Chairman: Carl Lyon

1. © The QoE Limited 2017
PERPETUAL EXPERIENCE™
CARL LYON
CHAIRMAN OF THE QOE GROUP
AND AUTHOR OF PERPETUAL EXPERIENCE™
PERPETUAL EXPERIENCE™
UNLEASHING OMNICHANNEL SUCCESS
Amsterdam March 2017

2. © The QoE Limited 2017
PERPETUAL EXPERIENCE™
12 years exploring, developing and implementing
Customer, employee & digital experience
FOUNDER & CHAIRMAN

3. © The QoE Limited 2017
Respect respect
Assisted service
Ownership
Purpose
Emotional intelligence
Think slow
Beliefs
Agility
Aptitude
Engagement
Digital experience
Innovation
Individuals
Behaviours
Big Data
Omni Channel
Influence
People proposition
Intuition
Creativity
Love & lust
Real world
Relationships
Think fast
Tangible
Fail fast
Logic
People Experience
Culture
Trust
People or process
Reward
Self service
Morality
People like me
Knowledge
Analytics
Voice of the customer
Voice of employee
Measurement
Data
Insight
ROI
Employee proposition
AI
Leadership
Attitude
Recognition
Social media
Community
Inquisitiveness
Exploring these issues
Social communities
Channel migration
Instant gratification
Digital migration
Gamification
Complaint handling

4. © The QoE Limited 2017
Airbus Defence and Space
Sure
Legal and General
Vodafone
Microlease
Marks and Spencer
Macmillan Cancer Support
Lloyds Banking Group
Barclays Bank
HSBC KCOM
Emirates
Honda Europe
First Direct
LV=
Consumer Intelligence
NHS Direct
Orange
Virgin Media
onecom
TUI UK
Morgan Sindall Group
Royal Bank of Scotland
Tomtom
Teléfonica O2
Simplyhealth
TNT Express
Sony Professional
Atos
British Telecom
Cisco
Emirates
e2v
Direct line
EDF
National Grid
Scottish Water
AXA
L-3 Communications
Carlson Wagonlit Travel
With these companies
Karen Millen
asos
Spotify
Oasis
Pfizer
Paradigm
BP

5. © The QoE Limited 2017
DEVELOPING A METHODOLOGY
TO COMBINE CUSTOMER, PEOPLE
AND DIGITAL EXPERIENCE TO PRODUCE
PERPETUAL EXPERIENCE™

6. © The QoE Limited 2017
MEETING THE CHALLENGES OF OMNICHANNEL CUSTOMERS
REQUIRES AN OMNICHANNEL BUSINESS?

7. © The QoE Limited 2017
Part 1 Disruption
Disruptive innovation
The digital landscape
Many voices
I'm an individual
Part 2 Responding to disruption
Moving towards perpetual experience
Us, not them
Exerting influence
Building authenticity
Making it happen
Summary
AMAZON £14.95
CODE EVOLVING
PUBLISHING THE BOOK
PERPETUAL EXPERIENCE™

8. © The QoE Limited 2017
• Perpetual Thinking
• People Experience Journeys
• Incubation Hubs
• Experience Engine
Explore
Incubate
Needs
Innovate
Motivate
Analyse
Experienc
e
Collabora
te
ARTIFICIAL INTELLIGENCE
DELIVERING ON THE METHODOLOGIES
PERPETUAL EXPERIENCE™

9. © The QoE Limited 2017
PERPETUAL EXPERIENCE™
Envisioning
Formulation
of a working
hypothesis
PERPETUAL THINKING AND EXPERIENCE JOURNEYS DEPLOYMENT
Exploratory
Exploratory
Exploratory
Leadership
exploration
Origination
Group
Background investigation
Final vision and strategy
documentation completed
People experience
journey validates
hypothesis
Validation
BUILDING ACROSS COMPANY SOLUTIONS AND CONSISTENCY

10. © The QoE Limited 2017
USING
PERPETUAL EXPERIENCE™
METHODOLOGY
PEOPLE EXPERIENCE IN THE DIGITAL WORKING ENVIRONMENT
BEST PRACTISE
You would be welcome to join us and share the output

11. © The QoE Limited 2017
Internal Motivators
Organisational
outputs
Motivation of
employee
Reduced
absence
Reduced
attrition
Organically
improved
productivity
Accurate
feedback
and insights
Pursuit of tangible rewards
Avoidance of punishment
Re-enforcement of desired outcomes
Structured behaviours
Poor real world knowledge
Pursuit of personal missions
Excitement at mastering skills
and achievements
Ability to act autonomously
Willingness to experiment /
adapt from failure
Driving real world knowledge
Improved
customer
experience
External motivators
THOUGHTS ON CALL CONTACT CENTRE DIGITAL MIGRATION

12. © The QoE Limited 2017
Attract
• EVP Guidelines – to
include frontline
• EVP comms
• Candidate experience
• Connection to brand
• Real excitement
Recruit
• Selection
• New skills/ deep dive
• Role profile
• Research to include
behaviours, standard,
consistent OE
• Candidate experience
• Capability of those recruiting
Onboarding/Induction
• Minimum standards
• Best practices/key themes
• Digital journey
• Engagement
• Wow is in the how
L&D & Progression
• Career path – linear and
horizontal
• Apprentice programme
alignment
• Developing capability
around behaviours and
skills (content & tools)
Empower and
Engagement
• Employee Survey
evolution
• Frontline
Empowerment
Performance & Reward
• Variable pay evolution
• Base salary
• Intangible benefits
(Flexible conditions,
women, employee
benefits)
LARGE ORGANISATION INTERPRETATION OF DIGITAL MIGRATION
Outcomes
• Migration efficiency
• Performance KPIs
• Sales through
service

13. © The QoE Limited 2017
PERPETUAL EXPERIENCE™
PROJECTS DELIVERED
WHO, WHAT AND HOW

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The brief
To build a world class digital
customer care operation

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What we did
Designed and implemented one of the first UK’s first social
customer care channels
Built a state of the art contact centre
Designed and implemented a voice of the customer programme
Re-designed customer journeys for self-service and social first
Created a market-leading service blueprint

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The Brief
To validate existing customer segmentation and propose
improvements where necessary

17. © The QoE Limited 2017
What we did
Built an understanding of what
their customers offer to the end
users, not just purely the
application of the equipment
Refined the existing processes to
introduce improved consistency in
data and accuracy of customer
categorisation
Tested in the UK market and then
rolled out segmentation to 11
other EMEA markets

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The brief
Test and scale new
practices and contact
channels to improve the
skills of their contact centre
and drive customer loyalty

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What we did
Designed new returns interaction practices to reduce ‘wardrobing’ and
reward valuable customers
Designed and implemented a training programme in the contact centres
to move the culture from ‘Parent-Child’ to ‘Adult-Adult’ management
Implemented a ‘pop-up’ style test and learn hub to implement and scale
web-chat / mobile chat and social media channels

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The brief
To design a customer service
experience and operation
to support social customer
experience for up to 100m
users

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What we did
Built a state of the art contact centre, on time and in budget
Created an incubation hub to test and learn new support channels -
designed, implemented and scaled a global customer community site
Designed business processes to support self-service
Implemented a voice of the customer programme
Created a ‘Random Acts of Kindness’ programme, which went viral
Created an employee hub to incubate and scale best practice
performance measures, including kindness and energy

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The Brief
Find a low cost, effective mechanism to get 300 customer experience
employees across 52 markets sharing best practice

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What we did
Assessed current knowledge management and
communication capability
Designed a digital portal to share best practices
Designed a framework to enable employees to collaborate
and build and continuously iterate the right CX model and
metrics for the business

24. © The QoE Limited 2017
The Brief
To establish why customers were not continuing to use digital
channels as often as expected
Propose a solution to improve digital task completion rates and
NPS, focusing on the customer billing journey

25. © The QoE Limited 2017
What we did
Using the Perpetual Experience
Model™, assisted Vodafone in laying
the foundations for Smart Service,
a contextual, searchable approach
to knowledge management based
on the real-time co-creation of
knowledge by customer and call
centre agent
Smart Service enables Vodafone
to learn about customers needs in
real-time by harnessing the power
of its internal and external
communities

26. © The QoE Limited 2017
The brief
To work with their team
to help deliver their
omni-channel strategy
and transform their contact
centre performance

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What we did
Lead the testing and training for their omni-channel system
across retail and digital channels
Designed and implemented a transformation programme
that built a prototype designed to be an innovative
‘employee app-store’

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The Brief
Atom Bank intend to revolutionise retail banking by harnessing
the power of data and digital technology
Our brief was to establish a customer experience function fit
for public launch

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What we did
Developed a customer experience
blueprint for each of Atom’s
products and a measurement
capability to ensure delivery
of the intended experience
Ensured that every member of every
team at Atom felt connected to the
customer, and that every decision
would be guided by consideration
of its potential impact on the
customer’s experience

30. © The QoE Limited 2017
The Brief
To evaluate the future
role of customer
experience in the office
fit out industry to
enable Overbury to
retain their position as
market leader

31. © The QoE Limited 2017
What we did
A review of Overbury’s delivery model and that of its market
competitors. Compared these to the best from other industries
with the same partner, stakeholder and customer journeys
Carried out a gap and SWOT analysis to produce a working
hypothesis on a maturing industry delivery model
Produced a practical route map designed to keep Overbury
ahead of its competitors

32. © The QoE Limited 2017
The Brief
To develop a
customer strategy
that will improve
customer experience
as company moves
from public to
private ownership

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What we did
Deployed Perpetual Thinking to challenge traditional mindset
Developed a five point strategy to re-position customer experience
as a commercial opportunity
Introduced a new scoring approach and a system that produces
real-world knowledge and measures real-time performance