JUNE 19/20 2012 CXPA
Three Paths for Moving Your
Customer Experience Program
to the Next Level
THE SERVICE PROFIT CHAIN INSTITUTE
CAPABILITIES:
– Building Leadership Capability
– Results-Driven Consulting
– Innovative Learning Solutions
JUNE 19/20 2012 CXPA
HERE ARE THREE PATHS TO CONSIDER…
Innovation
JUNE 19/20 2012 CXPA
MOVING YOUR CUSTOMER EXPERIENCE TO THE
NEXT LEVEL
WHAT DO WE MEAN BY PROCESS?
Service
Blueprinting
Lean Six Sigma
Service Delivery
System
CUSTOMER EXPERIENCE MAPS ARE GREAT, BUT
THEY ARE OFTEN ONLY HALF THE STORY
Service Blueprinting
Service Blueprinting is a methodology that defines what
customers should experience at key Moments of Truth.
•
Allows firms to visualize their service processes, points of customer
contact, and the physical evidence associated with their services
from their customers' perspective (functional, human and sensory
interactions).
•
Produces a Playbook that includes:
– Service Standard to be achieved (SMAC), including Service Recovery steps
– Procedural Steps
– “Must See” Behaviors
– Support Materials or Tools
SERVICE DELIVERY SYSTEM: POWER!SERVICE™
Before Operations
• Strategic Value Vision
• Behavior Standards
• Operational Standards
• Experience Sequencing
• Labor Strategies
• Standards
• Forecasting
• Scheduling
During Operations
• Triggers /Alerts
• Readiness Check for
Opening
• Real Time Management
• People
• Standards
• Capacity: Supply &
Demand
• Lines and Wait Times
After Operations
• Measurement
• Reinforcement
• Engagement
• Recognition
• "Scoreboards"
• Service Recovery
LEAN SIX SIGMA
F.I.R.S.T. Method™ for Innovation and Continuous
Improvement
•
FOCUS
on key problem areas and
opportunities for improvement and
innovation
•
IMPROVE
the process by
eliminating defects and reducing
delays and rework
•
REVIEW
the results to ensure that
solutions improve the process
•
SUSTAIN
the improvements by
stabilizing and monitoring key
measures
•
TRANSFER
the results to other
teams by documenting and
registering the solution
Training Includes:
•
Idea Workout
•
F.I.R.S.T.
– Team Facilitator
– Team Sponsor
– Team Leader
– Team Member
– QuickStart
JUNE 19/20 2012 CXPA
MOVING YOUR CUSTOMER EXPERIENCE TO THE
NEXT LEVEL
WHAT IS CULTURE?
“Our culture and the
awesome people we
have are the things I am
most proud of… I would
say it’s impossible for our
competitors to copy.
They’d have to start over
and build it from
scratch.”
Lanham Napier
Rackspace CEO
CULTURE CHANGE AT AT&T: LEADING WITH
DISTINCTION 3 – DRVING LOYALTY
SPCI designed and delivered an
innovative two-day program to 6,800
AT&T General Managers around the
world. Highlights included:
•
CUSTOMER EXPERIENCE CITY:
Managers completed three rounds of
role plays across 22 “businesses” to
experience first hand what it means
to truly delight customers and
introduce NPS as a way to measure
the customer experience.
•
WHAT’S AT STAKE:
Customer
Lifetime Value calculators allowed
participants to estimate the economic
impact from improving customer and
employee loyalty.
RACKSPACE VIDEO CASE STUDY
AND TOOLS FOR INSPIRING
OWNERSHIP
: We conducted breakout
sessions to study the practices of a
company that models a high
‘ownership’ culture and learn about a
practical set of tools to apply back on
the job.
INNOVATING THE CUSTOMER
EXPERIENCE:
Managers worked in
teams to apply 6 principles of customer
experience design to improve the AT&T
customer experience.
CULTURE CHANGE AT AT&T: LEADING WITH
DISTINCTION 3 – DRVING LOYALTY
FIVE THINGS THAT DRIVE CULTURE
1. Clear Vision, Mission
and Values
(Rackpace)
2. Specific Cycle of
Service
(Ritz-Carlton)
3. A Few Key Measures
(Build-A-Bear)
4. Cycle of Capability
(Fairmont, Baptist)
5. Behavioral Standards
(Irving Oil)
Careful selection, self-selection for “attitude” Training for skills, broader personal development Clear orientation to desired values, behaviors Provision of latitude within limits to deliver value to targeted customers High satisfaction, engagement, commitment, ownership High loyalty, productivity and willingness to suggest new products Referrals of other high-potential employees Reward and recognition for delivering valueThe Cycle of
Capability
TRAIN:
Turning moments into
memories for our guests
SELECT:
First Who, Then What
LEAD:
Level Five Leadership
•
Exceeds: Demonstrating a behavior at this
level exceeds customers’ expectation,
differentiates us from the competition and
delivers on our Brand Promise.
•
Meets: Demonstrating a behavior at this
level of performance meets the customer’s
expectation but does not differentiate the
experience or deliver on our Brand Promise
in a way that the customer would find
memorable.
•
Does Not Meet: Demonstrating a behavior
at this level does not meet the customer
expectation, provides an uncompetitive
experience and may even erode the Brand
Promise.
SERVICE BEHAVIORS THAT DIFFERENTIATE THE
EXPERIENCE
IRVING OIL: BLUE CANOE CONVENIENCE STORES
Identified “Exceeds” versus
“Meets” behaviors from top
performers
We developed specific
behaviors to support a more
consistent delivery of TREAT:
Their 5-step process of
customer service
Delivered a one-day
coaching program for store
managers followed by an
e-learning program to
employees to learn and
practice the new coaching
skills and front line behaviors
Top Box Satisfaction Score
Reached: 84%
SPCI CULTURE CHANGING SYSTEM
•
Strategic Value Vision
•
Service Mission
•
Service Principles
•
Service Delivery System
•
Take 3 Cycle of Service:
Steps and Behaviors To Delight Customers
•
L.E.A.R.N. Service Recovery
•
3 C’s Coaching Model
•
Conducting Power Huddles
•
Measuring and Improving Performance
•
Recognizing and Rewarding Success
JUNE 19/20 2012 CXPA
MOVING YOU CUSTOMER EXPERIENCE TO THE
NEXT LEVEL
“Creation of substantial or
radical new value for
customers and the firm by
dramatically changing one
or more dimensions
of the existing business
system, or by creating
entirely new business
systems”
Dr. Robert Wolcott
Kellogg School of Management
THE INNOVATION RADAR 2.0
FOUR GENERIC STRATEGIES
Partnership
Innovation
Operations
Innovation
Where
Relational excellence
Value amplification
How
Operational excellence
Economic value
Offering
Innovation
Customer
Innovation
What
Product leadership
Functional value
Who
Customer intimacy
Emotional value
1 2 3 4 5 6 7 Offerings Platform Solutions Customers Customer Experience Value Capture Process Organization Supply Chain Presence Networking Brand
