Weave study 2013 - The state of customer experience management in Belgium
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In an increasingly competitive business place charac-
terised by cut-throat competition and increasingly de-
manding and more empowered customers, service firms
are finding it difficult to gain a sustainable competitive ad-
vantage that will help them not just retain their existing
customers but also do this in a more cost-efficient manner.
It is important to note that, while retaining customers is al-
ways a good thing to curb customer churn, maintain mar-
ket share and have a guaranteed source of future income,
firms that manage to satisfy their customers consistently
will also reap the benefits of having their loyal customers
become customer advocates who, in turn, will help attract
new customers through positive word of mouth. A review
of the business practices of some of the most successful
and profitable service providers invariably reveals a con-
sistent pattern: the ability of these firms to consistently de-
liver a holistic customer experience.
While the benefits of delivering a good customer experi-
ence have been documented in various academic and
business publications, the roadmap for delivering excel-
lent customer experience in a cost-efficient manner has
seldom been explored. This means that, despite the im-
portance of delivering a good customer experience, many
service providers fail to tap into the huge potential that de-
livering a good customer experience can harness.
Various reasons can be posited for a service providers
failure to understand the dynamics involved in delivering
an excellent customer experience. Some of these include
lack of top management support for customer experience
initiatives, a silo mentality that exists within an organisation
that prevents different internal departments from delivering
a seamless customer experience, failure to accurately un-
derstand customer segment needs, lack of internal com-
munication and co-ordinated processes to deliver on cus-
tomer needs and failure to offer a holistic customer expe-
rience in an integrated multichannel system.
It is also interesting to note that, while service providers
can pull their act together and organise themselves to pro-
vide a good customer experience, they are still faced with
customers who do not see the complex web of organisa-
tions and processes that operate behind the scenes to de-
liver their experiences. They see interactions, coloured by
their expectations, emotions and their alternatives. Thus,
managing the expectations of the customers while rallying
the whole organisation to deliver on these customer ex-
pectations becomes the rather challenging job of the busi-
ness leader charged with the task of delivering a great
customer experience.
If top executives need to understand their customers and
urge their subordinates/colleagues to deliver a good ex-
perience, a logical framework that accounts for both the
strategic aspect of customer experience and the imple-
mentation process of customer experience needs to be
explored. Once this framework is established, a baseline
of the current performance by service providers on cus-
tomer experience needs to consider which further actions
need to be taken to improve customer experience.
I am convinced that the framework that has been devel-
oped in the context of this research study is a sound one
and will serve as a solid foundation for executives inter-
ested in capitalising on all the benefits of delivering a great
customer experience.
Prof. Dr. Deva Rangarajan, Vlerick Business School
2Weave study 2013 - The state of customer experience management in Belgium
Foreword
Lack of knowledge of customer experience concepts is seen as a major deterrent by service providers for
the development of
efficient customer experience management
4Weave study 2013 - The state of customer experience management in Belgium
Customer experience management performance leaves a
lot to be desired!
Our study shows that customer experience, though recog-
nised as strategically important by companies, is not suc-
cessfully managed within them.
83% of companies consider that customer experiencehas an important place in their strategy;
54% of companies consider that their customer experi-ence management performance is not satisfactory.
None of the interviewed companies rate their perform-
ance as excellent or close to excellent.
Lack of knowledge of customer experience concepts is
seen as a major deterrent by service providers for the de-
velopment of efficient customer experience management
The evaluation of companies performance on the 10 di-
mensions of the weave Customer Experience Framework
reveals that:
Companies fail to implement an efficient customer ex-perience management programme: only 12% of com-
panies have adequately developed a customer
experience management programme;
Companies must define and disseminate across thecompany a well-articulated customer experience vision:
only 29% of companies have developed a concrete cus-
tomer experience vision, and only 13% of companies
consider that their vision is adequately shared across
the company and merely 21% of companies claim to
have it satisfactorily translated into strategic objectives;
Senior executives must play their roles in improving cus-tomer experience: our study reveals that, though cus-
tomer experience is high on the agenda of the top
management for 42% of the companies (9 or 10 on a
scale of 1 to 10), senior executives are struggling to lead
concrete customer experience actions, give guidelines
and communicate about customer experience within
their company;
Companies must define a clear customer experiencestrategy only 21% of companies have a clearly defined
customer experience management strategy, and simul-
taneously 3 out of 4 companies fail to manage and inte-
grate the customer experience dimensions such as
products, customer segments, channels, customer life-
cycle, moments of truth and customer touchpoints (see
weave Customer Experience Management Framework);
Companies should better examine the experience fromthe customers point of view, and use that perspective
to make improvements and manage the experience: our
study reveals that only 8% of companies efficiently use
the collected customer insights to define and enhance
customer experience management;
Companies need to engage the whole organisation andthe employees in particular to create a great experience:
some useful levers to improve customer experience are
completely unexploited by companies:
> 4% of companies rate as excellent or close to excel-lent the development and implementation of new
technologies to improve the customer experience;
> 8% of companies consider that they successfully offera new/improved value proposition linked to the cus-
tomer experience vision;
> 21% of companies successfully engage employeesto become more customer-centric and deliver an im-
proved customer experience;
> 25% of companies consistently enhance their organ-isation or optimise operations and processes.
Companies must understand the customer experienceeconomics to build the business case for change: only
17% of companies successfully measure the impacts of
the customer experience management programme on
customer satisfaction and only 13% of companies suc-
cessfully track the effectiveness of customer experience
management actions on business performance. Exec-
utives consistently use the customer experience meas-
ures to make investment decisions in only 4% of
companies.
There is a substantial difference in customer experience
maturity levels across the different sectors in our sample
Based on the evaluations shared by the respondents
about their companys performance and maturity on each
dimension of the weave Customer Experience Manage-
ment Framework, the Customer Experience Management
Index (CEMI) calculates an overall score reflecting the gen-
eral level of customer experience management maturity.
Indexes are reported on a 0 to 100 scale.
The CEMI scores show significant differences between the
industries included in the study:
The transportation industry is by far the best performingindustry in terms of customer experience management
with a global score of 77.5;
The telecommunications industry comes second with aglobal score of 74.2;
The energy and retail banking industries lag significantlybehind the 2 others industries with scores of 65.8 and
64.7 respectively.
Executive
6Weave study 2013 - The state of customer experience management in Belgium
The objective of this study is to assess the level of maturity
and the efficiency of customer experience management
for the top companies on the Belgian market.
In order to ensure the pertinence and the viability of our
approach and the framework used (cf. weave Customer
Experience Management Framework), a neutral expert-
Prof. Deva Rangarajan from the Vlerick Business School
was consulted.
This first edition of the study covers
four different industries:
Energy Retail Banking Telecommunications Transportation
The report is based on the results of a quantitative survey
conducted among senior executives and/or middle-man-
agers in charge, directly or indirectly, of customer experi-
ence in their companies. This survey was conducted
between September 2012 and January 2013. The quanti-
tative research was implemented using an online ques-
tionnaire and a total of 34 respondents from 24 different
companies were included in the research study. All these
companies are key players in their industry.
In order to assess the performance of customer experi-
ence management in companies, we have developed a
questionnaire based on the weave Customer Experience
Management Framework. This framework helps compa-
nies define, prioritise and implement an effective customer
experience management programme.
Our questionnaire asked executives to assess the key el-
ements of the 10 dimensions of the weave Customer Ex-
perience Management Framework inside their company.
Although the assessment of the companies customer ex-
perience is based on a limited number of respondents per
company, it nevertheless allows us to undertake an analy-
sis and to establish trends on the general level of customer
experience performance and maturity in these 4 indus-
tries.
The respondents were asked to assess their companys
customer experience on a scale from 1 to 10. We have
considered 9 and 10 as excellent, 7 and 8 as neutral and
1 to 6 as not satisfactory.
About
A customer experience
management strategy
is the process of
understanding and managingthe customers interactionsand perceptions with the company
8Weave study 2013 - The state of customer experience management in Belgium
The customer experience refers to the quality and nature
of interactions between a company and its customers. The
customer experience is the result of the interactions be-
tween an organisation and a customer, as perceived
through a customers conscious and subconscious mind.
The customer experience, therefore, is a combination of
the organisations rational performance and the irrational
emotions evoked across all customer touchpoints.
A customer experience management strategy is the
process of understanding and managing the customers
interactions and perceptions with the company. The im-
plementation of an effective customer experience man-
agement strategy allows companies to develop a
company culture focused on delivering an excellent cus-
tomer experience in order to build customer-based brand
equity and long-term profitability.
Weave has developed a framework to help companies
craft a customer experience management strategy and to
align it with the companys overall strategy and brand at-
tributes.
Our framework and its 10 core dimensions allow a suc-
cessful and pragmatic customer experience strategy and
provide the blueprint to design, deliver, manage, and
measure the intended customer experience.
The weave
Management Framework
CE Implementation Levers
PeopleOrganisationValue propositionOperationsTechnology
Pro
duct
s
Customer Segm
ents
Channels
Cus
tom
er L
ifecy
cle
Moments of Truth
Customer Touchpoints
CustomerExperience Vision
Voice of the Customer
CustomerExperience ROI
CustomerExperience
Strategy
The weave Customer Experience Management Framework
1 2 54
3
10Weave study 2013 - The state of customer experience management in Belgium
Customer Experience Vision
A customer experience vision positions the im-
portance of the customer (experience) within
and outside the company. It gives a high-level
description of what and how the organisation
intends to achieve in its interactions with its
customers.
The definition of a customer experience vision
should be taken as the starting point to design
a customer experience programme. The cus-
tomer experience vision should drive the whole
customer experience management process,
from customer experience strategy definition to
implementation and return-on-investments.
On the one hand, the customer experience vi-
sion must serve as guiding principles in the
thinking process and ensure coherent deci-
sions-making. On the other hand, the purpose
is to leave the how vague in order to ensure a
wide clarification by the organisation.
Voice of the Customer
The Voice of the Customer describes the cus-
tomers needs, expectations and preferences,
which a company can capture through direct
and indirect ways.
Meeting customer needs requires that those
needs are collected, understood, analysed and
translated into actions. A customer experience
strategy cannot be defined without a deep un-
derstanding of the customer needs. This dimen-
sion is incredibly challenging for companies
since listening to and understanding the lan-
guage of the customer requires the companies
to place themselves in the customers shoes.
An efficient Voice of the Customer programme
helps executives to define the best customer
experience strategy and actions that will meet
customers' expectations.
Customer Interactions, Touchpoints and Mo-
ments
To develop an effective customer experience
strategy, companies need to strive for strong
performance in 6 core customer experience
competences: 1) products, 2) customer seg-
ments, 3) channels, 4) moments of truth and 5)
customer touchpoints.
Hence, it is broader than touchpoints and
deeper than user experiences. it requires a truly
holistic approach.
Customer Experience Implementation Levers
Delivering a remarkable customer experience
requires the mobilisation and alignment of the
whole organisation, starting from defining a dif-
ferentiated customer value proposition through
to engaging the people, optimising the
processes and using the right technology.
Linking Customer Experience ROI
Companies are always looking for ways to bet-
ter understand the connection between cus-
tomer experience and business performance.
The ROI of customer experience shows that
customer experience is highly correlated to loy-
alty, retention and satisfaction.
Appropriate measures of the customer experi-
ence management performance should allow
companies to demonstrate the positive ROI of
their customer experience actions and make
good decisions in order to enhance their cus-
tomer experience management
3
The respondent companies are struggling to implementan efficient
customer experience
management programme
12Weave study 2013 - The state of customer experience management in Belgium
While 83% of the companies recognise the importance of delivering an outstanding customer expe-
rience, 100% rate their performance as not satisfactory or neutral (see figure 1 and 2).
Are companies creating
for their customers?Without defining and implementing an efficient customer experience pro-gramme, companies will continue to struggle to create a wow experienceand to satisfy, retain and co-create value for their customers
Moreover, the results of the study reveal that the respondent companies are struggling to implement
an efficient customer experience management programme. 46% of companies consider the imple-
mentation of a customer experience management programme in their company as not satisfactory
while only 12% of companies consider it as successful (9 or 10 on a scale of 1 to 10) (see figure 3).
4%
13%
83%
46%
54%
46%
12%
42%
Figure 1 - Importance of Customer Experience
On a scale of 1 to 10, how would you rate the im-portance of delivering an outstanding customer ex-perience in your company's strategy?
Figure 2 - Performance against Customer Expe-rience Management
On a scale of 1 to 10, how would you rate the per-formance of your company against customer ex-perience management?
Figure 3 - Implementation of a Customer Experience Management Programme
To what extent has your company implemented a customer experience management programme (on a scale of 1 to 10)?
6
7 & 8
9 & 10
Companies must define and disseminate across the company a well-ar-ticulated customer experience vision, with buy-in from all stakeholders
Only 29% of companies have developed a concrete customer experience vision, only 13% consider
that their vision is adequately shared across the company and merely 21% of companies claim to
have it satisfactorily translated into strategic objectives (see figure 4).
While senior executives recognise the importance of customer experience, they fail to translate it into
concrete operational actions and behaviours.
Though customer experience is high on the agenda of the top management for 42% of the companies
(9 or 10 on a scale of 1 to 10), many senior executives are struggling to lead concrete customer ex-
perience actions, give guidelines and communicate about customer experience within their company.
Results show that senior executives are struggling in particular to communicate a shared image of
the ideal customer experience they want to deliver. Hence, executives manage to consistently com-
municate this shared image in only 17% of companies while they do not convincingly communicate
it in close to 1 out of 2 of companies (see figure 5).
25% 38% 37%
29% 46% 25%
33% 38% 29%
46% 37% 17%
37% 21% 42%
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 ofthe ideal customer experience to offer to the customers
Customer experience is a recurring agenda item for the top management
25% 46% 29%
29% 50% 21%
29% 58% 13%
33% 46% 21%
Your company has a concrete customer experience vision
Your company has a brand promise reflecting customer experience
The customer experience vision is shared within theentire company
The customer experience vision is translated instrategic objectives
Figure 4 - Customer Experience Vision
Regarding the definition of a customer experience vision in your company, please evaluate the followingstatements (on a scale of 1 to 10) :
Figure 5 Roles of Senior Executives in Improving Customer Experience Management
Regarding the role of your company's executives in improving customer experience management, pleaseevaluate the following statements (on a scale of 1 to 10) :
6
7 & 8
9 & 10
14Weave study 2013 - The state of customer experience management in Belgium
Companies especially fail to effectively integrate the customer segmentsand the customer lifecycle dimensions into their customer experiencestrategy
Only 21% of companies have a clearly defined customer experience management strategy, and, at
the same time, 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 (see weave Customer Experience Management Framework).
Indeed, only 8% of companies say they are consistently integrating products into the prioritisation
and definition of the customer experience actions. Only 13% of companies consider that they are ad-
equately integrating customer segments, channels and customer lifecycle. Barely 1 out of 4 compa-
nies rate as excellent the integration of moments of truth and customer touchpoints (see figure 7).
21%
25%
54%
Figure 6 Customer Experience Management Strategy
To what extent has your company a clearly defined customer experience management strategy (on a scale of1 to 10)?
38% 54%
41% 46% 13%
46% 41% 13%
33% 54% 13%
38% 37% 25%
25% 50% 25%
8%Products
Customer segments
Customer lifecycle
Channels
Moments of truth
Customer touch points
Figure 7 Integration of the Key Customer Experience Dimensions
To what extent does your company integrate the following dimensions into the definition and prioritisation ofthe customer experience management programme? (on a scale of 1 to 10)
6
7 & 8
9 & 10
A shift is required in the organisations DNA
16Weave study 2013 - The state of customer experience management in Belgium
A shift is required in the organisations DNA to better examine the experi-ence from the customers point of view, and to use that perspective tomake improvements and manage the experience
Though 1 out of 2 companies have very satisfactorily implemented a VOC programme, our study re-
veals that only 8% of companies efficiently use the collected customer insights to define and enhance
customer experience management.
Moreover, several improvement opportunities remain for the respondent companies in terms of po-
tential sources/means to collect the Voice of the Customer. The results reveal that, with the exception
of the customer complaints that are used by 83% of companies, all the other potential sources of
VOC, such as social media, voice of the employees, CRM, user groups/ advisory boards or all influ-
encers in the buying decision process could be more efficiently exploited by at least 79% of compa-
nies (see figure 10).
50%
33%
17%
8%
33%
59%
Figure 8 - Formalised Programme to Collect VOC
On a scale of 1 to 10, to what extent does yourcompany have a formalised programme in place tocollect the Voice of the Customer?
Figure 9 - Use of the Collected
On a scale of 1 to 10, to what extent is your com-pany efficiently using the collected customer in-sights to define and enhance the customerexperience management programme?
37% 42% 21%
46% 42% 12%
42% 42% 16%
63% 29% 8%
17% 37% 46%
67% 21% 12%
50% 38% 12%
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
Figure 10 Use of the Different Sources to Collect the VOC
To what extent does your company use the following sources/means to collect the Voice of the Customer?
6
7 & 8
9 & 10
Companies need to engage the whole organisation and specifically theemployees to create a great experience
The results show that some useful levers to improve customer experience are unexploited by com-
panies. Indeed, only 4% of companies rate as excellent or close to excellent the development and
implementation of new technologies to improve the customer experience. Only 8% of companies
consider they successfully offer a new/improved value proposition linked to the customer experience
vision.
A somewhat higher but still very limited proportion of companies consistently enhance their organi-
sation (25%), optimise operations and processes (25%) or engage employees (21%) to become more
customer-centric and deliver an improved customer experience.
50% 46% 4%
21% 54% 25%
34% 58%
29% 46% 25%
37% 42% 21%
8%
Develop and implement new technologies to improvethe customer experience
Optimise operations and processes which supportthe delivery of the best experience to your customers
Offer a new/improved value proposition linked to thecustomer experience vision
Enhance the organisation of the company to becomemore customer-centric
Engage employees to deliver an outstanding custo-mer experience
Figure 11 Customer Experience Levers
Regarding the efforts your company is making to deliver the best customer experience, please evaluate the useof the following levers to improve customer experience (on a scale of 1 to 10)
6
7 & 8
9 & 10
18Weave study 2013 - The state of customer experience management in Belgium
Understanding the customer experience economics allows companies tobuild the business case for change; customer experience directly impactsyour bottom line
Our study reveals that only 1 company out of 5 manages to appropriately understand and measure
the customer experience business case.
Indeed, on the one hand, 83% of companies say that they measure the performance of their customer
experience management programme, although only 17% of companies consider that they success-
fully measure this performance (9 or 10 on a scale of 1 to 10).
On the other hand, while 38% of companies have adequately developed metrics to measure customer
experience management performance, only 17% of companies successfully measure the impacts of
the customer experience management programme on customer satisfaction and only 13% of com-
panies successfully track the effectiveness of customer experience management actions on business
performance.
The results show as well that, for 50% of companies, customer experience management is not sat-
isfactorily integrated into the general performance management of the organisation.
Since customer experience is not satisfactorily integrated into the performance management of com-
panies and only few of them successfully track the impacts of customer experience management on
customer satisfaction and business performance, it is not surprising to see that executives use the
customer experience measures to make investment decisions in only 4% of companies.
17% 66% 17%
33% 29% 38%
29% 54% 17%
37% 50% 13%
58% 38% 4%
Your company measure the performance of the custo-mer experience management programme
Your company has developed metrics to measure thecustomer experience management performance
Your company measures the impacts of the customerexperience management programme on the customer
satisfaction
Your company tracks the effectiveness of customer expe-rience management actions on the business performance
Executives use these measures to make investmentdcisions
Figure 12 Measurement of the Customer Experience Management Performance
Regarding the measurement of your company's performance in the field of customer experience management,please evaluate the following statements (on a scale of 1 to 10)
6
7 & 8
9 & 10
Based on its framework, weave has developed a Customer Experience Management Index (CEMI).
This index is based on the evaluations shared by the respondents about their companys performance
and maturity on each dimension of the weave Customer Experience Management Framework. The
CEMI gives an overall score reflecting the general level of customer experience management maturity
and performance. Indexes are reported on a 0 to 100 scale.
Figure 13: The 2013 Customer Experience Management Index
CEMI Dimensions National
level Energ
y Retail
banking Telec
omTrans
porta-
tion
14,0 12,1 12,3 14,9 16,7
13,1 10,9 13,3 13,4 15,1
14,0 13,0 12,8 14,9 15,2
14,1 13,8 13,0 15,2 14,4
15,1 15,0 13,3 15,8 16,2
70,3 64,8 64,7 74,2 77,5
Customer Experience Vision (../20)
Voice of the Customer (../20)
Customer Experience Strategy and Design (../20)
CE Implementation Levers (../20)
Customer Experience ROI(../20)
Customer Experience Management Index (../100)
Customer Experience
and industry comparison
20Weave study 2013 - The state of customer experience management in Belgium
The scores show significant variances between the differ-
ent industries included in the study. The transportation in-
dustry is by far the best performing industry with a global
score of 77.5. The telecommunications industry comes
second with a global score of 74.2. The retail banking and
energy industries lag significantly behind the 2 others in-
dustries (see figure 13).
The scores by dimension confirm the four industries dif-
ferent positions towards customer experience manage-
ment. Indeed, the transportation industry scores the
highest on 5 out of 6 dimensions of the CEMI model. It is
the telecommunications industry that scores the highest
on the Customer Experience Implementation Levers di-
mension.
The energy industry obtains particularly low scores on
three dimensions: the Customer Experience Vision, the
Voice of the Customer and the Customer Interactions,
Touchpoints and Moments. However, the score of the en-
ergy industry is relatively high on the Customer Experience
ROI dimension.
The scores of the retail banking industry on the different
CEMI dimensions are relatively homogeneous. The retail
banking industry is not outperforming on a particular di-
mension. However, retail banks score particularly low on
the Customer Experience Vision dimension and obtain by
far the lowest scores on the CE Implementation Levers
and Customer Experience ROI dimensions.
The telecommunications industrys performance is also
homogeneous on the different customer experience di-
mensions, with scores of around 15, except on the Voice
of the Customer dimension. Indeed, the telecommunica-
tions industry only obtains a score of 13.3 on this dimen-
sion.
The transportation industry clearly outperforms the other
industries on the Customer Experience Vision and Voice
of the Customer dimensions. However, its score on the CE
Implementation Levers is far below its average score.
Despite, or thanks to, the challenging economy, which is
putting strong cost pressure on consumer companies,
companies are convinced of the importance and the com-
petitive advantage of designing and implementing a prag-
matic customer experience strategy. Customer
satisfaction, loyalty and retention are valuable assets for
any company.
Paradoxically, companies are struggling to define, design,
measure, implement and manage a customer experience
strategy that will generate value for their customers. They
fail to deliver the expected customer experience and rela-
tionship.
Completely transforming how you interact with customers
is a larger, more complex task than simply optimising
channels to work better in concert. In order to understand
the cross-channel journey customers undertake, compa-
nies need to adopt a holistic approach.
The weave Customer Experience Framework will eventu-
ally help your company define your customer experience
strategy to connect with your customers.
Companies should increase their efforts on all 10 dimen-
sions of the weave customer experience framework to
better manage the total customer experience, and specif-
ically:
Define and disseminate across the company a well-ar-ticulated customer experience vision, with buy-in from
all stakeholders;
Examine the experience from the customers point ofview, and use that perspective to make improvements
and manage the experience;
Define a concrete customer experience strategy and de-sign the customer experience consistently integrating
the products/services, segments, channels, customer
lifecycle, customer touchpoints and moments of truth;
Engage the whole organisation and specifically the em-ployees to create a great experience;
Understand the customer experience economics in orderto build the experience business case.
Though the business community, doubtlessly and increas-
ingly, recognises the criticalness and power of delivering
a holistic customer experience, most companies have not
successfully embraced it. This is because becoming a
customer experience-driven organisation is a global trans-
formation and process, one that requires fundamental
shifts in how business behaves and is organised. We hope
that this study will help companies understand how they
can better orchestrate existing elements to realise new
values, and to better connect to their customers' needs
and wants.
Conclusion
Define and disseminatea well-articulated customer experience visionExamine the experiencefrom a customers point of view
Define a concrete customer experience strategy
Engage the whole organisationUnderstand the customer experience economics
ContactsAuthor of the study:
Weave Belgium
Academic Expert:
Vlerick Business School