Customer Experience: Design and Execution

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3

6

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1 Customer Experience:

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Blue Space Consulting specializes in three practice areas:

- Customer Experience Design

- Strategic Execution/Performance Management

- Enterprise Change Management

Recent clients have included Hewlett Packard, Schwann Foods, Texas United, Delta

Airlines, Duke Energy, Avista, Puget Sound Energy, Michelin, American Gas Association,

Sterigenics, Joerns Healthcare, the U.S. Department of Defense and many others.

Roy Barnes is President of Blue Space and is also a 25 year veteran of the hospitality

business. He worked his way up in the hotel industry (Marriott International)

from front-desk clerk to eventually holding almost

every operational job in the company. He left

Marriott as Senior Vice-President of Strategic

Planning and Customer Experience

Management.

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Why Bother with Customer Experience?

• Maximize pricing

control

• Increase share of

customer

wallet

Increase Revenue

• Reduce process

costs

• Faster cycle

times

• Reduce

transaction

costs

Reduce Cost

• Broader use of

your portfolio

of products

and services

• Trusted advisor

Modify

Customer Behavior

Increase Employee

Engagement

• Clear role

expectations

• Clear

performance

standards

• Lower turnover

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Quantifiable Performance Change*

Issues:

2010

2015

Poor Company Practices

Poor Communication

Customer Service Wasn’t Helpful

Unprofessional Service

Poor Response Time

Finding the Right Person to Solve Problem

Lack of Follow-up

Long Hold Time

27%

29%

43%

20%

14%

13%

14%

9%

11%

20%

9%

2%

7%

6%

* (Mid-Size Utility Company – In 3

rd

_{Year of Program Implementation)}

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TouchPoint Redesign Customer Performance Dashboard Reward and Recognitions

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2

4

5

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Internal Communications and Culture Change

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7 Benefits Builds With Implementation of each of the Seven Components

Best practice organizations engage with all of the essential components in a sustained and meaningful manner.

Customer Experience Intent Statement and TouchPoint/Journey Map Customer Experience Knowledge in the Workforce Voice of Customer Listening/Dialogu e Portal

Customer Experience Design Process

The Seven Essential Components

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Create

Customer

Experience Intent

Statement and

TouchPoint/

Journey Maps

Development of Customer Experience Intent Statement (CIS)

“What is the Experience You Want to Deliver to Your Customers?”

The journey starts here with a formal declaration of Customer Experience Intent. The Intent Statement answers the critical question that must be met by all subsequent re-design work. The Intent relates to and is supportive of Brand positioning but

is not a marketing slogan. The Intent Statement is more akin to a set of enginneering parameters. The Intent Statement is used by the organization to create, manage and monitor Customer Experience against a formal, defined set of criteria.

Build Customer TouchPoint and Journey

Maps

Customer Experience Design Process

Define Your Intention/Map the Experience

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Validate and Socialize CIS and Maps for Buy-In Determine Creative Execution of Maps for Internal Communication

1(a) 1(b) _1(c)

1(d)

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Re-Design

Customer

TouchPoints for

Experience Intent

Delivery and to

ensure Changes in

“Ideal” Customer

Behaviors

Determine “Ideal” Customer Behaviors

Rapid Design = Fast Results

Four weeks (20 work days) are all the time given to a TouchPoint re-design team to brainstorm, create and EXECUTE their change. Corporate ADD (Attention Deficit Disorder) is so prevalent that sucessful re-design efforts must be very tightly scoped and time-limited. A senior stake-holder group

is available to provide “instant” approvals and feedback.

Customer Experience Design Process

Re-design High Impact TouchPoints Quickly

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Baseline Current Performance and Build (ROCE) Metrics Prioritize “High-Value” TouchPoints Select Cross Functional Team Members for 4- Week Re-Design Teams Design, Execute, Repeat 2(a) 2(b) _2(c) 2(d) 2(e)

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Design, Execute, Repeat

Determine Stakeholder Group Select TouchPoint

for Re-Design Select _Team Members Initial Team Training and PlanApproach Analyzethe TouchPoint

Plan, Analyze, Design, Build, Execute, Sustain

Designto Customer Experience Intent Buildthe Change Executethe Change Enterprise-wide Set Performance Metrics for Sustainment Team’s Present to Executive Leadership Re-Design Performance Change and Metrics Shared Enterprise-wide

20 Work Days

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Skills Training for TouchPoint Re-designers Conflict Management and Problem Resolution Skills Training for the Front Line

Customer Experience Design Process

Skills Development

Build both

Foundational

and Tactical

Customer

Experience

Delivery

Capability in

the Workforce

Customer Experience Training Must Move Performance Metrics

Employees who interact with Customers on a regular basis need to not only understand what Customer Experience your organization intends to deliver but they also need to know how to deliver engaging “experience”. Most employees are trained on the specific tactical functions needed to execute their individual part of their siloed business process. Very few are given real-world, hands-on, practical experience in exactly how to personally deliver great Customer Experience. Blue Space has the deep experience

necessary to train all customer-facing employees (from seasoned, 30 year “craft” workers to newly-minted call center operators).

Role-Specific Skills Training for Customer Facing Employees Foundationa l Training and “Customer Experience Moments”

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3(a) 3(b) 3(c) 3(d)

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Customer Experience Design Process

Listen to the Voice of the Customer

Inventory Where You Are Listening

Effectively Today

Move Customer Experience From Art to Science

Annual surveys are out. Constant listening and providing real-time dialogue is in. Ideally, real-time Customer feedback is available at all major Customer TouchPoints and current performance is attributable and highly visible for all customer-facing employees.

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Create Baseline TouchPoint CIS Metrics Prioritize Highest Value Listening and Dialogue TouchPoints Set Governance Model for Managing VOC Communicat e and “Expect” Problem Resolution to Standard

Create

Voice of the

Customer

Listening

and

Dialogue

Capability

4(a) 4(b) _4(c) 4(d) 4(e)

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Customer Experience Design Process

Create and Monitor Quantitative Customer Data

Make the Measures the Enemy

Feel-good customer initiatives need to be replaced with laser-guided projects with clear and formal performance metrics and owned-commitments.

There should be no place to hide for customer failures. Create a visible place to showcase the superlative service that individuals in the organization are delivering. Make real numbers drive accountability for improvement. Kill misaligned initiatives.

Assign Ownership of Measure Performance Align/DSP Initiatives to Ensure Measure Contribution

Build a

Highly Visible

Customer

Performance

Dashboard

Determine Leading and Lagging Customer Success Metrics

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5(b) 5(c) 5(d) Set Enterprise Customer Strategies 5(a) Monthly Monitoring and Review of Key Success Metrics 5(e)

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Execute

an on-going,

Integrated

Internal

Communications

Campaign

around the

Customer

Inventory Existing Information Distribution Channels and Messaging

What are the real drivers of your Corporate Culture and can the ”Customer” fit in?

If the language of organizational leaders rarely mentions customer concerns, issues or opportunities, all the best internal marketing will fall short of creating significant culture change. The evolution of Customer Centricity within an established organization is an

uphill fight. It is winnable, but significant resources (both financial and philosophical) need to be brought to bear.

Create Messaging and Channels for All Executives

Customer Experience Design Process

Evolving the Culture of Customer

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Distribution of CIS and TP Redesign Successes Measure Communications and Engagement Success in Employee Opinion Surveys

6(a) 6(b) _6(c)

6(d)

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Customer Experience Design Process

Rewards and Recognition

Inventory Existing Monetary Incentives for Business Performance

Money Where the Mouth Is

Compensation systems inform the entire organization about what’s really important and what isn’t. To the degree that rewards (variable compensation, etc.) and recognition programs are not supportive of Customer focus, the best efforts to embed Customer centricity into a

culture will ultimately fail.

Additionally, if success can be achieved in the organization by individuals who make the “numbers”, while acting in a way that ignores or injures the Customer experience, the program will fail. Employees are hyper-sensitive to “flavor of the day” initiatives. If you don’t intend

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Inventory Existing Recognition Programs and Include Customer Performance Move Significant Variable Comp. towards Customer Performance Determine and Deliver Consequences for Customer Non-Performance

Evolve Reward

and Recognition

Systems

to explicitly

support

Customer

Centricity

7(a) 7(b) 7(c) _7(d)

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Comprehensive VOC Portal Fu lly In teg rat ed M u lt i-C h an n el in ter n al C o mmu n ic at io n s C amp ai gn 1 2 3 4 5 B u ild C E K n o w led ge an d C ap ab ilit y i n th e W o rk fo rc e Deployment of CE Intent Statement and

TouchPoint Map Stage Key 1 – Thinking About 2 – Plan to Execute 3 – Initiated 4 – 50%+ Complete 5 – Fully Embedded

Customer Experience Design Process

State and Measure Expected Progress of the Program

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Fu lly In teg rat ed M u lt i-C h an n el in ter n al C o mmu n ic at io n s C amp ai gn 1 2 3 4 5 B u ild C E K n o w led ge an d C ap ab ilit y i n th e W o rk fo rc e Deployment of CE Intent Statement and

TouchPoint Map

Stage Key

1 – Thinking About 2 – Plan to Execute 3 – Initiated