work across verizon · connecting employees to drive ideation recognition of employee ideation...

Confidential and proprietary materials for authorized Verizon personnel and outside agencies only. Use, disclosure or distribution of this material is not permitted to any unauthorized persons or third parties except by written agreement.

Lorraine Schumacher Verizon

February 2015

Confidential and proprietary materials for authorized Verizon personnel and outside agencies only. Use, disclosure or distribution of this material is not permitted to any unauthorized persons or third parties except by written agreement. 2

Customer Experience - A Source

For Growth

$1.6 Billion

Source: What Drives A Profitable Customer Experience. Forrester Report, June 2014

1 Confidential and proprietary materials for authorized Verizon personnel and outside agencies only. Use, disclosure or distribution of this material is not permitted to any unauthorized persons or third parties except by written agreement.

$700 million churn $900 million additional sales $60 million

in new

revenue from

positive word

of mouth

To stay slightly

behind the

mainstream in our industry

Forrester modeled the edge that a wireless service provider with an

above-average CXi score has over one with a score that’s below the

industry average. According to our models, major US wireless brands that

deliver subpar experiences lose almost $700 million to churn, forgo

almost $900 million in additional sales, and lose out on almost $60 million

in new revenue from positive word of mouth.

To

distinguish ourselves from

other leaders

in our industry


Aug ‘13 Sept ‘13 Oct. ‘13 Nov. ‘13 Dec. ‘13 Jan. ‘14

No dated transactions in portfolio; chart is based on a 1-year, 10,000.00 investment

Feb. ‘13 Feb. ‘14 Apr. ‘14 May ‘14 June ‘14 July ‘14

CX Leaders Make More Money And Make It More Predictably

30

25

20

15

10

5

0

-5

-10

-15

Amazon, Costco, Marriott

UPS, Apple, Delta, TD

CXi Leaders

Cigna, Humana, Cablevision, Travelers,

Radio Shack, BB&T

CXi Laggards

S&P 500

Verizon

Source: Google Finance, Portfolio Performance, August 2014; The Customer Experience Index, 2013, Forrester Research.

3 Confidential and proprietary materials for authorized Verizon personnel and outside


The First Centralized Team

Establishing an End-To-End View

of Consumers

Customer & Business Intelligence


Complex Reality of Verizon

Different Strategies, Objectives, and Sources of Insight Across Verizon led to a Siloed View of Customers

Disconnected

Multiple Customer Data Sources

Non-Standard

Siloed Strategies, Analytics, & Insights

Limited Coordination

Initiatives, Agencies, & Systems

Expensive Cost Structure

Data & Reporting

Cultural Resistance

“Utility” Mindset

CUSTOMER’S REALITY

ENTERPRISE SOLUTIONS

Brick, NJ

Bryant Park, NYC

Wireless Zone Premium Retailer

COMPANY COMPLEXITY


We Listen,

Understand

and Connect

Consumer Intelligence & Social Business Strategy

Launched VCI May 2013


Consumer Intelligence & Social Business Strategy

Strategy

Intelligence & Insights

Governance & Education

Community

Vision and Structure to Deepen Experience

Agnostic, Unfiltered Truth of Consumer Intelligence

Educate, Train and Certify to Stabilize Experience

Connect and Collaborate to Sustain Experience

Listening and Enabling Deep Connections with Consumers Across Verizon


Intelligence & Insights

Education &

Awareness

Impacting

Business Units

Impacting

Brand

Impacting Real-Time

Consumer Engagement

VCI Pulse Real-Time Dashboards

Inform and validate decisions

Business Focused VOC/E Insights

Provide consumer sentiment drivers

Consumer Experience Research

Enable consumer-driven decisions

Predictive & Proactive Insights

Predict VOC/E trends

Empowering the Business with Intelligence & Insights to make Consumer-Driven Decisions


Strategy, Governance and Community Evolution

Enabling the Centralized View of the Verizon Experience Through the Eyes of the Consumer

• Certification & Education on Enterprise Platforms

• Early Warning, Crisis & Event Intelligence

• Centers of Excellence & Collaboration Councils

• Social Risk Audit & Employee Guidelines

ST

RA

TE

GY

G

OV

ER

NA

NC

E

CO

MM

UN

ITY

INTELLIGENCE

& INSIGHTS

STRAT

PROD

CMO CAO

CORP IT VZW

EXEC

VZ

EXEC

LEGAL

COMM MKTG CUST

CARE

VZW VES CMB

• Providing Vision and Roadmap integration

• Seamless Social Experience

• Global Community Collaboration

• Brand Advocacy

AP

PR

OA

CH

Consumer Focused Hub & Spoke

Connect Business Needs Bridge Consumer Gaps


We Innovate

& Integrate

INTELLIGENCE

SYSTEMS

Integrating Emerging Infrastructure


Building the Intelligence Architecture

Specialized, Niche Players

Traditional & Enterprise Level

CBI Differentiator

• Standardized / Traditional Technologies

• Robust / Large Scale

• Data Secure

• Internally Integrated

• Bleeding Edge Technology

• Small / Start-Ups

• Innovative / Agile

• SaaS / Stand Alone Models

• Lead Design Decisions

• Apply Proven Methodologies

• Exceed Industry Standards

• Apply Diverse Skill Sets through a

Blended Staff

We Design and Integrate Emerging Technologies on a Robust Scale for Customer Understanding


Delivering Customer Critical Resources

We Enable the Customer’s Voice to Seamlessly Connect Across Verizon

Customer Focused

Decisions

Customer & Employee

Understanding

Customer Engagement &

Employee Collaboration

INTERNAL MARKETPLACE

EXTERNAL MARKETPLACE

CUSTOMER DRIVEN

EMPLOYEE DRIVEN

CONSUMERS

EMPLOYEES


We shape

CUSTOMER

EXPERIENCE

Customer Experience Strategies


Customer Experience (CX) Strategies

Path to Verizon Differentiation

Assess Verizon’s Current CX State

Define Roadmap to Differentiate

• Building Structure to Support

• Driving Strategy and Initiatives within Roadmap

Key CX Challenges

• Fragmented Leadership, Governance & Structure

• No Unified Brand Strategy to Anchor a CX Strategy

• Multiple Disconnected CX Programs

• Operator Mindset vs. Customer-facing Mindset

Focused on Advancing Verizon’s CX Capabilities that Lead to Customer Alignment and Differentiation

CX GOVERNANCE

CX CULTURE

CUSTOMER UNDERSTANDING

CX DESIGN

CX STRATEGY

CX MEASUREMENT


CX Governance Model proposed Federated

Customer Journey Maps

CX Roadmap (high level)

Delivering Initiatives that Drive Differentiation for our Customers

CBI Led Programs Within the Strategy

Annual Broken Promise Program

VOICE Platform CX STRATEGY CX

GOVERNANCE

CUSTOMER UNDERSTANDING

CX MEASUREMENT

CX DESIGN

CX CULTURE


We connect the

CONSUMER

throughout the

DESIGN

PROCESS

Consumer Understanding for Design


Insight Ideate Prototype /

Evaluate Design / Validate

Implement Management

Development for Product Enterprise-Wide

Ethnography

Capabilities for Product, Process & Service Design

A Disciplined Approach to Innovate with Consumers throughout the Design Process

NPS Benchmark Journey Mapping Product Design

Service Design

Process Design


Common Customer Study VZW Service Experience Study

Insights to Actions:

• Discontinued “Double Up & Save” Offer

• Customer Loyalty Insights

• Store Experience Improvements

Project Goals:

• What would be the defining elements of a truly differentiated Service Experience?

• What would make people switch to Verizon?

• What kind of experiences would foster active loyalty and reduce churn?

Framework to Understand Consumer Perceptions and Unmet Needs

Launching Enterprise-Wide Capabilities for Human Centered Research


Operationalizing CX Journey Mapping

Illustration to Enable Understanding of the Customer Experience Across Key Journeys

Next Steps

• Operationalize across Verizon

• Common definition

• Standardize approach

• Best in class methodology

Key Challenges

• No view from customer perspective

• Lack of methodology to visualize story

• Inability to document what matters most to customers


Standardizing Benchmark Surveys

Provide Understanding of Consumers’ Satisfaction with Competitors, Products and Services

Today

• Understanding of “Silent” Verizon

Customer

• View of Competitors’ Customers

Satisfaction Level

• Consistent Methodology &

Communication of Results Across BU’s

Next Steps

• Redesign Survey to Enhance Analysis

of Data

• Launch Product Specific Survey

• Enhance Survey to include Common

Customer View

Four Strategic Drivers of NPS

Quality

Value / Price

Customer Service / Corporate Value

Tech Leadership


We Innovate with

EMPLOYEES

Employee Ideation & Insights

Launched October 2013


Connecting Employees to Drive Ideation

Recognition of Employee Ideation

Engagement of Senior Executives

Link Brand to an Enterprise Program

Empower Employee Innovation

Our Mission, Passion, and Process:

“[To lead] a culture where curiosity and

passion are rewarded. Cross-functional

expertise to navigate your [our] organization.”

“The Fit Test for Strong Agency Relationships”

- Sarah Sikowitz, Forrester

Enterprise Collaboration + Best In Class Platform = Powerful Answers


202

Ideas Slated for Implementation

46%

Ideas Implemented to Improve CX

2014 Results

Powerful Answers

Framework

Employee Engagement

System/ Process

GENERATE IDEAS

GROW IDEAS

LEADERSHIP SUPPORT

IMPLEMENT IDEAS

>$10M

Financial Benefit

179

Ideas Implemented 228 Since Inception

Converting Employee Ideas into Business Value

Governance

Implemented Idea


Thank You

work across verizon · connecting employees to drive ideation recognition of employee ideation...

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