360 Degree Customer Experience: A Practical Approach to Holistic CX

360o Customer Experience: A Prac7cal Approach to Holis7c CX

Data University 2/13/15

©2015 suitecx – Confiden7al

Customer Experience: All the cool kids say they are doing it

2


But what is “it”?

3


Is it Voice of the Customer?

4


Is it Voice of the Customer?

5

ü  Surveys and feedback can capture quan3ta3ve and qualita3ve informa3on around the company, its products and its services

ü  Programma3c approach can be used over 3me for sta3s3cally valid research

ü  Can be executed cost effec3vely ü  Has some emo3onal and ra3onal elements ü  If used in conjunc3on with Voice of the Employee it can provide a point/

counterpoint view

ü  Doesn’t capture a full sample of your universe – only certain segments actually respond to ques3onnaires so you may be missing some voices

ü  Doesn’t capture what's happening along the lifecycle – people tend to remember their last touch

ü  Can’t be totally transparent -‐ ques3ons can be carefully craLed to elicit responses

ü  Doesn’t totally tell the whole truth – what people say and what they DO is oLen different

ü  Doesn’t capture emo3onal nuances


Is it a clickstream?

6

Overall naviga3on paNerns in travel remain complex, right up un3l the moment of purchase.


Is it a clickstream?

7

ü  Shows actual clicks and behaviors as someone passes through the digital environment

ü  Tracks 3me and depth (# pages viewed)

ü  Can be correlated with other channels such as email ü  Can capture promo codes or other aNribu3on elements ü  If you are ID’d you can dynamically test and manage 1:1 ac3ons

ü  Doesn’t show intent/measure emo3ons ü  Doesn’t capture the en3re process ü  Can’t understand the ‘human element’ – why did they do what they did ü  Can’t track offline ac3ons or influences ü  Can’t see before and aLer ac3ons ü  Can’t track across mul3ple browsers and browser tabs ü  Can’t see any ac3vity on other devices.


Is it NPS?

8


Is it NPS?

9

ü  Provides a moment in 3me quan3ta3ve view of the rela3onship

ü  Gives ability to track over 3me for trends ü  Allows a company to marshal resources to act upon improvement of the

customer experience ü  Is benchmarked in many industries and company segments, sizes ü  Simple and easy – one ques3on -‐ no fieldwork ü  Theore3cally has emo3onal and ra3onal response

ü  Lacks ability to iden3fy and act upon the overarching drivers of customers’ responses – they are in the moment

ü  Doesn’t tell you if they really DID refer – you can get off the hook preNy easily

ü  It’s asked aLer a whole process is done – few actually track at a granular level ü  Star3ng to cause some ‘NPS fa3gue’ for both customers and employees ü  Doesn’t necessarily work across all cultures ü  Link between company growth and NPS is being contested


Is it Social Media?

10


Is it Social Media?

11

ü  With such a large amount of informa3on posted on social media sites it is highly likely that someone will be talking about your brand somewhere

ü  Social media offers a large accessible sample size ü  Social media presents fresh and organic feedback, great for early explora3on

into a subject ü  Customers talk freely about their interests without the constraints of

specifically answering an interviewer’s ques3on ü  A researcher can filter for informa3on they are specifically interested in. ü  Can be more 3me-‐effec3ve than tradi3onal observa3onal research, where a

researcher would have to wait for the specific informa3on to emerge

ü  The feedback provided may not be very well considered because of the environment it is delivered in

ü  Its’ anonymous so it could encourage extremes of opinion ü  You can’t tell who you are listening to easily – not easy to 3e back to your

segments, making it less ac3onable ü  Can’t follow up to ask further ques3ons or to probe deeper if your weren’t in

the conversa3on to begin with ü  Concerns about privacy


Is it Big Data?

12


Is it Big Data?

13

ü  Powerful – can look at wide range of informa3on

ü  If you have the data and ask the right ques3ons you will know with reasonable certainty, the answers

ü  With the right tools, a vast amount of data can be processed in a small amount of 3me to provide insights

ü  Can be used to predict outcomes

ü  It takes good data and skill sets to mine it to accurately answer your ques3ons

ü  You need data from every part of the lifecycle – some3mes that’s hard to get in face to face or call center transac3ons

ü  Not a good emo3onal barometer ü  Cant follow up to ask further ques3ons or to probe deeper


What is the missing factor in each of these “its”?

14


The objec7ve – a 360o Customer Experience

15


360o Experience Mapping pulls it all together

16


All of the “its” are inputs to the 360o puzzle

17


360o Experience Mapping Examples

18



19



20


It takes a combina7on of tools and teams in an itera7ve process

Technology allows you to beNer express your findings

It shortens the 3me to present different views and opinions

It doesn’t imbue any knowledge or experience – that comes from you

It helps share, collaborate and present your insights and best prac3ces up and

down the corporate ladder

Provides business acumen

Provides innova3on

Helps envision of what companies need/want to achieve

Pulls in best prac3ces and achievable improvement

Knows the right ques3ons to the right people to uncover opportuni3es

The Tools The Team


Start by crea7ng a wide and broad lifecycle framework

•  Outside in from the customers view is a great way to start your improvement ini7a7ves

•  Use lifecycle as your ‘top line’ for all of your data to provide a context for every element you pull in

•  Iden7fy your interac7ons at a granular level •  Start collec7ng all of your disparate data/emo7ons/actors/pain points, moments of truth and metrics at the interac7on points

•  Look at them from a holis7c view for general insights

•  Use all of the techniques and technologies discussed against this framework to get the most out of all of them

22


Use your big data (or your regular data)

•  Compile your data to reflect the customer lifecycle and journey

•  Pull data together from all technologies and plagorms

• Map to the lifecycle then: •  Create scenarios by buyer segments •  Look at path to purchase (best/worst) •  Look at path to repurchase (best worst) •  Is there an obvious loyalty path? •  Look at other elements based on your Industry/Ver3cal

•  Don’t forget to add in partners or mul3-‐level B2B supply chains

23


Pull in your emo7onal and survey data for insights and punctua7on

•  Surveys •  Ethnographic research •  Social Media •  3rd party VOC

Voice of the Customer

•  Surveys •  Performance Metrics •  Opera3ons Research and Methods

Voice of the Employee

•  KPI’s that are customer focused at the most granular level •  Interac3on point data NPS/CSAT

24


Use digital where it is available to augment interac7on info

•  Clickstreams

•  Ra7ng and Rankings •  Social data •  Path to Purchase •  Conversion clickstreams

•  3rd party data from your vendors

• Web, email and SEM streams

25


Drill down on your journeys/experience maps to solve problems – address hypotheses

• Outside in from the customers view is a great way to start the process

• Iden7fy the touches at a granular level • Combine the disparate data/emo7ons/actors and metrics at the touches

• Look at them from a holis7c view for general insights

• Find moments of truth, pain points

• Overlay Processes to find gaps or ‘pile ons’

26


Where are you finding gaps and opportuni7es in gejng a 360o view?

27


Redesign based on both Outside in and Inside Out

28

People • Train them to do their jobs based on customer-‐centric principles • Be sure you have the right people for the right jobs – use a scien3fic approach to hiring • Reward them for the right behavior and mindset • Increase coaching – don’t forget they need to con3nuously improve

Process • Simplify processes and focus on moments of truth • Turn around pain points • Find and fix programs are very successful • Make sure technology supports the right process vs. the other way around

Informa3on • Present the right informa3on at the right 3me to leverage every interac3on with prospects/customers

• Use drip-‐irriga3on to keep collec3ng new and fresh informa3on • Provide the right informa3on/data to employees at touchpoints • Provide 3ps, techniques offers through data analysis and smart analy3cs • Single source of truth for all customer data


Redesign based on both Outside in and Inside Out

29

Technology • Remember that technology should support People and Process – not the other way around

• Integrate as deeply as possible from Demand Genera3on through Rewards/Loyalty solu3ons

• User Adop3on is cri3cal – see change management!

Metrics and Measures • Set performance indicators that are achievable by each employee team • Reward on those – people do what they are paid for! • Make them roll up/down so the chain of control and achievement are clear top to boNom

• Everyone should be measured – and it should be transparent

Culture/Change Management • Set up your change management and communica3ons team early – integrate into con3nuous improvement processes

• Culture comes from the top – make sure you have buy in or success will be hard to achieve

• Communicate – Communicate – Communicate


Consumer Mapping

Experience Mapping isn’t a stand-‐alone exercise

30

Mapping only outbound touches Does not address the whole customer experience. Omits ini3a3on points as Well as feedback loop. Solu%on: Map ALL interac%ons to get a full picture

No clear view of outcomes Interes3ng collec3on of facts that are not ac3onable. No understanding of how they connect. Solu%on: Focus on ac%onable insights and the ini%al objec%ves .

Organiza3onal Alignment Need the full coopera3on and access to the staff across the organiza3on to be sure the right informa3on is collected and shared. Solu%on: Be as deep and wide as possible

Process Only Mapping Provides lots of data but no real insight into the emo3ons of the employees or customers limi3ng ac3onable insights. Solu%on: Be sure to add emo%onal inputs, ethnographic research and VOC /VOE.

Vision Services Plan JumpstartMD Xanterra Na7onal Membership Organiza7on

Case Studies


Client: VSP Customer: Eye Care Professionals • Challenge • Desire to expand Eye Care division sales/marke3ng automa3on but didn’t understand buyer’s journey •  Inconsistent and 3ming issues of messaging rela3ve to offers • Developing programs difficult due to a complex set of influencers and buyers

• Approach •  Interviews of all Ins3tu3on/Employee/Customers created a complex, mul3-‐faceted buyer journey map • Highlighted pain points, moments of truth and key interac3on points for use in crea3ng Salesforce.com processes

•  Iden3fied opportuni3es to improve rela3onships with Eye Care Professionals

• Results • Developed strategies aligned with the level of complexity of the different cons3tuents • Understanding of rela3onships across LOB’s and customers • Salesforce tool mapped to different use cases based on insights • Communica3ons mapped to influencers and buyers appropriately

32


• Challenge •  Focus on acquisi3on leL Pa3ents feeling neglected • Needed a customer-‐centric data and marke3ng automa3on solu3on to beNer track and retain current Pa3ents, deliver triggered campaigns and monitor likelihood to churn

• Needed to drive automa3on and consistency across mul3ple storefronts, online and across communica3ons channels

• Approach •  Conducted company-‐wide diagnos3c with Pa3ent, Employee and Ins3tu3onal inputs •  Created Experience Map to fully understand pa3ent journey • Developed ini3a3ves to close gaps (OPIT) • Developed requirements, RFP’s and managed bid processes for marke3ng automa3on solu3on • Developed Sales and Marke3ng Training for Segmenta3on and 1:1 Marke3ng concepts

• Results •  Immediate improvement of revenue due to decreased drop off •  Improved experience comments/survey results • Drove business case for marke3ng automa3on tools

Client: JumpstartMD Customer: Medical Weight Loss Pa7ents

33


• Challenge • Hospitality conglomerate had mul3ple proper3es with different experiences • In order to drive revenue using new segmenta3on and marke3ng plamorm needed to understand guest journey

• Marke3ng was challenged with pulling emo3onal and ra3onal informa3on together

• Approach • Developed journey maps for top brands and proper3es • Iden3fied strengths and weaknesses for each property across customer lifecycles • Created a lifecycle contact strategy

• Results • Using as a basis for 2015 go to market strategy • Crea3ng lifecycle marke3ng using new CRM database and toolkit

Client: Xanterra Customer: Travelers

34


• Challenge • Client experiencing downturn in renewals for membership • Strategy team concerned about ability to aNract and retain new members who increasingly eschew ‘joining’ organiza3ons

• Realized that ‘engagement’ may not mean touches – needed to see what that meant

• Approach • Mapped touches as is by mul3ple views as compared to DMA standards • Created customer journeys for top customer ‘jobs’ and interests to ID reason for joining, renewing, MOT’s and Pain Points

• Developed different scenarios for customer personas and touch op3ons to beNer op3mize experience and resul3ng renewal

• Results • 2015 planning will include new programs and processes • Addi3onal mapping projects underway to fine tune experience for • Different personas and interest groups

Client: Na7onal Membership Organiza7on Customer: Members and Prospects

35

Q&A

Thank you!

suitecx.com @custoholic

360 Degree Customer Experience: A Practical Approach to Holistic CX

Business

Transcript of 360 Degree Customer Experience: A Practical Approach to Holistic CX