Post on 15-Apr-2017
DavidHicksCEOTribeCX
Amersfoort,June16th2016
CustomerExperience:GeEngintoAcGonCustomerJourneyMaps,Benchmarking&CustomerMetrics
TribeCXfoundersandadvisors(Elders)aregloballyrecognisedexpertsandacommunityofCXpracGGonersacross17countriesprovidingpracGcaltoolsandcoachingtoleadCXtodriveeffecGvechangeWe’vedisGlledthecollecGvepracGcalexperienceoftheTribeCXcommunityintoaCXcapabilityassessmentandpracGcaltoolkitourexpertsthencoachandthecommunitysupportstoachievebestpracGceCXTheiniGalassessmentanddiagnosisisfree,usersthenchoosethelevelofsupport/coachingtheyneed(selfserve,remote,orfacetoface)todeliverafocusedplanofprovenapproachestoensuretheirCXplanworksWeareNOTtypicalCXconsultantsnordowedeliver“howtodo”guidesforCXtoolse.g.CMMorMetricsWeAREapracGGonerledcommunityoflikemindedpeoplewhoarecatalystsforoutcomesfromCX
TribeCX:Whatwedo
• DefiniGon• CustomerMapping• CustomerMetrics• Benchmarking,donow,next,later.
Agenda:PracGcaladvicetogetintoacGon
Overview:CustomerExperience-DefiniGon
Customerexperienceis“ablendofacompany’sra2onalperformanceandtheemo2onsevokedinalltheinterac2onswiththecustomer,acrossalltouchpoints”
Consistentlygreatexperiencesdon’thappenbychance.Theyaretheoutcomeofdeliberatelydesignedcustomerjourneys.ThechallengeistogettheenGrebusinessalignedbehindapurposelydesignedexperiencethatispersistentlyandconsistentlydelivered
CustomerExperience-DefiniGon
“Peoplewillforgetwhatyousaid,peoplewillforgetwhatyoudid,butpeoplewillneverforgethowyoumadethemfeel”.MayaAngelou
DesignforemoGons
PurposefullydesignedendtoendCustomerExperiencedrivesimprovementsin:businessefficiency&customereffecGveness
CustomerExperienceLeadersOutperform
©TribeCXLtd2016
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%
Fix Standardise
Embed
Time
Cus
tom
er e
xper
ienc
e qu
ality
Tac2calac2onsarenotenough:ItALLneedstowork
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
NetPromoterScore(NPS)
NetPromoters=%promoters-%detractors
2vitalquesGons:1. Wouldyou
recommend?
2.Why?
(c)TribeCXLtd2016
©TribeCXLtd2016
• NPS“aneasy”customermetricforseniorexecs
• Customermetricsaregreatatfixingirritants
• BUT:TendstoincreasefuncGonalfocus
• BUT:Leavestheunderlyingcausesunaddressed
• CustomermeasurestendtoplateauwithoutaddressingthedifferenGatedE2Eexperience
Metrics:Limita2onsimprovingtheE2Eexperience
PROCEED WITH CAUTION
CustomerEffortScore
(c)TribeCXLtd2016
• Stronger link to business performance • Less “cultural” bias
• Same mechanics • (Same risks!)
Fix Standardise
Embed
Time
Cus
tom
er e
xper
ienc
e qu
ality
Metricsalonearenotenough:ItALLneedstowork
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
Metricsearlywins:geEngstarted
Askyourself:• Howdoyoumeasurethingstoday?• Howcustomerfocusedarethemeasures?• Howdoyoucapturecustomerfeedback?• Howdoyoucaptureemployeefeedback?• WhathappenstotheinformaGon?• HowdoyouleverageinsightsintoacGon?• Doyoutreatunstructureddataasacorporateasset?• Whoisthecustomerchampioninthebusiness?
Client Services MOT
Pain Point
Both
ReviewallcurrentCustomerMetricstoensuretheyalignwithkeyareasforcustomers
CustomerJourneyMapping:BestPrac2ce
Source:MulberryConsulGng2014
(c)TribeCXLtd2016
Emotions CustomerJourney
Time Values
Recognition Values Comfort
Values
Confidence Values
Safety Values
Freedom/ Control Values
Tension
FrustraGon
Makers
Breakers
PostFlight
The Customer
Experience
Prepare to Travel Travel to
Airport
Arrive at Airport
Check-in
Wait for
Flight Board Airplane
Take Flight
Retrieve Bags
Prepare to Leave Airport
Travel to Destination
Disembark
Pass through Security
Pass through Security
©TribeCXLtd2016
TribeCX:4KeyAreas
• DisGllaGonofgloballeadingCXpracGGoners”howtouseit”advice
• Toolkit:PracGcal/acGon/outcomesfocus• AgnosGc/objecGve• WorkedwithSalesforcetobuildlargest
databaseofCXcapabiliGesglobally17countries(andcounGng)
• Goalistoequipandinspiretheorganiza2ontodothisforthemselves
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
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 HomechoiceHomechoice Benchmark
100500 100500
3PrimaryBenchmarkingApproaches
…isusedwhenacompanyalreadyhasestablishedandprovenbestpracGcesandtheysimplyneedtosharethem.
Internal CompeGGve
…isusedwhenacompanywantstoevaluateitsposiGoninternally,withinitsindustryorwhenitneedstoidenGfyindustryleadershipperformancetargets.
Strategic
…isusedwhenidenGfyingandanalyzingworld-classperformanceandneedstogooutsideofitsownindustry.
©TribeCXLtd2016
TribeCX:Buildingyourbenchmark/baseline(FREE)
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
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 HomechoiceHomechoice Benchmark
100500 100500
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISION
DESIGNCUL
TURE
LEARN
ING
THE TRIBECX
ENGAGEMENTMODEL
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 HomechoiceHomechoice Benchmark
100500 100500
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
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 HomechoiceHomechoice Benchmark
100500 100500
Legend
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
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 HomechoiceHomechoice Benchmark
100500 100500
YourCompany
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
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 HomechoiceHomechoice Benchmark
100500 100500
Benchmark
HOMECHOICE
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISIONDESIGNCUL
TURE
LEAR
NING
THE TRIBECX
ENGAGEMENTMODEL
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 HomechoiceHomechoice Benchmark
100500 100500
Importanttoyourcompany
40%
HOMECHOICE
ATTRIBUTES
Homechoice
PERFORMANCEASSESSMENT REPORT
ugust, 2015
Understands that customer advocacy, effortless CX and retention drive sustainable growth & profitability
Clearly defines a service promise and CX principles to foster a sense of belonging and shared purpose
Aligns CX with brand promise, marketing & sales strategies and company values
Reflects and articulates the DNA of the organisation in simple customer and employee terms
Has a comprehensive CX strategy outlining vision, mission, goals and roadmap
Co-creates CX design standards and processes with customers, employees and service partners
Constantly communicates on the importance of CX, using metaphors and visualisations
Has a Senior Leadership Executive appointed that ensures CX-motivated decisions are always taken
Does not see CX as a function but as a competence embraced across the organisation
Understands what is valued by customers and what is valuable to the organisation
Constantly reassesses activities and resources based on CX ROI and success metrics
Targets most profitable customers, based on demographics / value / life-stage / future profitability
Knows what makes or breaks the brand promise at each touch-point
Delivers consistent brand experience treatments across all service channels
Knows which customer journey touch-points and which customer personas to focus on
Supports data roll-up and unique customer ID at enterprise level through platforms and technology
Gives front-lines access to tools providing customer-cen-tric insights (profiling, value, behaviours, etc.)
Enables highly personalised, multi-channel, social & mobile approach through technology
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.)
Selects employees for attitude and culture-fit and trains them with skills
Ensures leaders inspire, mentor and coach employees to deliver the right CX-centric behaviours
Gets employees to connect CX values to both their professional and personal developments
Leads by example and creates a show me, don’t tell me culture across the entire organisation
Cares for employees and ensures leaders value and celebrate employees positive CX-centric behaviours and competencies
Bases employee reward and recognition on customer feedback, advocacy and organisational performance
Gets employees to take ownership of issues and to see things through to resolution
Encourages cross-functional collaboration and makes it part of the organisation's formal performance management system
Increases employees awareness and management of their energy levels (physical, mental, emotional, spiritual)
Focusgrowth
Design
experienceEnable
change
Insp
ire
min
dsetRew
ard
beha
viou
r
Energise
Engage and sense
Connect the dots
Ignite
growth D
efin
evi
sion
Create
strategy
Align
organisation
Never
0 1 3 6
Sometimes Almost Fully 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
Benchmarkdetailon:Learning
Ove
rall
Resp
onde
nt Vision
Design
Culture Learning
TribeCX Benchmark Jan 2016
360’cross-businessCXMaturityAssessment
Future state capability end 2017
CLIENT’S NAME
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define vision
Create strategy
Align organisation
VISION
DESIGNCU
LTURE
LEARN
ING
THE
TRIBECXENGAGEMENTMODEL
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
Nextsteps:1) Freeassessmentwww.tribecx.com2) Invitecolleaguestobenchmark
STOPPRESS:Completebenchmarkinnext7daystogetfreeExpertCoachingsessiontobuildCXroadmap
TribeCX:Buildyourownbaseline
PracGcalbestpracGcetoolkit
• 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