Your contact at weave:!

Alexandre Gangji

+ 32 477 597 398

alexandre.gangji@weave.eu

Partner Benelux

Social CRM Conference 2013 How Social CRM and Customer Experience Management will help you connect with your customers? The State of Customer Experience Management in Belgium

27 NOVEMBER 2013

2! 27/11/2013!

Why do many service providers fail to tap into the huge potential that delivering a good customer experience can harness?!

…the roadmap for delivering excellent customer experience in a cost-efficient manner has seldom been explored

While the benefits of delivering a good customer experience have been well documented in various academic and business publications…

3! 27/11/2013!

Customer experience management capabilities are pivotal!

Managing customer expectations while rallying the whole organisation to deliver these expectations becomes the challenging job of the business leader who is given the task of creating a “wow” customer experience

Weave study 2013: The state of customer experience management in Belgium!

4! 27/11/2013!

34 respondents working closely with customer experience management from 24 leading-companies in Belgium participated in the survey The survey focuses on 4 sectors:

Retail Banking Telco Transportation Energy

The objective of this study was to assess the level of maturity and the efficiency of customer experience management for the top companies in the Belgian market

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CustomerExperience

Strategy

Voice of the Customer

&Voice of the Employee

Customer Experience

Vision

Customer Experience ROI

PeopleOrganizationValue propositionOperationsTechnologyPerformance mgt.

Customer Experience

Implementation Levers

weave has developed a framework to help companies craft a customer experience management strategy to connect with customers •  Our framework and its 10 core dimensions allow a successful and pragmatic customer experience strategy

and provide the blueprint to design, deliver, manage, and measure the intended customer experience across social media and other touch points

This study provides an assessment based on the key elements of the weave Customer Experience Management framework!

6! 27/11/2013!

Without defining and implementing an efficient customer experience management (CEM) programme, companies will continue to struggle in creating a “wow” experience and connecting with customers

Companies must define and disseminate across the company a well-articulated customer experience vision, with buy-in from all stakeholders

Companies must effectively integrate the customer segments, channels and customer lifecycle dimensions into their customer experience strategy

A shift is required in the organisation’s DNA to better examine the experience from the customer’s point of view, and to use that perspective to make improvements and manage the experience

Companies need to engage the whole organisation and specifically the employees to create a great experience

Understanding the customer experience economics allows companies to build the business case for change; customer experience directly impacts your bottom line

#1

#2

#3

#4

#5

#6

Key findings

Weave study 2013: Summary of key findings!

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How would you rate the importance of delivering an outstanding customer experience in your

company's strategy?

How would you rate the performance of your company against customer experience

management?

To what extent has your company implemented a customer experience

management programme?

4% 13%

83%

54%

46%

0%

42%

46%

12%

Most companies recognise the importance of delivering an outstanding customer experience, though, none of them rate their performance as satisfactory •  The study reveals that most companies struggle in implementing customer experience management

programmes

1 Scores range from 1 (very unsatisfactory) to 10 (excellent)

#1 Without defining and implementing an efficient CEM programme, companies will continue to struggle in creating a “wow” experience and connecting with customers !

<7 ≥ 7 & <9 ≥ 9 Score1

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#2 Companies must define and disseminate across the company a well-articulated customer experience vision, with buy-in from all stakeholders!

33%  

29%  

29%  

25%  

46%  

58%  

50%  

46%  

21%  

13%  

21%  

29%  

37%  

46%  

33%  

29%  

25%  

21%  

37%  

38%  

46%  

38%  

42%  

17%  

29%  

25%  

37%  Your company has a concrete customer experience vision

Your company has a brand promise reflecting customer experience

The customer experience vision is shared within the entire company

The customer experience Vision is translated in strategic objectives

A senior executive is leading customer experience efforts within your company

Executives define guiding principles for customer experience actions

Executives consistently communicate about the importance of the customer experience management

Executives consistently communicate a shared image of the ideal customer experience to offer to the customers

Customer experience is a recurring agenda item for the top management

Regarding the definition of a customer experience vision in your company, please evaluate the following

statements:

Regarding the role of your company's executives toward customer experience management, please evaluate the

following statements:

Only few companies have a clear customer experience vision that is shared across the company and translated into strategy objectives •  While senior executives recognise the importance of customer experience, they fail to translate it into

concrete operational actions and behaviours

<7 ≥ 7 & <9 ≥ 9 Score

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#3 Companies must effectively integrate the customer segments, channels and customer lifecycle dimensions into their customer experience strategy!

<7 ≥ 7 & <9 ≥ 9 Score

25%

54%

21%

25%  

38%  

33%  

46%  

42%  

38%  

50%  

37%  

54%  

41%  

46%  

54%  

25%  

25%  

13%  

13%  

13%  

8%  Products

Customer segments

Customer lifecycle

Channels

Moments of truth

Customer touch-points

To what extent does your company integrate the following dimensions in the definition and prioritisation of the

customer experience management programme?

To what extent has your company a clearly defined customer experience management strategy?

Only 21% of companies have a clearly defined customer experience management strategy •  3 out of 4 companies fail to manage and integrate customer experience dimensions such as products,

segments, channels, customer lifecycle, moments of truth and customer touch-points

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50%  

67%  

17%  

63%  

42%  

46%  

37%  

38%  

21%  

37%  

29%  

42%  

42%  

42%  

12%  

12%  

46%  

8%  

16%  

12%  

21%  Customer communities /forum/social media

CRM

Customer data analysis

Users groups/advisory board

Customers' complaints

All influencers in the buying decision process

Front line employees' observations

To what extent does your company use the following sources/means to collect the Voice of the Customer?

33%

59%

8%

To what extent is your company using efficiently the collected customer insights to define and enhance

customer experience management?

Our study reveals that only 8% of companies efficiently use customer insights to define and enhance customer experience management, while only 21% actively use social media as a source for collecting the Voice of the Customer1

1 The Voice of the Customer (VoC) describes the customers’ needs, expectations and preferences, which a company can capture through direct and indirect ways

#4 A shift is required in the organisation’s DNA to better examine the experience from the customer’s point of view, and to use that perspective to make improvements and manage the experience!

<7 ≥ 7 & <9 ≥ 9 Score

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#5 Companies need to engage the whole organisation and specifically the employees to create a great experience!

<7 ≥ 7 & <9 ≥ 9 Score

37%  

29%  

34%  

21%  

50%  

42%  

46%  

58%  

54%  

46%  

21%  

25%  

8%  

25%  

4%  

 

 

 

 

 Develop and implement new technologies to improve the customer experience

Optimise operations and processes which support the delivery of the best experience to your customers

Offer a new/improved value proposition linked to the customer experience Vision

Enhance the organisation of the company to become more customer-centric

Engage employees to deliver an outstanding customer experience

Regarding the efforts your company is doing to deliver the best customer experience, please evaluate the use of the following levers to improve customer experience:

The results show that some useful levers to improve customer experience often remain unexploited. Only 4% of companies actively develop and implement new technologies (a.o. social) to improve the customer experience

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#6 Understanding the customer experience economics allows companies to build the business case for change; customer experience directly impacts your bottom line!

<7 ≥ 7 & <9 ≥ 9 Score

58%  

37%  

29%  

33%  

17%  

38%  

50%  

54%  

29%  

67%  

4%  

13%  

17%  

38%  

17%  

 

 

 

 

 Your company measures the performance of the customer experience management programme

Your company has developed metrics to measure the customer experience management performance

Your company measures the impacts of the customer experience management programme on the customer satisfaction

Your company tracks the effectiveness of customer experience management actions on the business

Executives use these measures to make investment decisions

Regarding the measure of your company's performance in the field of customer experience management, please evaluate the following statements:

Study reveals that only 1 company out of 5 manages to appropriately understand and measure the customer experience business case •  Executives from 2 companies out of 3 do not use the measures to make investment decisions

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