A presentation to CEO's about the process of helping your customers to become advocates for your business. Contact Iven at iven@cxm.com.au

1. ‘How to turn your customers
into your sales team’
TEC 24 Iven Frangi Dip Mktg, CSP
Customer Xperience Management
March 5 2009
Brisbane p. 61 2 9908 3333 | m. 0414 553333 | e. iven@cxm.com.au | www.cxm.com.au

2. 3 ring circus

3. 3 ring business
get keep grow
customer

4. customer satisfaction
get keep = CS = grow

5. satisfaction is not enough
62%
of all satisfied customers never
‣
repurchase from the same supplier
(Harvard Graduate School)
95% of brand awareness advertising does
‣
not work
(CEO Chiat Day)
4 out of 5 sales in any category of business
‣
is driven by word of mouth.

7. today
• look at CX in business
• how to listen to your customers in real time
• how to get your customers to become advocates
• the steps to take to install CX in your business
• some tools you can use easily and inexpensively
• leave with things you can do tomorrow

8. defining the terms
what a
customer what a
customer
= - customer
satisfaction perceives they
expects
get
what a what a
customer
= -
customer customer
sacrifice wants settles for
what a what a
customer
: company company
experience delivers has promised

9. customer centric business
keep
get
C
grow

10. customer experience
market- sales
ing
cx
loyalty

11. customers to advocates
significant high
brag
what
choose
customer advocacy
values
use
low
not significant
product/service
commodity differentiated

12. significance
aesthetics
utility
meaning

13. engineered experience

14. the latest guarantee

18. marketing defined

19. whose shoes?
“stop thinking like an seller -
start thinking like a customer”

20. In a down economy
•risk is avoided at all costs
•the known supersedes the
unknown
•management retreats to
fail safes.

21. is CX profitable?
Harris Interactive
Customer Experience Report 2008

22. why bother?
“Using data from nearly 4,700 consumer surveys, Forrester
examined the correlation between the customer experiences
delivered by more than 100 US firms and the loyalty of their
customers
Our analysis shows that good customer experience correlates
to consumers' willingness to repurchase, reluctance to switch,
and likelihood to recommend firms across all 12 industries we
examined.” Forrester Research Feb 09

23. not all bad

24. are you on trend?

25. the international study

26. your challenge

27. leads
prospects
CXM
presentations
pending
sales
sale
hourglass
clients
mgc
mvc
BML study to change the
customers experience

28. it’s about knowing
• who’s responsible for the VOC management?
• what are you/do you want to be famous for?
• what experiences will enhance that fame?
• is there a published customer recovery plan?
• can you hear the VO your C?

29. the 4D map
decide what cx you want to create
define what cx will support your decision
design the steps and stages of your cx
deliver do it, observe, review, re-decide

30. 4 D process
decide define
what customer
values
design
deliver
feedback loop
30

31. Consistency with Global Sales Processes
The Toyota Internal CXM Path
Deliver
Decide Define Design
Deliver Install
Integrate
Experience Experience Experience
Evaluate Experience CXM
Engagement
Audit Drivers Pledge
Messages Metrics
Programs
• hard & soft
• visit
• existing • create ‘Pledge’ • Top Team • staged roll • behaviour
dierentiators
departments
data • evaluate • Managers out as maps/KPI’s
• CX Themes
• CX
programs current • Internal sta decided • NPS
observations awareness • Service sta • train • selected CX
• Suppliers advocates measures
Check
Metrics
back to Decide Senior/
Department
Mgrs
• behaviour
clues
• NPS • behaviour clues
• evaluate • NPS
awareness

32. the cxm mantra
“Give people an experience they can’t get anywhere else
and they won’t go anywhere else”
Iven Frangi

33. measure and manage

34. plumbers
maker
brag
cleans up
pay when
choose
happy
on time
follow
time
up call
explains
suits completes
use account
receptionist you job
tolerate
can’t no follow
big bill
contact turns up up
plumber not
late
needs extra
dislike happy
inconvenient equipment leaves a
appointment
mess
hate
breaker

35. VOC - voice of the customer

36. we can’t hear the customer

37. Results!
Use customer experience feedback to identify
opportunities
Actual results of a Mindshare retail client over 3 months
54%
Product
40% 8%
Recommen‐
Sales
Product dations
Contribution
Recommen‐ Led to
dations
3% Sales
Contribution
Month 1 Month 3 Month 1 Month 3
“I tried a million different strategies. It wasn’t until I could “prove” to the staff that they were not
educating the customer that the improvement happened.” Mindshare Client
CONFIDENTIAL
COPYRIGHT © 2009 MINDSHARE TECHNOLOGIES – ALL RIGHTS RESERVED

38. Results!
Set speciGic goals with employees
Actual results of a Mindshare retail client over 6 months
11%
Growth in
8% Growth Service
7% Growth
in Top Box Sales $ “It doesn’t matter
in Customer
Service what I think; what my
Led to Counts
Scores employees think.
What matters is what
the customers think.”
Mindshare Client
Q1 Q2
CONFIDENTIAL
COPYRIGHT © 2009 MINDSHARE TECHNOLOGIES – ALL RIGHTS RESERVED

39. Results!
Monitor progress toward goals, weekly or monthly
Actual results of a Mindshare retail client over 12
$318,000
months, normalized
1,618 stores compared
Mindshare stores (n=525)
NON­Mindshare stores (n=1,053)
$300,000 $300,000
Mindshare stores grew +6%
$297,000
BEFORE
AFTER
BEFORE
NON­Mindshare stores declined ­1%
Mindshare
Mindshare
Mindshare N/A
Source: Client Internal Study, Spring, 2007
NON­Mindshare stores
Mindshare stores
CONFIDENTIAL
COPYRIGHT © 2009 MINDSHARE TECHNOLOGIES – ALL RIGHTS RESERVED

40. eavesdropping on customers

41. eavesdropping on customers

42. outcomes
s,
, ‣ Measuring customer experience (at the unit level) drives loyalty
‣ Measuring employee performance improves employee satisfaction and
productivity for delivering the customer experience
‣ Measurement must be an ongoing, continuous process. (Take a movie,
not a snapshot)
at
d ‣ Feedback should be real-time. (Not stale reports, filtered by a third
party)
‣ Customers and staff can be your best source of innovative ideas.
s. ‣ Money spent on CXM reaps 3 - 7 times investment.
r
f

43. “the CX steps”
• evaluate what’s happening now - observation, CXM Audit, VOC tools
• apply the 4D criteria to decide the new culture
• map the steps for the culture change including the Customer Pledge and the
behaviour templates
• install the CX upgrades using the CX Advocate teams and the CX and business
metrics
• evaluate the 4D criteria and repeat
• celebrate with the whole team, the customers and your accountant

44. Xperience matters
‣ makers or breakers?
‣ hard or soft differentiators
‣ xperience or satisfaction?
‣ xperience or loyalty?

45. “Customers are the best
market researchers”

46. coffee anyone?

47. coffee anyone?

51. breaker or maker?
z

52. breaker or maker?

53. promise vs delivery
z

54. car dealer
significant
brag
Mercedes Express
what
choose
people
value sales person or marketing offer
brag use
style or type of vehicle
not significant

55. “a class beyond first” Singapore Airlines

56. @ your business
significant high
brag
Why would people brag about us?
what
advocacy
choose
people
value
Why would people choose us?
use
not significant low
Why would people use us
product/service
commodity differentiated

61. new jobs
Customer Experience Manager
Financial Services
Newport, UK
The Company Our Client, a dynamic financial services organisation are looking for a
Customer Experience Manager
The Role
This role is a Group Function to maximise the Customer Experience across all Group
companies to improve customer product penetration and increase profits. This is a new
role that requires a self motivated individual that is sales driven to improve the customer
experience, across multiple brands, to enable increased sales and ensure requirements
of compliance are adhered to. Day to day management of Customer related Operations,
to ensure: FSA compliance including Treating the Customer Fairly Effective Reporting of
Customer Experience across all departments; Correct utilisation of tools for on off line
and customer experience Effective Management of Complaints Quality Monitoring is
efficient and effective Development and implementation of above systems to improve
the customer experience and Group profitability.

62. the best one last
c an d o d o h ave

63. Customer Conversation Eavesdrop
Customers don’t always give us information where
and when we want it they just transmit. Listen in
and learn about your business.
Live Line - Real Time Customer Feedback
Give customers an opportunity to tell think about their
experience of your business, when they think it - 24/7.
Customer Xperience Audit
Quickly and easily see the map of the gap between
what your customers want and and what you
promise. Processes, procedures, people and profits.
Inside - Out Innovation
Let the people that do the job improve the job.
The 4 D principles applied to your business by
your people.

64. ‘How to turn your customers
into your sales team’
TEC 24 Iven Frangi Dip Mktg, CSP
Customer Xperience Management
March 5 2009
Brisbane p. 61 2 9908 3333 | m. 0414 553333 | e. iven@cxm.com.au | www.cxm.com.au