customer experience management session on sales summit from Minds&More - all details on customer centricity & customer contact centres

1. “The Sales Performance & Productivity Summit II”
Track 4
15:15 – 16:00
Customer Experience Management (CEM)
to better attract, keep & grow customers
Gerry Cools, Sales Strategy & Development Manager Belgacom
Siska Bossuyt, Associate Minds&More
Tweet #9octsalessummit
SMS 0495/582.221 with
your question + name

2. ACQUIRE
GROW
RETAIN

3. Challenging economy
Higher competitive landscape
Digital world
Accelerating changes
New and other opportunities
More demanding customers

4. So we have to change the way we think ....
From .... Selling
the brand
To .... Managing
Customer
Experience

5. Companies that are successful in creating both
functional and emotional bonding had
higher retention and cross-sell ratios
compared with those that did not.
• Retention rate
compared to 30%
for companies
that did not
84%
• Cross-sell success
compared to 16%
for companies
that did not
82%
Source : IBM ‘Study’ / Ogilvy Loyalty Index / BrandZ Survey
Why focus on Customer Experience ?

6. Strong correlation of Customer Experience Excellence and
Enterprise Success

8. Now, what is customer experience ....
Customer experience :
perception of the customer of
all direct and indirect interactions
with the brand
Touches upon ALL
Business processes
Resources
Departments
Channels

12. How can we create more value in
our interactions with our customers ?
Service
Customer
Sales
Marketing

13. Belgacom
The way to convergence
The Belgacom Group is the Belgian provider in the field of integrated
telecommunications services. With a history as the country’s incumbent
operator, the Belgacom Group, through its strong brands of Belgacom,
Proximus, Telindus , Scarlet and Skynet, has developed a complete range of
offers and solutions.
Telephony, data exchange, interactive content, practical services, entertainment, ICT solutions, data
transmission capacity – the Belgacom Group offers a complete quadruple-play solution, based on fixed and
mobile telephony, the Internet, and television. It is committed to meeting the demands of its business and
residential customers, and innovates in order to anticipate their future needs, drawing from the latest
technological developments.
With a view to closing the digital gap, the Group is also devoted to the development of e-services and to
providing a comprehensive range of innovative applications.

14. Belgacom
Our environment is changing rapidly
Challenging economy
Higher competitive landscape - North vs South – Brand Preference
Digital world -Convergence
Accelerating changes – Telecom Law
New and other opportunities - New products & Services
More demanding customers

15. Belgacom
Our environment is changing rapidly
Also Belgacom has to change ....
From .... Selling
the brand
Even with differentiated brand preference
To .... Managing
Customer
Experience

16. Positioning of Customer Care
Customer Segmentation & channels
SALES BY ...
Public &
Healthcare Accounts
STAR
Enterprise
Segment
Major Accounts
& Foreign Offices
Large Accounts
SMB Accounts
Business
Segment
Low Bus
Customers
Consumer
Segment
Residential
Customers
CCA
Shops
IND
SAL

17. Positioning Customer Care
Activities
Belgacom Customer Care gives Belgacom a real competitive edge, by offering customers a best-in-class service.
Customers can contact Customer Care through any non-physical means of communication, for any pre-sales, sales
or post-sales need. They receive customer care that is tailored to their needs, from a suitable team of experts.
Customer satisfaction with this service helps Belgacom retain or winback its customers.
Result of Belgacom
K/M T
M/L T
Revenue
•
•
•
•
•
•
•
•
•
•
Customer satisfaction and loyalty
Inbound telesales
Outbound telesales
Chat – email – social media
Retention and winback
Payment and collection
Fraud detection and pursuit
Risk management
Lead generation of other sales
channels
Billing
Order processing
•
•
•
•
•
•
•
•
Customer Care
Availability and accessibility
Information about products and services
Complaints prevention and processing
Regularizations and credit notes
After-sales support for the use and billing of
products and services
Administrative account management
Order follow-up and feedback
Optimization of use of processes and systems

18. Positioning Customer Care
Present through the customer journey
Presales
info
ACQUIRE
Order
&
Sell
Usage
info
GROW
Bill
&
collect
Manage
Admin
Handle
Complaint
RETAIN
Cancel

19. Positioning Customer Care
Towards cross channel strategy between different channels
FROM
TO
Full
convergence
Full convergence
CONTROLLED
DIR
Fix driven
solution complexity
solution complexity
IND
Mobile driven
CCA
Fix driven
CCA
UNCONTROLLED
E channel
E channel
Stand alone
Stand alone
Pre sales
Information
Sales
Post Sales
Pre sales
Servicing
Information
Sales
Post Sales
Servicing

20. Positioning Customer Care
Cross channel strategy intra Customer Care


21. Positioning Customer Care
Focus - Customer experience extended
• Support Multi-play cross-selling
Better targeting of customer base
• Improve Loyalty and reduce Churn
Offer better service to high value customers
• Maximize Customer Value Extraction
Offer targeted additional services

22. Customer Care
Focus
Customers
Cost
Customer
Care
Employees
Outsourcing partners
Revenues

23. Customer Care
Sales
Sales
=
Care
Answer to actual and future needs

24. Customer Care
Sales
Customer Care is a successful part of multichannel sales
– More X- and upselling than taking orders
– Inbound – outbound – mail – chat - application
– Every call is a sales & retention opportunity
if yes, were you:
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
32%
31%
38%
39%
15%
16%
2% 1%
2% 2%
totally
unsatisfied
FR
12%
11%
unsatisfied
neutral
satisfied
v ery
satisfied
no answer
NL
Bridging from problem solving to
solution selling is appreciated by
customers

25. Customer Care
Sales – steering of internal agents – commercial career
Objectives – steering operators
– Introducing “sales” as an objective is easy
– Maintaining service focus on individual basis is less
– Balance objectives and coaching indicators
Individual operator objectives
(impact on variable pay)
Sales (new business)
Individual in €
Retention (protecting business)
Customer contact satisfaction
Individual
from IVR surveys
Knowledge tests
Individual

26. Customer Care
Sales – Steering of external partners
Basis principle : internal = external
• Same KPI internal & external
• Steering of partners ( ex. IPG) through bonus / malus
• Steering of individual agents : partners responsibility
• Transition from non-sales towards sales
• Training & coaching
• Gradual building up
• Support

27. Customer Care
Sales – steering of agents
• Support tools are key for consistent & integrated cross-channel approach
– no scripting , targeting based on customer situation
– translate macro-knowledge to individual transaction
– 360° view
• History
• Interactions
• Proposal management
• Follow up by mail

28. Customer Care
Sales
Always focus on
Hit- and conversion rate
Use the valuable contacts
1
Lead generation
web – repair – cross channel - outbound
Leads
2
Proposal management :
Steer the agents – profile based – recent events
Proposal
mgnt
3
Automate call handling
Dynamic IVR – automated recall
(info – order intake- sales)
IVR
4
Differentiate
Differentiate :
•Customers
•Type of calls

29. Customer Care
Customer experience & satisfaction
Sales & Care
=
Customer
Satisfaction

30. Customer Care
Customer experience & satisfaction
Keep focus on
Customer Satisfaction
1
Sales
& care
Customers want good care and customers like sales
2
Proposal management :
Adapted to the customer needs
Tailormade: profile & events
Proposal
mgnt
3
IVR
Customers like dynamic IVR:
Efficient – easy – fit (profile & recent events)
4
Differentiate
Differentiate :
•Know your customers
•Adapt to them

31. Customer Care
Employees
Contact Centres
=
It’s all about PEOPLE

32. Customer Care
Employees
Our people remain
the centre of our business
1
Training
& coaching
Even “sales” people need training & coaching :skills &
profile
Key factor for success
2
Commercial
Carreer
Function = commercial career
Incentives
Differentiate : career path
3
It’s a change of mind :
Sales = Care
Most difficult element of change
Mindset
4
support
Tools to make it easy
Sales oriented organisation

33. Customer Care
Conclusion
Customers
Cost
Customer
Care
Revenues
Employees
It’s a change of mind for the whole organisation
To be successful : All aspects have to be addressed

35. Customer Care
Cost reduction / control
Always focus on
cost reduction & efficiency
1
Avoid
reason
for contact
Product and policy decisions
Call reduction as side effect of overall benefit
(ex. Prod. Simplification)
2
Offer
alternative way
of contacting
Develop and push
alternative self service possibilities
(Web – Web applications)
Avoid
intervention
of operator
on
call
3
Automate call handling
Dynamic IVR
(complaint handling – info – order intake- sales –
request handling)
Increase
efficiency and
quality of
handling
4
Operational excellence
(FTR – AHT – Coaching)

36. Ready to support you in
your Customer Experience Journey ....

37. Some give aways ....
Don’t do :
• Audit to find out what’s being done
already
• Coordinate a community of CX
practitioners
• Use a CX framework and maturity
model
• Assume that customer experience is
something soft, trivial,
immeasurable
• Or treat is as another name for
customer service
• Hope it will go away if ignored
Redo :
Undo :
• Map all customer touch-points and
processes
• Ask customers which they care
about most and systematically set
about fixing them
• Reliance on an annual customer
satisfaction survey as the only voice
of the customer
Source : Garter ©
Do :

38. Thank you !
“Nobody knows about how much you know or have,
until they know you care .... “
(Theodore Roosevelt)

39. Appendix

40. So we have to change the way we think ....
Identity
Customer
Expectations
From .... Selling
the brand
Integate
accross the
channcels
Measure
customer
lifetime value
Changing
reality
To .... Managing
Customer
Experience
Manage
customer
information as
a strategic
asset
Manage
customer
experience
Align strategy
with brand &
customer
values

42. How mature is YOUR company ?
Customer
Experience
Management
CEM Roles &
Responsibilities
CEM KPIs
•
•
•
•
•
•
•
Organization
mindset &
adoption
Level of
personalization
•
•
•
No CE journey nor
experience defined
Isolated and symptom
based approach to
touch points
No ownership of CE
defined
No link with business
units
•
•
•
No specific KPIS for CEM
in place
Adhoc research
Focus on traditional
channel related KPIs
•
Limited understanding
of CE, mindset change
not addressed
No CE driven vision
and mission defined
•
No differentiation of CE
strategy across
segments or types of
customers
•
•
•
•
•
No CE journey, but
looking at root causes
to gaps in CE
Looking at what
processes are in our
control
•
CEM is not a central
function, is scattered
and at low levels of
responsibilities
•
•
•
•
Scorecard and KPIs for
CEM is defined
Select pilot of KPIs
Implementation is
pending
•
Objectives and related
people strategy linked
with CE
Isolated activities (e.g.
trainings for front line)
•
Rough differentiation
started, mainly by value
or size to company
Differentiation for
certain customer types
•
•
•
Delivery of CE across
front end touch points
Looking at back end
and operations and
how impact CE
Role of 3rd parties
•
Delivery of CE across
all touch points (front,
back) including third
party
•
Full CE experience
comprising all touch
points along the
customer journey
including product
design
CEM established within
the organization
Cooperation across
business units driven
by one driver
•
Clear roles and
responsibilities
CEM team acting
company wide
CEM board
•
Own CEM division on
board level
Customer focused
management across all
business units
Approved KPI system or
mechanisms
implemented
Measures derived
centrally and used
•
•
KPI scheme fully adapted
Wider organization acting
on results linked with CE
hindering
•
Continuous performance
improvement on a
centralized level
More comprehensive
mind-set change
program started
comprising all functions
•
CE accepted as key
design and behavioral
parameters
CE trainings started,
gaining adoption
•
CEM truly lived values
and behaviors
Continual CEM training
programs
CEM culture
Detailed differentiation
according to segment
specific preferences,
value and economic
drivers
•
Differentiation initiatives
expanded driven by
customer needs
Segments taking form
and experience differs
•
•
•
•
•
•
•
Personalized based on
individual demands
including value and
economic drivers

43. Part of a structured approach
Discover
Define
Design
Implement
Mesure
 Analyse CEM
Maturity
Where is your company
relative to your CEM
maturity?
 Positioning
framework
Translate strategic &
brand positioning into
unique customer
experience
framework/identity
 Design Customer
Journey’s and
Moment’s of Truth
in order to
consistently deliver
the defined
Customer
Experience
 Translate Experience
Framework into
concrete actions at the
different moments of
interaction.
 Design the To Be
situation.
 Implementation
plan + roadmap
 Build
 Pilot
 Improve + Roll out
 Sustain
 Define KPI’s
 Organize
measurement
 Continuous
improvement (PDAC)
 Train & coach
 Monthly dashboard
 Montly/Quarterly
improvement
meeting
 Behavioural principles
 Improvement ideas +
prioritization
 Implementation plan
 Road map
 Pilot
 Roll out
 Monthly /Quarterly
sounding board in
preparation of next
improvement round
 Analyse current
Customer
Experience
performance
Analyse current
situation and detect
limitations and failures.
 Recommendation for
your CEM program
 High level roadmap
“What do we want the
customer to think about
the ORGANISATION
during and after having
done business?
 Voice of the
customer
Define customers wants
and needs during
complete customers
lifecycle
 Your DNA of CeX