•
Introduction to Strativity & some customer experience context
•
How can organisations really know there customers (at a business level)
•
How to develop scorecards for customer satisfaction that create real value
•
Key principles for driving and sustaining customer-centricity
•
Questions
Agenda
Focus
Area
Focus
Area
Strativity Group is a global customer experience consulting firm that works
with clients to:
•
Design and execute customer experience strategies
•
Define and improve the customer experience
•
Develop a customer-centric culture
•
Deliver educational programs to improve organisational capability
•
Determine the economics that support investment in customer experience
Strativity Group helps our clients answer the following questions:
•
How do we inspire employees to deliver great experiences?
•
What is our current customer experience and how should we map the
experience?
•
How do we identify and prioritise the key areas for improvement?
•
How do we measure experience effectiveness at every touch point?
•
How can we deliver customised experience to different customers?
•
How do we develop and sustain a customer-centric culture?
•
How do we move from innovation to execution and economic value
quantification?
•
How do we build an enterprise wide blueprint for customer experience
improvement?
Strativity Group has been recognised as a leader in customer experience
transformations by Forrester Research, and our latest book was recently cited as
“the most comprehensive and practical text to date on customer experience
management” by Strategy & Business Magazine
Why focus on the customer?
There are many different reasons...
•
The philosophical (driven by values or competitive positioning)
•
The empirical (based on a wealth of research)
•
The strategic (innovation, improved returns and decreased risks)
•
Financial (improved sales, retention, decreased costs)
•
Cultural (improved engagement and sense of purpose)
Peppers & Rogers: From Interaction to Profit
Trust =
Decreased bill
enquiries
Capitalising on
strategic
opportunities
Satisfied owners
Willingness to
use low cost
channels
Consistency =
Decreased
process costs
Decreased
complaint
costs
Value
Value
Some interesting facts
The 2009 Strativity Customer Experience Benchmark Study concluded that:
•
80% of business leaders think customer experience is more important
than it was 3 years ago
•
48% of firms have increased their investment in customer experience
management by 10% or more over the last 3 years
•
58% of firms are focused on removing dissatisfaction
•
38% have moved beyond dissatisfaction removal and are focussed on
delivering a differentiated experience
•
40% of firms believe they work collaboratively and cross functionally to
Some interesting facts
The 2010 Forrester Research Study concluded that:
•
90% of firms describe customer experience as critical or very important in
their companies’ strategy in 2010
•
64% of firms have a disciplined approach to customer experience
management
•
62% of firms have a VoC program
•
53% of firms have a companywide program focused on improving
customer experience across all channels
•
49% of firms have an executive in charge of improving customer
experience across products and channels
•
63% of firms have implemented a single set of customer feedback scores
across the company
•
53% of firms identified a lack of clear customer experience strategy as a
Differences between private and public sector customer experience
•
Strategy – effectiveness and a broader concept
of value versus profit
•
Relationship – absence of choice
•
Culture – absence of a service mentality
(perceived and/or actual)
•
Measurements – a poor track record of capturing
actionable ‘metrics that matter’
•
Stakeholders – public sector relationships have
multiple stakeholders with varying interests and
agendas
However customer needs remain fairly constant:
Money for other things
Peace of mind
Overcoming the key perception of conflict
Let’s take a step back for a moment
Customer engagement approaches are good....but tactical
Our work demonstrates that most organisations struggle with knowing their
customers and becoming customer centric due to strategic / structural issues
We see two key pieces to the puzzle:
Strategic:
Managing the delivery of high quality and consistent customer
experiences
Tactical:
Building specific engagement strategies (segments, channels, offers, etc)
Some organisations have great segmentation models and sophisticated
Delivering high quality & consistent experiences
So it is universally agreed that we should deliver great experiences! But
how do we do this?
Discussion topic
Brochures
Website
Sales
Product
Customer
Service
Operations
Legal &
compliance
Finance
Paper /
Information
Design & Direct
Interact & Contribute
MySpace
Wikis
Print &
tv
media
Blogs
Podcasts
Opinion
Sites
YouTube
Retail/
Branch
Copyright Strativity Group 2011
Turns out this can be a bit complicated as every part of how we operate
(and some bits we don’t even control) can impact the experience delivered!
Discussion topic
Brochures
Website
Sales
Product
Customer
Service
Operations
Legal &
compliance
Finance
Paper /
Information
Design & Direct
Interact & Contribute
MySpace
Wikis
Print &
tv
media
Blogs
Podcasts
Opinion
Sites
YouTube
Retail/
Branch
Hmmm...perhaps this will take longer than 6 weeks!
Corporate Strategy
Business Unit Plans Customer Experience Strategy
Customer questions to infuse the customer perspective into decision making Brand promise to customer experience translation (design framework) Articulation of the desired customer experience to guide investment and behaviour (customer experience mapping) VOC program for
both frontline and back office staff to provide visibility and motivation Quantitative & consolidated analysis of critical customer touch points to inform prioritisation & action Organisational assessment against best practice to inform priorities &
actions (aligned with the high performance culture theme) Customer Service Employee & Shared Services Corporate Governance Asset Management Operations Water Sustainability & Market Development Customer & Stakeholder Engagement Finance & Strategy Office of the CEO
Corporate Strategy
Business Unit Plans
Customer Experience Strategy
Customer
questions to infuse
the customer
perspective into
decision making
Brand promise to
customer
experience
translation (design
framework)
Articulation of the
desired customer
experience to
guide investment
and behaviour
(customer
experience
mapping)
VOC program for
both frontline and
back office staff to
provide visibility
and motivation
Quantitative &
consolidated
analysis of critical
customer touch
points to inform
prioritisation &
action
Organisational
assessment against
best practice to
inform priorities &
actions (aligned
with the high
performance
culture theme)
Customer Service Employee & Shared Services Corporate Governance Asset Management Operations Water Sustainability & Market Development Customer & Stakeholder Engagement Finance & Strategy Office of the CEOThis gap makes operationalising a
customer-centric theme in an aligned and
efficient way difficult so we suggest...
GAP
Developing an enterprise level approach
Redefine
Continue an on-going reinvention process
•
Measurement Design
•
Transactional Studies
•
Relationship Studies
•
KPI Integration
•
Economic Impact Assessment
•
Experience Optimisation
•
Customer Feedback Action
•
Experience Innovation
•
Continuous Improvement
Measure
Measure progress & economic impact
Deliver
Execute & deliver the customer experience work program
Organise
Prepare the organisation to execute the work program
Develop
Develop the program to innovate & improve the experience across all touch points
•
Brand Promise Integration
•
Experience Design Framework
•
Experience Mapping
•
Quantitative Touch Point Analysis
•
Financial Modelling
•
Experience Audit
•
Innovation Sessions
Define
Define the differentiating & profitable customer experience
•
Organisational Assessment
•
Executive Alignment
•
Incentive Alignment
•
Change Management
•
Customer Experience Education
•
Experience Specifications
•
Service Model Innovation
•
Experience Improvement
Developing a customer engagement strategy
•
How is the strategy best communicated to the key
stakeholders?
•
How can we best prepare for the questions we
expect?
•
When should we report back with an update on
implementation and value creation?
•
How can the strategy be best utilised to inform the
business requirements for the customer
relationship management system?
Strategy Presentation
Present the complete strategy to stakeholders with
implementation plan and business case
•
What actions are required to
realise the strategy?
•
What level of practical detail is
required?
•
How is the business case best
positioned?
•
What level of governance, risk
management and impact
assessment is required?
•
What is the implementation
plan and how will it be
resourced?
•
What does success look like
(short, mid and long term)?
Strategy Development
Develop the actions required to realise each
component of the strategic framework and build the
supporting business case and management approach
•
What have we learnt through validating
and testing the conceptual framework
that will impact the strategic framework?
•
What shape and level of detail is
required in the strategic framework?
Strategic Framework (Final)
Refine the conceptual framework into the strategic
framework based on stakeholder input
•
What are the critical components of the
customer engagement strategy?
•
What does the future state customer
experience look like through the lenses
of the customer, journey stages, touch
points, management layers?
•
What aspects of the desired experience
require the greatest investment and is
this achievable?
•
What service model and process
infrastructure changes are required to
support the desired experience?
•
Do stakeholders agree on the priority
components of the framework?
•
Do stakeholders have insights that need
to be incorporated into the design?
Conceptual Framework Design
Develop the conceptual framework that can be
validated and communicated with key stakeholders
•
How does the different
information combine to
paint the contextual picture?
•
Where is the experience
strong and where is it weak
(and how does this impact
customer behaviour)?
•
What are the various options
that could be explored to
improve engagement?
•
Which touch points are most
critical and where will
improvement generate the
optimal impact?
•
How will future trends and
externalities impact the
engagement strategy?
Synthesis & Analysis
Understand the relationship between different
information sets to develop foundational ‘truths’
Discovery
Gather the foundational evidence and insight
required to support effective strategy development
•
What do we know about customer motivation?
•
Is there significant segment variation?
•
What do we know about customer behaviour and drivers
(e.g. relationship between motivation or treatment
strategies with positive or negative behaviour)?
•
Which channels are used for which interactions and what
is the cost, importance and relative performance of these?
•
What external factors need to be considered (e.g.
Treatment strategies
•
Predictive models can also be used to:
•
Identify high attrition risk / high value customers
•
Identify revenue growth opportunities
•
Appropriate treatment strategies can then be developed and deployed (and
tested against control groups)
•
Second order modelling can then be used to further refine the model and
effectiveness
Discussion Topic
Who has a customer experience / customer engagement strategy?
What are the key components?
Which elements have worked well?
Which have not?
Discussion Topic
How comprehensive and integrated is the strategy if we drill into these types
of components?
A brand promise (that all employees know)
A framework that translates the promise into the actual customer
experience (used for design & communication)
A set of desired customer experience maps (key interactions)
Defined set of behaviours / principles that deliver on the promise
A management system that assesses these regularly (internal & external)
A model for determining customer experience priorities which assess
importance, performance, volume and cost
A model for knowing customers...and staying focused on them
Foundational Research
Establishment of a set of customer led
brand or customer principles for both
customer facing & support staff
Measurement & Management
Informs Strategy Development
Provides a series of target areas for experience improvement
Driver models for
understanding and impact
assessment
High impact
experience
improvement targets
(segmented)
High impact
experience
identification
(segmented)
Behaviours that drive a positive
customer experience are synthesised
with behaviours that enable brand
promise delivery
KPI & Management Reporting
A management
system is built
to assess impact
& ongoing
performance
Programs are
developed &
implemented to
address
structural
experience
issues
Specific
experience
improvement
plans are
developed &
implemented
Measurement & Management
KPI & Management Reporting
Data is validated with
existing research &
customer data
Young single graduate trainee target group
Demographics: 60% Female, 21-25,
Attitudes: Breaking free, looking to enjoy life
Low-rate credit card storyboard
(current experience)
ABC
Bank
Putting Customers First!
The stages
Pre-application
Application
Approval
Fulfillment
Trigger
Product review
Application
Decline
Follow up
Activation
The story
The customer needs extra money to go on holiday.
The customer goes online and is overwhelmed by the number of credit cards available. Receives an unsolicited application in the mail.
The customer goes online to ABC bank and completes an application for a low-rate card. The customer also completes the application received in the mail.
The customer receives a letter to say they are declined. The customer is upset and calls to find out why but is not told the reason. Confused, the customer explains she may have filled the application out incorrectly and goes back through the application over the phone.
A few days later the customer receives a letter asking to send payslips as proof of income - they fax in their payslips and a few days later receive an email to say they have been approved and that they can expect to receive their card in 5-7 days.
The customer receives their new card and calls to activate it – the customer has to press lots of buttons, and is then transferred to a person who requests the same information again. The customer goes on holiday but on the second day her card stops working and she has to call Australia to sort it out.
The needs
Education about different options to meet financial requirements.
Simple online tools that make it easy to assess and compare products.
A quick and easy application process.
Provide clarity around the process, and proactively contact customers.
A quick turnaround time with no further work required.
A quick, friendly and personal activation process that makes them feel good about their new card.
The words
Now that I am working I assume I can apply for a credit card, and go on holiday without asking to borrow money from parents.
I didn’t really know about the different options. I met a friend for lunch and she had a cool looking card and told me to apply for a ‘low rate’ card.
I had to complete details about income and outgoings. I wasn’t sure if I completed it correctly.
I put monthly income in the annual income box. I am glad I called to ask why I was declined because I was approved after all.
Why did I have to send payslips when my pay goes into my ABC account , why didn’t they ask me for them while I was on the phone, and who uses faxes these days?
The next day I received a second card from the other application I had forgotten about and I ended up using both cads – I’m glad at least one of them is a low rate card.
The insights
For many customers in this segment this is their first credit card
As first-time credit card users, product knowledge is rather low, and card look and feel plays an important role in product consideration.
Some find completing the ‘financials’ section of the application difficult, with some customers having previously abandoned applications at this point.
Confusion in completing the application form results in some customers being incorrectly declined automatically.
Providing clarity around the process to customers upfront will help alleviate frustration. Customer would like the option of scanning and emailing documents.
Customers are generally excited about receiving a new card but feel the activation process has a negative impact on the experience.Copyright Strativity Group 2011
The stages
Pre-application Application Approval Fulfillment
Trigger Product review Application Decline Follow up Activation
The story
The customer needs extra money to go on holiday.
The customer goes online and is overwhelmed by the number of credit cards available. Receives an unsolicited application in the mail.
The customer goes online to ABC bank and completes an application for a low-rate card. The customer also completes the application received in the mail.
The customer receives a letter to say they are declined. The customer is upset and calls to find out why but is not told the reason. Confused, the customer explains she may have filled the application out incorrectly and goes back through the application over the phone.
A few days later the customer receives a letter asking to send payslips as proof of income - they fax in their payslips and a few days later receive an email to say they have been approved and that they can expect to receive their card in 5-7 days.
The customer receives their new card and calls to activate it – the customer has to press lots of buttons, and is then transferred to a person who requests the same information again. The customer goes on holiday but on the second day her card stops working and she has to call Australia to sort it out.
The needs
Education about different options to meet financial requirements.
Simple online tools that make it easy to assess and compare products.
A quick and easy application process.
Provide clarity around the process, and proactively contact customers.
A quick turnaround time with no further work required.
A quick, friendly and personal activation process that makes them feel good about their new card.
The words
Now that I am working I assume I can apply for a credit card, and go on holiday without asking to borrow money from parents.
I didn’t really know about the different options. I met a friend for lunch and she had a cool looking card and told me to apply for a ‘low rate’ card.
I had to complete details about income and outgoings. I wasn’t sure if I completed it correctly.
I put monthly income in the annual income box. I am glad I called to ask why I was declined because I was approved after all.
Why did I have to send payslips when my pay goes into my ABC account , why didn’t they ask me for them while I was on the phone, and who uses faxes these days?
The next day I received a second card from the other application I had forgotten about and I ended up using both cads – I’m glad at least one of them is a low rate card.
The insights
For many customers in this segment this is their first credit card
As first-time credit card users, product knowledge is rather low, and card look and feel plays an important role in product consideration.
Some find completing the ‘financials’ section of the application difficult, with some customers having previously abandoned applications at this point.
Confusion in completing the application form results in some customers being incorrectly declined automatically.
Providing clarity around the process to customers upfront will help alleviate frustration. Customer would like the option of scanning and emailing documents.
Customers are generally excited about receiving a new card but feel the activation process has a negative impact on the experience.
Many people find it hard to complete a personal financial
statement, especially if they have not done it before.
Provide a clear ‘how to’ guide on the application. It might
be a good idea to provide a link to a short film clip that
explains how to complete it correctly.
If an existing ABC Bank customer is declined, it
would be a better experience to call the customer
directly. This would allow the customer to ask
questions and give ABC Bank the opportunity to let
the customer know they are still valued customers.
Utilise credit
bureau information
to identify
customers who
have made more
than one
application, and
advise customers
of the added
financial
responsibility of
multiple credit
balances
Holidays are a
common reason
for applying for a
credit card. Advise
customers when
they call to activate
their card that
letting the bank
know when and
where they are
going on holiday
will prevent their
card from being
blocked
Young single graduate trainee target group
Demographics: 60% Female, 21-25,
Attitudes: Breaking free, looking to enjoy life
Low-rate credit card storyboard
(improvement opportunities)
ABC
Bank
Putting Customers First!
As students
graduate and start
working, their
needs change. By
pro-actively
contacting
graduates and
helping them to
understand their
needs, ABC Bank
could increase
their engagement
with the bank, and
put them on the
right track to
achieve their
financial goals.
Young single graduate trainee target group
Demographics: 60% Female, 21-25,
Attitudes: Breaking free, looking to enjoy life
Low-rate credit card storyboard
(optimal experience)
ABC
Bank
Putting Customers First!
The stages
Pre-application
Application
Approval
Fulfillment
Trigger
Product review
Application
Follow up
Approval
Activation
The story
Customer decides to apply for a credit card to pay for a holiday.
The customer reviews the information that she was given in the branch. She also goes online and uses ABC Bank’s product comparison tool.
The customer goes online to ABC bank and completes an application for a low-rate card.
Later that day ABC Bank call the customer to clarify some of the information provided by the customer in their application.
Two days the customer is sent an SMS notification that their application has been approved.
The customer receives their new credit card and call ABC Bank to activate it.
The words
When I started my new job after graduating, I received a call from ABC Bank inviting me to come to a branch as they wanted to ensure they were meeting all my needs. They provided me with information about how to best manage my finances. I told them I wanted to go on holiday and they suggested different options
When I met with the branch, the ABC Bank employee I spoke to seemed genuinely interested in assisting me with my finances rather than trying to sell me something. I now feel confident in my knowledge about the different credit cards and which is best for my needs.
I applied online at ABC Bank – the application form is very intuitive and even provides short ‘info-reels’ if you are not sure what to do.
After I submitted the application I received an email confirming the application had been received, along with clear guidelines of what would happen next.
A couple of hours after I submitted the application online, I received a call from ABC Bank. They thanked me for my application and just wanted to check some of the information I had provided. I had accidentally put down monthly rent instead of weekly rent.
A couple of days later I received an SMS notifying me that my application had been approved and that I could expect to receive my card within four days. Now I can start planning my holiday!
I received my new credit card along with some useful and easy to understand information.
I called ABC Bank to activate the card and spoke to a really friendly customer service agent who noted that this was my first credit card. She asked me to sign the card immediately and also advised me to let ABC Bank know if I was going away on holiday so that they can ensure a continued service while I am overseas.
The needs
Education about different options to meet financial requirements.
Simple online tools that make it easy to assess and compare products.
A quick and easy application process.
Provide clarity around the process, and proactively contact customers.
A quick turnaround time with no further work required.
A quick, friendly and personal activation process that makes them feel good about their new card.
Provide customers with a greater range of delivery options through retailer websites. Work with SMEs to utilise their sales platform to highlight standing order delivery options available to customers.
Review the opportunity to allow SMEs to call later and to narrow the collection window. There could potentially be the opportunity to generate revenue through offering more tailored call and collection windows.
Provide web parcel training to all new customers, either in person, over the phone, or through an online tutorial. List FAQs on the web parcel website. Create a ‘cheat sheet’ to assist SMEs utilising web parcel that contains helpful tips and troubleshooting, along with details on who to contact for different types of issues or questions.
Develop an ‘integration toolkit’ to help SMEs integrate web parcel into their own software.
Review daily minimum $40 charge for pick up with alternative minimum weekly / monthly postal charges to maintain daily pick-up.
Implement a standard lodgement procedure with regard to scanning all items. Provide SMEs with the option to select their preferred drop off location.
Fix label printing issue to reduce wastage, and to ensure barcode aligns properly to facilitate carding.
Build label ordering functionality into web parcel website and distribute through pick up drivers.
Review the opportunity to offer a temperate collection service in areas where there are multiple wine retailers.
Provide detailed and timely software upgrade notification to allow for SMEs to make required system changes without negative business impact. Assist customer with pre-loading standard parcel / carton sizes into web parcel to save time with daily data entry.
Utilise enquiry / complaints / return to sender data to ascertain which delivery routes are not being carded and review reasons. Determine appropriate corrective action and review opportunity to have driver remuneration linked to successful delivery /carding.
Provide more comprehensive tracking functionality, with clear instructions on the tracking site e.g. if a customer is looking at a particular tracked item, provide notification if this is still within standard delivery timeframe so the customer does not unnecessarily phone the contact centre. If a parcel is outside delivery time, provide instructions on what a customer should do next e.g. ‘check back in 48 hours and if parcel still not at destination call 1300 ....’
Email notification to retailer and customer as soon as their parcel is scanned into the depot. Where a telephone number is available, call customers whose parcels have not been collected within 5 days. Send SMEs a weekly email to notify them of parcels that are still waiting uncollected at the depot.
Provide allowable weight and dimension details on the manifest creation pages and highlight or disallow those that fall outside SME’s contractual web parcel parameters – and link to messenger post web page
Proactively help customers who call the contact centre by setting realistic enquiry outcomes and taking ownership for the call. Avoid referring all customers back to the sender as this will often result in further calls about the same enquiry.
Alert customers to the benefits of nominating specific delivery dates, locations or the authority to leave items unattended.
Provide automated self service machines (such as provided at supermarkets) to give customers the option to self service, and reduce queue times. Provide functionality for SMEs to determine or disable
web parcel ‘time-out’ to better suit their business needs. Review the mandatory three monthly password change, especially for companies with <5 employees.
Improvement and innovation opportunities
Develop the functionality to amend details already entered into web parcel without having to delete and rekey the entire entry.
35
A model that assesses: Importance; Performance; Volume; and Cost will
allow an organisation to maximise ROI
64.3
54.4
Website
IVR
Communications
Call Center
General
Operations
Website
IVR
Call Center
General
Operations
Communications
86.0
69.5
80.8
82.9
89.0
68.8
M
O
T
(36.7)
Touch Point based on actual current customer satisfaction ranking (% responding to top 3). Number represents average of all questions per TP.
Importance (ideal) attributed by customer to Touch Point (% responding to top 3). Number represents average of all questions per TP.
Moment of Truth representing the largest opportunity f or impact = Importance minus Satisfaction
M
O
T
(34.6)
40.1
46.2
• Web site is
user-friendly
• Contains the
information I need
• Uses language that is
understandable
• Can complete my tasks
quickly and easily
• Confident transactions
are completed
successfully
• Would like additional
services
• I feel valued as a
customer when I use
web site
• Easy to use and intuitive
• Has the functionality I need
• Provides access to an agent when I
want it
• Complete my transaction quickly
and efficiently
• Confident transaction was
completed successfully
• Like to see additional services
• I feel valued as a customer
• Statements are clear
• Communications are clear
• Communications contain
the information I need
• I feel valued as a
customer when I receive
communication about my
account
• Resolved on the first call
• Understands my needs
• Agents take ownership
• Communicate effectively
• Knowledgeable and demonstrate
expertise
• Agents are courteous
• Escalation process works well
• Understand the products
• Agents are able to help when I
call in after receiving an offer
• Follows up in a
timely manner
• Communicates
effectively
• Easy to do business
Wow
Enjoyable
Functional
Uneventful
Missed It
Never Again
36
A
tt
ri
b
u
te
s
<comp> programs provide fair and
competitive pricing
<comp> products and services provide
overall Value for the Money
Technical support - personnel follow up to
ensure satisfaction
<comp> products are stable and reliable
Product installation is quickly / easy
<comp> products and services are
innovative
Satisfaction
Importance
18.1
28.5
39.2
46.2
48.1
29.7
24.4
65.6
66.8
71.2
77.3
77.6
59
53
-38.3
-32
-31.1
-29.5
-29.3
-28.6
-47.5
* Rebate / credit process is simple and timely
* The activation process is simple
37
10
9
8
7
6
5
4
3
2
1
10
9
8
7
6
5
4
3
2
1
10
9
8
7
6
5
4
3
2
1
10
9
8
7
6
5
4
3
2
1
Attitude/Arrogance
Willingness/Indifference
C
a
p
a
b
il
it
ie
s
/H
e
lp
le
s
s
n
e
s
s
K
n
o
w
le
d
g
e
/I
g
n
o
ra
n
c
e
Capabilities/Helplessness
Knowledge/Ignorance
A
tt
it
u
d
e
/A
rr
o
g
a
n
c
e
W
illin
g
n
e
s
s
/I
n
d
if
fe
re
n
c
e
Gap:
Gap:
Gap:
Gap:
43.5
66.3
68.9
49.2
Employee
Customer
29.3
37.7
31.6
26.2
40.1
39.6
11.9
11.5
Stakeholder Reqs
Technology Review
Organization Structure
Experience Guide
Hiring Criteria
Compensation Plan
Education Program
Customer Dialogue
Organization Structure
Experience Guide
Manager Education
Measure. Program
Incentive Program
Customer Dialogue
Experience Redesign
This diagram highlights the perception gap between employees and customers. This gap is often a key inhibitor of cultural
change and the quadrants highlight where the gaps are most prominent – with the arrows highlighting the course of action
that is required to deliver improvement. Rather than adopting a generic approach for organisation wide improvement, this
insight allows an organisation to deploy a highly targeted approach (e.g. improving the hiring criteria for one team while
How to develop scorecards for satisfaction that create value
The first step involves the development of a Value to Customer model that
approximates how each customer experience element drives value to the
customer
Tracking performance of the
various elements will allow an
organisation to:
Stay focused on customer value
Assess the impact of initiatives
Identify issues early
Unplanned Outages
Planned Outages
Quality of Supply
Corporate
Responsibility
Cost/Affordability
General Enquiries
Billing
Water Usage Advice
Complimentary Products
& Solution
Value to
Customer
Customer
Satisfaction
& Advocacy
How to develop scorecards for satisfaction that create value
Keep in mind that granularity and accountability = Action-ability
New account connection
Supply connection
Disconnection
Bill enquiry - Conumption concern
Bill enquiry - Payment related dispute
Bill payment
Infrastructure customer work
Complaints
Fault reporting
Unplanned outage report
Planned outage
General Information about water –
Advisory
Complimentary products & solutions
Payment arrangement / hardship
Meter reading
Account balance
Update account details
Claims
Vegetation management
Upwards billing adjustments
Segmented by channel, customer type (residential /
SME / large business), value, attitude
Unplanned Outages
Planned Outages
Quality of Supply
Corporate
Responsibility
Cost/Affordability
General Enquiries
Billing
Water Usage Advice
Complimentary Products
& Solution
Value to
Customer
Customer
Satisfaction
& Advocacy
How to develop scorecards for satisfaction that create value
Perhaps weighted higher if it is also
wasting the customers time
Would change to include any complaint
Be careful here re the potential for
conflicting messages & KPIs
Check customer expectations
Perhaps satisfaction with the process is
a better measure
This approach needs to be modified to provide visibility
on key ‘quality related’ elements of the experience such
as behaviour, helpfulness, outcome satisfaction
Ensure the approach is interaction
based to provide touch point
granularity
Framework development (example)
Enterprise Customer Experience Dashboard
Customer engagement
Highly engaged customers
Business relationship strength
Recent interaction satisfaction
Customer effort
No problems
New product revenue
Our customer focus
45
40
40
29
45
46
28
30
45
40
127M
150M
45
40
Customer & employee alignment
New product revenue (M)
Systemic complaints
Isolated complaints
70
67
200
265
Social media
90
87
49.2 37.7 Gap: 11.5 Gap: 39.6 68.9 29.3 Gap: 40.1 26.2 66.3 31.6 43.5 Gap: 11.9 Capabilities Knowledge Willingness AttitudeTARGET ACTUAL TREND TARGET ACTUAL TREND
Operational metrics
TARGET ACTUAL TREND
Highly satisfied with relationship manager
40
29
TARGET ACTUAL TREND
Business relationship strength
45
46
Customer Experience
Improvement Opportunities
Actionable
Information
(Granular & Specific)
Customer Experience
Innovation Testing
Voice of the Customer
Customer Experience
Measurement
The Ability to
Evaluate and Action
The Ability to Drive
Improvement
(Who, Where, What)
The Ability to Act,
Learn, Revise & Embed
Customer Experience
Management Capability
Program
Objectives
Organisational
Capabilities
The Customer
Perspective
Utilisation for
Decision Making
Knowing your customer / Developing scorecards for satisfaction
Identify the factors that drive a positive customer experience and deliver value
Build the factors into a set of brand
aligned principles and communicate
these throughout the organisation
Determine an approach for gathering
feedback on organisational factors
Classify the factors as either controllable at a staff /team or organisational level
Organise the business into workgroups
and measure principle demonstration
regularly through customer feedback
Recognise and reward the best
performing teams to reinforce the right
behaviour and coach poor performance
Integrate the customer experience and value metrics into the reporting and
performance management framework
Monitor feedback and correlate with
customer behaviour to understand
financial impact
Design and implement initiatives to
deliver improvement and assess the
feedback and financial impact
Reinforcement
Research on
Drivers of
Customer
Satisfaction &
Advocacy
High Impact Customer Experience Process Improvement
Frontline
Service
Principles
(Integrated
with Brand
Values)
Support Staff
Service
Principles
(Integrated
with Brand
Values)
Customer
Research
Peer Review
Improvement
Management Focus on Customer Experience Measures
Organisational Clarity & Understanding (Leadership)
Effective Program Governance
Measurement
Transformation
Revenue
Growth
&
Improved
Profitability
Determination
of Support
Staff Required
Behaviours
Rewards
Coaching
VOC Research
November 2009 - Team 1 – Customer Experience Update
BEST OF THE BEST
Nov
Team 4
88%
Team 2
83%
Team 6
77%
Team 1
74%
Team 3
65%
Team 5
47%
Leader Board
SERVICE PRINCIPALS
Month 1
Welcome them
92%
Value their time
74%
Listen to them
87%
Understand their situation and add value
74%
Display product/ process expertise
65%
Take ownership of problems presented
67%
Be proactive
57%
Operations Council: Optimising Voice of the Customer
