Customer journey workshop - David Hicks, TribeCX

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


(c)TribeCXLtd2016 9

Customer Metrics: An “outside in” view of your organization

But,measuringaloneisnotenough

(c)TribeCXLtd2016

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!)

Emo2onMaps:

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Source:SensaGon.io

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



Metricsearlywins:geEngstarted

Askyourself:•  Howdoyoumeasurethingstoday?•  Howcustomerfocusedarethemeasures?•  Howdoyoucapturecustomerfeedback?•  Howdoyoucaptureemployeefeedback?•  WhathappenstotheinformaGon?•  HowdoyouleverageinsightsintoacGon?•  Doyoutreatunstructureddataasacorporateasset?•  Whoisthecustomerchampioninthebusiness?

ReallyEarlyWins!

17

Usewhatyouhaveeg:LeverageexisGngtechnologiesandcapabiliGesButmakeastart

TheCXapproachesusedbysuccessfulcompanies:

•  Metrics•  Mapping•  Benchmarking

©TribeCXLtd2016

CustomerJourneyMapping:Howtodoit?

(c)TribeCXLtd2016 ©TribeCXLtd2016

UsingMappingtoDiagnoseE2EJourney

Client Services MOT

Pain Point

Both

ReviewallcurrentCustomerMetricstoensuretheyalignwithkeyareasforcustomers

CustomerJourneyMapping:BestPrac2ce

Source:MulberryConsulGng2014

(c)TribeCXLtd2016

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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

Earlywins:Focuson“PainPoints”

26

Juststart…it’sajourney!

Vision

Design

Culture

Learning

(c)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

DifferenGate!

3PrimaryBenchmarkingApproaches

…isusedwhenacompanyalreadyhasestablishedandprovenbestpracGcesandtheysimplyneedtosharethem.

 Internal  CompeGGve

…isusedwhenacompanywantstoevaluateitsposiGoninternally,withinitsindustryorwhenitneedstoidenGfyindustryleadershipperformancetargets.

 Strategic

…isusedwhenidenGfyingandanalyzingworld-classperformanceandneedstogooutsideofitsownindustry.

©TribeCXLtd2016

TribeCX:Buildingyourbenchmark/baseline(FREE)

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISION

DESIGNCUL

TURE

LEARN

ING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Legend

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

YourCompany

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Benchmark

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


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

Usebenchmarkdatato:BuildyourCustomerExperienceRoadmap

CLIENT’S NAME

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISION

DESIGNCU

LTURE

LEARN

ING

THE

TRIBECXENGAGEMENTMODEL



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


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

Itonlyworkswhenitallworks!


Ifthiswasuseful,completebenchmark,Bookcoachingsession,Thenrunin-companyworksessiontoreviewit

(c)TribeCXLtd201638

[email protected]

+13472275182

DubaiOfficeSuite313,Building10,DubaiMediaCity,Dubai,UAE

LondonOfficeSuite1307,601InternaGonalHouse,223RegentStreet,London,W1B2QDUK

Customer journey workshop - David Hicks, TribeCX

Technology

Transcript of Customer journey workshop - David Hicks, TribeCX