Customer journey workshop - David Hicks, TribeCX
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Customer Experience: GeEng into AcGon Customer Journey Maps, Benchmarking & Customer Metrics
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Customer journey workshop - David Hicks, TribeCX
- 3. • DefiniGon • Customer Mapping • Customer Metrics • Benchmarking, do now, next, later. Agenda: PracGcal advice to get into acGon
- 7. Purposefully designed end to end Customer Experience drives improvements in: business efficiency & customer effecGveness Customer Experience Leaders Outperform © TribeCX Ltd 2016 Watermark defines Customer Experience Leaders and Laggards as the top ten and bottom ten rated public companies in Forrester Research 2007 – 2015 Customer Experience Index studies. Comparison is based on performance of equally – weighted, annually adjusted stock portfolios of Customer Experience Leaders and Laggards relative to the S&P 500 index. Customer Experience Leaders 45.1% Customer Experience Laggards 38.7% S&P 500 Index 16.2%
- 8. Fix Standardise Embed Time Customerexperiencequality Tac2cal ac2ons are not enough: It ALL needs to work Functionally driven tactical Experience improvements will only get you a limited way Concerted cross business effort to purposefully design Experience and align the organization to deliver it Optimise Develop core CX capabilities Source: Bain & Forrester 2015 Source: Bain & Forrester 2015
- 9. (c) TribeCX Ltd 2016 9 Customer Metrics: An “outside in” view of your organization
- 12. © TribeCX Ltd 2016 • NPS “an easy” customer metric for senior execs • Customer metrics are great at fixing irritants • BUT: Tends to increase funcGonal focus • BUT: Leaves the underlying causes unaddressed • Customer measures tend to plateau without addressing the differenGated E2E experience Metrics : Limita2ons improving the E2E experience PROCEED WITH CAUTION
- 13. Customer Effort Score (c) TribeCX Ltd 2016 • Stronger link to business performance • Less “cultural” bias • Same mechanics • (Same risks!)
- 15. Fix Standardise Embed Time Customerexperiencequality Metrics alone are not enough: It ALL needs to work Functionally driven tactical Experience improvements will only get you a limited way Concerted cross business effort to purposefully design Experience and align the organization to deliver it Optimise Develop core CX capabilities Source: Bain & Forrester 2015 Source: Bain & Forrester 2015
- 16. Metrics early wins: geEng started Ask yourself: • How do you measure things today? • How customer focused are the measures? • How do you capture customer feedback? • How do you capture employee feedback? • What happens to the informaGon? • How do you leverage insights into acGon? • Do you treat unstructured data as a corporate asset? • Who is the customer champion in the business?
- 18. The CX approaches used by successful companies: • Metrics • Mapping • Benchmarking © TribeCX Ltd 2016
- 24. Emotions Customer Journey Time Values Recognition Values Comfort Values Confidence Values Safety Values Freedom/ Control Values Tension FrustraGon Makers Breakers Post Flight The Customer Experience Prepare to Travel Travel to Airport Arrive at Airport Check-in Wait for FlightBoard Airplane Take Flight Retrieve Bags Prepare to Leave Airport Travel to Destination Disembark Pass through Security Pass through Security © TribeCX Ltd 2016
- 27. TribeCX : 4 Key Areas • DisGllaGon of global leading CX pracGGoners ”how to use it” advice • Toolkit: PracGcal / acGon / outcomes focus • AgnosGc / objecGve • Worked with Salesforce to build largest database of CX capabiliGes globally 17 countries (and counGng) • Goal is to equip and inspire the organiza2on to do this for themselves ECX ENGAGEMENT MODEL VIS IONDES IGNCUL TURELEAR N ING THE TRIBECX ENGAGEMENT MODEL es four m where and usly -in-class t do one rt st these arks). Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally. Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution. Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences. Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves.
- 28. The CX approaches used by successful companies: • Metrics • Mapping • Benchmarking © TribeCX Ltd 2016
- 29. DifferenGate!
- 31. TribeCX : Building your benchmark / baseline (FREE) AREAS DIMENSIONS Define vision Create strategy Align organisation DES IGNCUL TURE ENGAGEMENT MODEL This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks). efficiency in execution. Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences. Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves. Focus growth Design experience Enable change Inspire mindset Reward behaviour Energise Engage and sense Connect the dots Ignite growth Important to HomechoiceHomechoice Benchmark 100500 100500 AREAS DIMENSIONS Define vision Create strategy Align organisation DES IGNCUL TURE ENGAGEMENT MODEL This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks). efficiency in execution. Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences. Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves. Focus growth Design experience Enable change Inspire mindset Reward behaviour Energise Engage and sense Connect the dots Ignite growth Important to HomechoiceHomechoice Benchmark 100500 100500 AREAS DIMENSIONS Define vision Create strategy Align organisation DES IGNCUL TURE MODEL This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks). Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences. Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves. Focus growth Design experience Enable change Inspire mindset Reward behaviour Energise Engage and sense Connect the dots Ignite growth Important to HomechoiceHomechoice Benchmark 100500 100500 Legend Important tHomechoice BenchmarkYour Company D e E c I m R b E E s C th I g Important to HomechoiceHomechoice BenchmarkBenchmark organisation Focus growth Design experience Enable change Inspire mindset Reward behaviour Energise Engage and sense Connect the dots Ignite growth Important to HomechoiceHomechoice Benchmark Important to your company
- 32. HOMECHOICE ATTRIBUTES Encourages employees to sense and understand observed, anecdotal and transactional information Uses self-audit, mystery shoppers and social media to gather collated feedback and insights. Sees measurement as part of the organisation's DNA and continuously measures key touch-points (CES, CSaT, NPS, etc.) Integrates multiple insights (needs, attitudes, advocacy, market share, benchmarking) into a coherent picture Involves employees across multiple touch-points in product and service co-development Actively promotes service design thinking to co-create and test solutions in response to customer and employee issues Challenges employees to embrace change, initiate debate and continuously improve Systematically ensures customers are represented at the table through VOC insights (complaints, compliments, etc.) F gr Desig experience En c ard viour Energise Engage and sense Connect the dots Ignite growth Define vision Create strategy A organis Never 0 1 3 6 Sometimes Almost Fully Fosters employee empathy and advocacy to get them to engage customers in a more personal and value-driven manner Benchmark detail on : Learning
- 35. CLIENT’S NAME AREAS DIMENSIONS THE TRIBECX ENGAGEMENT MODEL Define vision Create strategy Align organisation VIS IONDES IGNCUL TURELEAR N ING THE TRIBECX ENGAGEMENT MODEL TribeCX’s model explores four areas of the customer experience eco-system where Vision, Design, Culture and Learning are harmoniously aligned to deliver best-in-class experiences. You can’t do one without the other. This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks). Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally. Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution. Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences. Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves. Focus growth Design experience Enable change Inspire mindset Reward behaviour Energise Engage and sense Connect the dots Ignite growth BENCHMARK ASSESSMENT REPORT August, 2015 Important to ClientClient Benchmark 100500 100500 Next steps: 1) Free assessment www.tribecx.com 2) Invite colleagues to benchmark STOP PRESS: Complete benchmark in next 7 days to get free Expert Coaching session to build CX roadmap TribeCX : Build your own baseline
- 36. PracGcal best pracGce toolkit • Practical, outcome focused toolkit to address CX diagnosis • Build this capability in your organisation • A range of delivery options: 1. Self Serve – CX practitioners serve themselves 2. Remote coaching – Best in class practitioners coach each stage of deployment 3. Accredited Consultants – Accredited local experts support delivery F2F