tability across the entire customer journey.

Our experts share their strategies to advance customer insight, ensure consistency across touch points and build a client-centric culture at your workplace. Continue reading to learn fromtheir experiences.


@CXToronto Digital Customer Experience Community

Chris Lord, Global Head of Growth, Strategy and Marketing, HGS

• Understand the consumer journey: Understand where your customer is trying to reach you, and what they’re trying to achieve. Customers will interact differently, so make sure you’re providing them with the right resources in the right place, so they can easily find the information they need. Generation C, The Connected Customer generation, is transforming the way we think about customers’ attitudes and mindsets, not age.

• Acknowledge that consumer comfort comes first: The majority of consumers want to be in charge of managing the services they use including their transactions, troubleshooting and resolving a technical issue, buying a product, etc. As a result, they are more than ready to use self-help tools themselves to find an answer.

• Be proactive: As new channels surface, consumers expect that the servicing brand will provide proactive information through all channels of communication. For example, a consumer wants to be constantly updated on the status of a shipment they ordered, without being the one to make the initial contact.

• Understand the power of knowledge: In the process of developing an omni-channel consumer engagement experience, it is very important for businesses trying to deliver services through web self-service to provide agent-based communication channels. Knowledge management, in combination with online self-help tools, can help reduce manual overhead and provide dynamic engagement solutions.

• Be tech savvy: With new channels evolving so rapidly, customer service reps need the ability to interact with multiple back-end systems in order to optimize the omni-channel environment and businesses need to stop using the channels and systems in silos.

• Help your customer find what they’re looking for, as quickly as possible, guiding them to the most efficient channel. Increasingly, this means online, as Gartner recently reported that social media and digital self-help channels will be preferred by 2018, with approximately two-thirds of all customer interactions taking place there.

Question 1.

What are some tips to ensure seamless omni-channel interactions with customers?

Sixth Annual Customer Experience Strategies SummitApril 26th - 27th, 2017 | Marriott Eaton Centre, Toronto

www.CustomerExperienceCanada.com

8th Annaul Customer Experience Strategy SummitApril 16 - 17, 2019 | Hyatt Regency Toronto


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CustomerExperienceCanada.com Page 3

9th Annual Customer Experience Strategy SummitOct 14-15, 2020 | Marriott Downtown at CF Toronto Eaton Centre

https://www.customerexperiencecanada.com



Stephan Sigaud, Senior Vice President Marketing & Business Development, Kantar TNS

In order to ensure seamless omni-channel interactions with customers, organizations need to have:

• A deliberate Customer Experience strategy that will define the CX standards that need to be delivered

• A cross-functional governance organization to share the management of the delivery across the silos

• Common KPIs to make sure everyone is aligned and motivated toward the same goals

Jen Rodstrom, CX Transformist, Temkin Group

We need to recognize who a customer is regardless of the channel they use to reach out to us – be it through a contact center, online, mobile, or in person. By weaving together data from across different channels, companies can better understand the customer’s overarching journey and what the customer hopes to accomplish. This data can identify pain points where a customer is unable to do what they want in one channel and is forced to use a different channel. This insight helps companies to prioritize the interactions they need to improve. By looking across the entire journey, rather than at individual interactions, companies can make sure the overall experience meets customers’ expectations and needs. This all starts with linking customer data together across each channel.

Question 1.




CustomerExperienceCanada.com Page4



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Page 5@CXToronto Digital Customer Experience Community


In order to ensure seamless omni-channel interactions with customers, organizations need to have:

• A deliberate Customer Experience strategy that will define the CX standards that need to be delivered

• A cross-functional governance organization to share the management of the delivery across the silos

• Common KPIs to make sure everyone is aligned and motivated toward the same goals


We need to recognize who a customer is regardless of the channel they use to reach out to us – be it through a contact center, online, mobile, or in person. By weaving together data from across different channels, companies can better understand the customer’s overarching journey and what the customer hopes to accomplish. This data can identify pain points where a customer is unable to do what they want in one channel and is forced to use a different channel. This insight helps companies to prioritize the interactions they need to improve. By looking across the entire journey, rather than at individual interactions, companies can make sure the overall experience meets customers’ expectations and needs. This all starts with linking customer data together across each channel.

Question 1.




CustomerExperienceCanada.com Page4


Stephan Sigaud,EVP Marketing & Development,Phase 5

The right organizational structure, CX governance, and utilizing the right technology.

Sara Schmidt,Senior Manager, Corporate Initiatives and Strategic Priorities, Agriculture Financial Services Corporation

Journey map first, planning for the friction points where a client may run into an issue and want to switch channels. Then, thought-fully design the transition between channels.





Martin Lampman, Director, Customer Support Operations, British Columbia Lottery Corporation

1. Timing – Good visionaries can see the need and the urgency for a strong CX strategy, but first it comes down to timing. Ideally this should be aligned ahead of your annual business and budget planning sessions. This way you can provide the runway and keep an eye on funds needed to make it a success.

2. Strategy – Customer Experience is not part of the strategy. It becomes tag line, after thought, or a measurement that we chase. If Customer Experience is your strategy, or a key pillar of your strategy, it should be interwoven and you should have a clear vision of how it works.

3. Culture – Leadership may believe it is the direction but if the culture doesn’t buy into it, it will meet resistance and roadblocks. If Customer Experience is a key strategy or Pillar that holds up your strategy this will help in providing an understanding of why and where you expect to go.

Roger Pugsley, Director of Service Excellence, Oxford Properties

Leadership commitment is vital to CX strategy success – do they understand that building CX into their overall business strategy will lead to better business results? Once a CX journey has begun, leadership will want justification in the form of links between CX and bottom line results – this has been a significant challenge for many in the CX field. Leadership support/communications/funding greatly accelerates a CX journey.

CX success is dependent on having the right person manage the CX strategy utilizing a time-tested CX program framework. Staff must have a customer-centric mindset to adopt CX best practices and hiring practices must align with this need. Another challenge is building organizational trust in CX metrics like NPS, especially if some component of compensation is tied to CX metrics

Question 2.

What are some of the greatest obstacles organizations are facing when implementing their CX strategy?






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Jennifer Campbell, GM Influencer Marketing, Canada Post

It is easy to pay lip service to CX as part of a vision statement, or even annual objectives and there are many software tools that claim to simplify the process. The key challenge is connecting these two ends of the spectrum, and bringing it all to life in a seamless way. Organizational processes and policies get in the way. Typically, these are created with the organization, not the end customer, in mind. From service delivery to transacting and billing to employee and customer feedback, most companies who are starting to focus on CX need to un-do some of these processes, and re-work with this new lens. It can be done—but it takes time and commitment from all levels.

Empowerment with guidelines is critical for CX strategy to be successful. Employees need to understand, and buy in to, the role they play. This means that without the tools and latitude, the aligned goals and rewards, and seeing what successful CX examples and outcomes look like, it is very challenging to be successful.

Question 2.


Empowerment with guidelines is critical for CX strategy to be successful. {






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Question 2.


Chris Lord, Global Head of Growth, Strategy and Marketing, HGS

Multiple stakeholders with conflicting priorities and siloed departments are often a barrier when implementing a CX strategy. There are often many parties inside an organization that touch the digital environment, whether it’s sales, marketing, website teams, analytics teams, agencies, PR, social media, or customer service. Each department has their own preferences when it comes to the type of technology they use. For example, the analytics team may prefer Google Analytics for website traffic, while social media may prefer Sprinkler, and customer experience may prefer LivePerson for chat.

A lot of questions need to be answered in regard to decisions and investments that have to be made, like “What is going to be our vision and our strategy?” “What does ‘great’ look like?” “Who are the people we need to support ‘great’?” and “Do we have those people or do we need to hire those people?” For example, “Do we need to invest more in data scientists and analytical tools that we can use to learn about digital customer behavior – their preferences, emotions and expectations to better service customers?” Also, “What processes and technology should we use?” It is with technology that a lot of the conflict comes into play. People are often reluctant to give up the tools they are used to using. Engaging a customer experience outsourcing company can provide a catalyst for change, de-politicize decision-making, and help gain consensus across the organization. Use Design Thinking to keep the focus on the customer and optimize their experience, don’t lead with technology; Lead with effort being easy to do business with – help your clients Get the Right Answer Fast.






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Question 2.



In our experience it’s usually a lack of commitment from the C-suite, which can stem from a lack of understanding the business case.


Competing priorities make it very difficult for companies to implement their CX strategy. What these priorities are can vary by company. For publicly held companies, it can be the drive to meet quarterly revenue goals – leading to suboptimal experiences in order to close the sale. Some organizations are driven by the need to get the latest technology release out the door regardless of if there are bugs or areas that may be difficult for customers to navigate. Trying to keep CX top of mind at a company can be a big obstacle; ideally the CX strategy is in line with strategic objectives, but competing priorities can still make long-term change challenging.

For publicly held companies, it can be the drive to meet quarterly revenue goals – leading to suboptimal experiences in order to close the sale. {






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Page 6@CXToronto Digital Customer Experience Community

Martin Lampman, Director, Customer Support Operations, British Columbia Lottery Corporation

1. Timing – Good visionaries can see the need and the urgency for a strong CX strategy, but first it comes down to timing. Ideally this should be aligned ahead of your annual business and budget planning sessions. This way you can provide the runway and keep an eye on funds needed to make it a success.

2. Strategy – Customer Experience is not part of the strategy. It becomes tag line, after thought, or a measurement that we chase. If Customer Experience is your strategy, or a key pillar of your strategy, it should be interwoven and you should have a clear vision of how it works.

3. Culture – Leadership may believe it is the direction but if the culture doesn’t buy into it, it will meet resistance and roadblocks. If Customer Experience is a key strategy or Pillar that holds up your strategy this will help in providing an understanding of why and where you expect to go.

Roger Pugsley, Director of Service Excellence, Oxford Properties

Leadership commitment is vital to CX strategy success – do they understand that building CX into their overall business strategy will lead to better business results? Once a CX journey has begun, leadership will want justification in the form of links between CX and bottom line results – this has been a significant challenge for many in the CX field. Leadership support/communications/funding greatly accelerates a CX journey.

CX success is dependent on having the right person manage the CX strategy utilizing a time-tested CX program framework. Staff must have a customer-centric mindset to adopt CX best practices and hiring practices must align with this need. Another challenge is building organizational trust in CX metrics like NPS, especially if some component of compensation is tied to CX metrics

Question 2.







Having a strategy! Many organizations don’t have one and just jump into tactics.


Underestimating the behavioural changes required by staff. Spending enough time up front planning the strategy and then planning the tacti-cal steps to arrive at a (pre planned, well articulated ) future state.




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A dedicated team who understands not only the client journey but also what is happening in the non-traditional spaces outside of your organization.

Question 3.

When implementing CX tools, what are your top must-haves and why?


If by CX tools you mean VOC software, some of the top must haves are:

- closed loop process- distributed reporting- integration with other listening posts (esp. social)




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Question 4.

Ideally, how much do you think a company should invest in CX to see a return?


Start with investing enough time on CX goals to find out the right dollar amount to invest to achieve those goals.


10% of their people resources as a dedicated team to work on projects and initiatives to represent the client perspective.





Learn from direct case studies, expert panel discussions and unique perspectives from across Canada.

Take away solutions to your biggest challenges including:

• Predictive Analytics: Personalize services with business intelligence and VOC

• IoT: Enable large-scale system and process changes

• Big Data: Conquer your challenges with big data

• Omni-channel: Optimize impact and consistency across all touch points

• Chatbots: Improve efficiency, quality and resolve complaints

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Tim Lute, VP Channel Strategy and Marketing, Coca-Cola

Chris Boddy, Head of Customer Service Unit, Toronto Police Services

Jennifer Campbell,GM Influencer Marketing, Canada Post

Guy Gordon, Executive Director, Business Transformation and Technology, Province of Manitoba

Anne Donohoe, Chief Marketing Officer, Mountain Equipment Co-op

Michelle Slater, Head of Marketing, Twitter

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