Customer Experience Big Data Dysfunction book and Self-Assessment

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WWW.METRICS.NET SHARE EBOOK

Instructions: Keep track of your “Yes” responses

10
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About Customer Relationship Metrics
We make corporate missions and customer passions happen.

20 years ago at The Purdue University Center for Customer-driven Quality, Dr. Jodie
Monger (President and CEO) began working with contact centers to uncover and leverage
customer experience insights to improve customer relationships.

Most often, contact centers contain the most abundant and richest source of customer
experience business intelligence. Our primary mission is to collect, evaluate, and
disseminate customer intelligence to assist the senior leaders in making decisions relating
to the customer experience using leading technology with no or little IT requirements.

We are an independent source of customer intelligence information for those needing to
affect change.

We engage in activities that support research law.


Customer Experience Big Data Dysfunction Diagnostic
INTRODUCTION

Customer Experience Data problems have always
existed.
In fact, it’s not an issue whether or not you have a
customer experience data problem, the issue is ‘HOW BIG
IS IT’?
Everybody has customer experience data problems. On a
personal level, it may be the time you must invest to deal
with your bank about an account error or it may be the
effort to return an item from a retailer. Throw kids into
the mix and your data problem gets bigger.
As an organization, improving the customer experience
will increase sales, improve service, and lower costs
which result in greater profitability.
This self-assessment focuses on customer experience data
and an organization’s probability of success in developing
real customer-centricity.


INTRODUCTION

The questions in the self-assessment are designed to be a guide
to identify the symptoms associated with Customer Experience
DATA DYSFUNCTION in your organization.

Identifying symptoms is not providing a solution to your
dysfunction, nor can these questions be used as a tactical plan to
overcome this terrible illness.

But, we have found that answering “YES” to these questions
(answering “YES” IS A BAD THING) has often provided an
effective a tool for diagnosis, as have lengthy explanations of the
characteristics of customer experience big data dysfunction.

We appreciate that the diagnosis of customer experience data
dysfunction is a matter that must be very serious and very
strategic.

Our hope is that the awareness generated from this assessment
will help your organization develop the actions for change.


It’s the biggest customer challenge facing businesses today

The biggest challenge faced by consumer businesses today, as it relates to the customer experience, is data
conversion disorder.
In psychology, conversion disorder is a somatoform disorder characterized by medically unknown and often
disabling neurological symptoms. Individuals diagnosed with conversion disorder present with at least one
unfeigned and unintentional symptom which affects voluntary motor or sensory function, resembles a
neurological or medical disease, and involves psychological elements. Symptoms may include impaired
coordination, paralysis, weakness, difficulty swallowing, double vision, blindness, deafness, seizures, amnesia
and loss of consciousness.
Many consumer businesses are experiencing similar symptoms
of data conversion disorder. This disorder is increasing in
magnitude because the elements that cause the disorder are
growing. Consumer businesses that are heavily concerned
about sales, retention, competition, and brand are more at risk
for stronger forms of the disorder.

Consumer businesses with data conversion disorder typically
present with several symptoms including low cross-functional
collaboration, incorrect/slow/no action, long decision-making
processes, re-work, corporate arrogance, complicated and complex
processes, failed product launches, disconnected strategic plans
and tactical metrics, high suspicion, and low trust, to name but a
few.



At Customer Relationship Metrics we have identified several
root causes for this disorder that go beyond the typical human
control issues of politics and bureaucracy. The first is a group
we refer to as the three V’s of Customer Experience Big Data:

• Volume: Data about the customer experience is growing by terabits per second for many
organizations. Surveys are not (and should not) be the only way to capture the customer
experience. In this context, the amounts of both structured and unstructured data that are
being collected is literally crushing many organizations.
• Variety: One thing that is making customer experience data so big is a greater variety of
sources than ever before.
• Velocity: As organizations relentlessly press towards real time, data volumes get big in a
hurry. This can also add to the frustration as practically no organization can take action in real
time.

If you combine these three V’s with the other root causes, you begin to see the business case for Customer
Relationship Metrics and how we address it with our services.


The second set of root causes encompasses the people resources. We call these the three C’s of Customer
Experience Big Data:

• Count: Many companies are running very thin on people
and are handcuffed because they are unable to add work to
an already overburdened workforce. Most organizations
just do not have the time or resources to uncover insights
and to act because they are too overwhelmed with day-to-
day demands.
• Complexity: As mentioned in the three V’s, this customer
experience big data problem is complex and getting more
complex with every passing day. Addressing this issue
requires special skill sets that most find to not be internally
available. Customer experience data scientists are needed
with skill sets that extend well beyond those of data analysts
or statisticians.
• Culture: What we refer to here is not company culture but rather cultural bias. In order for a
customer experience data scientist to analyze and interpret the customer experience accurately, they
must know the culture of the people from where the data are collected. A customer experience data
scientist that lives in the US could not correctly interpret customer experience data from India no
more than a customer experience scientist in India could interpret the customer experience data from
the US. Conducting statistical tests and interpreting results are different. The cultural bias in each
would result in inaccurate interpretations that actually add to the data conversion disorder.


The second set of root causes contains people resources. We call these the three C’s of Customer Experience
Big Data:
• Count: Many companies are running very thin on people. Many companies are handcuffed because
they are unable to add work to an already overburdened workforce. Most organizations just do not
have the time or resources to uncover insights and to act on them because they are too overwhelmed
with their day-to-day demands.
• Complexity: As mentioned in the three V’s, this customer experience big data problem is complex and
getting more complex with every passing day. Addressing this issue requires special skill sets that
most all find to not be internally available. Customer experience data scientists are needed with skill
sets that extend well beyond those of data analysts or statisticians.
• Culture: What we refer to here is not company culture but cultural bias. In order for a customer
experience data scientist to analyze and interpret the customer experience accurately, they must
know the culture of the people from where the data are collected. A customer experience data
scientist that lives in the US could not correctly interpret customer experience data from India no
more than a customer experience scientist in India could interpret the customer experience data from
the US. The cultural bias for each would result in inaccurate interpretations that add to the data
conversion disorder.

Very few organizations are immune to data conversion disorder. The best you can do is to know that it does
exist and that chasing symptoms will not impact the root causes. This assessment has been designed to help
you to better identify symptoms so you can plan a root cause attack to keep the disorder from being a
debilitating disease.

The Opportunity

Converting customer insights to action is the
biggest differentiator for competitive success.

Understanding the behaviors of customers and
employees, their impact to business results and
the business potential, is exploding in need.

Companies are demanding more value derived
from customer insights than ever before.


The Challenge

• Adding High Overhead
• Too much to do
• No IT resources to give
• No FTE approved
• Lack of skilled personnel
• Immediate impact demands


Removing Burden adding Value

• BI Know-how • <60 Days
• SaaS Tools • Training
• Skilled SMEs • No FTE or IT



Your Solution

FORENSIC DATA SERVICES
ANALYSIS MINING (SaaS-tools)
Turbo charging your whole customer
relationship management strategy by
uncovering the behaviors of customers
and employees.

 Leverage your existing investments
 Get predictive analytics,
MORE BETTER LOWER
competitive advantages SALES SERVICE COSTS
 FIX your Customer Experience data
problems
Fast returns and no IT

REQUEST A CONSULT

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Removing Burden adding Value

“I love what I do and the
need for it grows daily.
How great is that?!”

Dr. Jodie Monger – President, CEO

Spin-off of the

PURDUE UNIVERSITY
Center for Customer-Driven Quality
WWW.METRICS.NET since 1993 SHARE EBOOK

You NEED Business Intelligence,
not Stats
Source: Aberdeen Group

• A growing number of key decision-makers need / want analytical capability
• High-risk with relying too much on “gut feel”
• Time window for decision making and agility is shorter
• Dispersion and decentralization of our workforce
• “Most vital” business information not rapidly identified
• Insufficient visibility into operational activity
• Inability to identify and act upon business opportunities (revenue growth, cost
reduction, customer acquisition, etc.)
• Poor understanding of competitive threats
• Increased dependence on the performance of external stakeholders
• Cyclical nature of our business (feast or famine)


(1.) Are you spending a lot of effort trying to get two more calls
monitored to meet a quota for each contact center agent?

Image Credit: srboisvert


(2.) Are you ever upset
that marketing slammed
you with another
surprise that blows up in
your contact center?

Image Credit : Office Now


(3.) Do month-
end reports take
two or more days
to compile?

Image Credit: Ha-Wee


(4.) Is the actual value of a customer an
UNKNOWN?

Image Credit: CMlibraryinaction

Companies with high
levels of employee Our award-winning blog contains
insights and findings from over
engagement improved 20 years of customer experience
operating income by Analytics programs.
19.2% while
companies with low
levels of employee
engagement declined Register Now
32.7%. --Towers Watson


(5.) Are the costs
to support the
different customer
interaction
methods an
UNKNOWN cost?

Image Credit: Schlüsselbein2007

(6.) Is your IVR drop rate greater than 4%?
Note: If you don’t know, answer YES.

Image Credit: TallentShow


(7.) Are Marketing and
Corporate
Communications
handling your social
media customer
service?

Image Credit: Neal


Analytics Dilemma
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McKinsey Global Institute projects that by 2018 – in only 5 years -
“… demand for analytical positions could exceed the supply being produced on current
trends by 140,000 to 190,000 positions”. Furthermore, they project “a need for 1.5
million additional managers and analysts in the US who can ask the right questions and
consume the results of the analysis effectively.”

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Image Credit: Aaron Escobar Customer Experience Big Data Dysfunction Diagnostic

(8.) Do you
feel like the
“red-headed
stepchild”?


(9.) Are you
concerned that
your 250 canned
reports deliver
little-to-no
actionable insight?

Image Credit: heliosphan



(10.) Do you find
yourself and others
saying, “We’ve
always done it this
way.”?

Image Credit: TalentShow



22. D

Rent the customer experience analytics experts and tools.
 Less than 60 days
 No IT integration
 Immediate returns

REQUEST A CONSULT


Big Data Dysfunction Diagnostic
GUARANTEED VALUE

Our Risk-free 2-10 Guarantee
Our work is guaranteed to deliver results.

We can guarantee value that software can not
and WILL NOT.

Within six months of working with us, we guarantee you will experience a
minimum 2% decrease in costs or an improvement in sales and a 10%
improvement in customer experience scores or we will, at your
option, accept the portion of those fees that reflects your level of
satisfaction.
Guarantees are based on project scale and scope and will be outlined prior to
the start of your project.


Get the assessment as
a Total your Score
FORM

Number of “Yes” Responses:

0-2: EXTRAORDINARY and rare
3-6: BEST of the best, a role-model
7-11: ABOVE average, keep striving
12-16: AVERAGE, yet high competitive risk
17-20: RISK of business failure
21-26: GET OUT of there

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Customer Experience Big Data Dysfunction book and Self-Assessment

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