BENCHMARK STUDY PRESENTATION
CUSTOMER EXPERIENCE
March 2015
Ottawa
Who is Services Triad
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Founded in Montreal in 1996
Works with CRC (Contact Relation Centres) in
all fields (private and public)
all fields (private and public)
3 core business areas
o Operational audits
o Benchmarking
Agenda
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Introduction to CX and videos
Study objectives and methodology
Study highlights and additional information
Study highlights and additional information
.
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Positive Customer Experience Brings Loyalty
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The customer experience refers to the emotions and feelings
experienced by a customer before, during, and after interacting/acquiring a product or a service.
The customer experience is therefore subject to diverse
Customer Experience: Definition
The customer experience is therefore subject to diverse
elements (advertising tone, ambiance at point of sale, vendor relationship, actual experience using the product/service,
customer support, etc.)
The customer experience is obviously considered to have an
Customer Experience and Perception
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Customer experience is the perception that customers have of
their interactions with your organization.
Perception is critical because the customer experience is in
the eyes of beholder. the eyes of beholder.
Customer
experience
Perception
that customers have of their interactions with your
The 3 Phases Leading to CX
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1. Perception
2. Interaction
3. Communication
It’s a balance between the emotional It’s a balance between the emotional
Rational vs. Emotional
Customer Experience Satellites
9 Customer Needs Strategic Planning Customer InteractionsThe customer experience circumscribes all of the interactions with your organization and includes everything from TV ADS to monthly billing statements to any type of contact.
Definition and Process Resources and Effort Business Alignment Economic Model Customer Experience
Interactions
10 Success • Whether or not customers are able to achieve what it is they want to achieve. • How easy or Efforts • How easy or hard it is for customers to do what they want to do.Emotions • How their interactions make them feel.
Your Image
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The customer experience delivered by your organization
reflects your culture and operating processes.
If you do not make changes internally, then any externally
focused improvements will be short-lived. focused improvements will be short-lived.
If you do not give your staff
adequate training, your strategy will be ineffective.
Engaged Employees
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Customer experience centric Executive leadership of the brand
Trained and engaged employees Ease of interactions
Satisfied customer Brand promoter
Transaction Cycle and Customer Experience
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. .
Preparation
/Transaction
Acquisition
After-sale
Support
Building trust Providing performance Improving the experience
• Needs and wants • Sale outlet transaction • Follow-up and support • Exposure to information • Electronic transaction • Guarantees and claims • Referral activites • Phone transaction • Satisfaction awareness • Tests and trials (virtual and real) • Usage experience • Loyalty process
Benchmark Study Objective and Themes
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Context
• This is the fourth study carried out in 2014.
• This is our second study about the customer experience (first one in 2010).
• The study includes observations and avenues for improving practices and analyses,
based on the collected data and emerging market trends.
• Ranking of CRC respondents. • Ranking of CRC respondents.
Themes
1. CX Principles and integration
2. Application of the customer experience 3. Tools and optimization
4. Indicators
5. Available options 6. Objectives and ROI
Activity Sectors of the Respondents
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Activity Sectors # of Respondents
Insurance (Damages/Life) 9
Telecommunications 3
Distribution (1) and Consumer Goods (3) 4 Banking Services (4) and Financial Services (4) 8
Caution:
Due to the low representation in the Distribution sector, its results were combined with those of the Consumer Goods sector. The Services sector has been merged with the Government Services sector. Finally, Banking Services and Financial Services have also been combined.
Banking Services (4) and Financial Services (4) 8 Services (5) and Government Services (4) 9
Methodology
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33 participants with Customer Relation Centres (CRCs), mostly
located in Quebec, were surveyed.
A 24-question survey was used for data collection.
The collected data was current as of December 2014.
The study represents comparative data, analysis, and comments
Level of Agent Solicitation
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52%
58%
Indicate the level of demand made on your agents by customers during their journey.
Our agents are highly solicited Our agents are moderately solicited Our agents are infrequently solicited
30% 33% 15% 33% 36% 33% 9%
Major Role of the CRC
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64% 64%
Influence and validation Operational role
What major role does your CRC play in the corporate strategic planning of the customer experience? 36% 48% 52% Implementation only Results measurement Strategy development
An Evolving Operational Role
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The Customer Promise
20
9%
Is your “customer promise” clearly stated and posted on your website (invoice, or mobile app, etc.)?
Yes Under way No We do not have a "customer promise" Other
40%
24% 21%
Customer Promise Breaking Points
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Points for Discussion
Is the customer experience a fundamental value fostered within
your organization?
What are your CX values ?
What were the first changes implemented by the CRC to align with 22
What were the first changes implemented by the CRC to align with
customer experience values?
How many clicks are needed to access your CX promise your
A Seamless Customer Experience
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3%
Is your organization able to offer a seamless customer experience regardless of the point of contact?
Yes No Currently implementing practice Does not apply to our organization
37%
27% 33%
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Omni-channel Customer Experience
The Omni-channel is part of the equation in offering a seamless customer experience
Omni-channel Customer Experience
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Engaging the customer and delivering consistency throughout
the full interaction experience regardless of the medium
Very few CRC have fully embraced the concept of an
omni-channel customer channel customer
Customer journey must be understood throughout all the
available channels and touch points such as digital, mobile and interactive
“How many times has your agents experimented with a lack of historical information when engaging with a customer using several channels ?”
The Customer Experience Principles
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Comparison of the answers to the question about CX guiding principles by employees and customers in 2010 and 2014:
Are your CRC employees and customers aware of the guiding principles underlying the customer experience? 2014 Employees 2010 Employees Yes 87% 67% Under way 9% 15% Under way 9% 15% No 3% 12% Other 1% 6% 2014 Customers 2010 Customers Yes 48% 12% Under way 18% 15% No 33% 46%
Groups of Customers
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52% 42%
Our internal customers (other departments)
The customer experience applies to which groups of customers?
100% 58%
52%
Our external customers Our employees Our business partners
Guiding Principles
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18% 15%
6%
Are the guiding principles underlying your customer experience easily applicable by CRC agents or team leaders when dealing with clients?
Perfectly, since all of our operational processes are adapted to our CX guiding principles
61%
Quite well, but there remains some discrepancies between the CX and our CRC operational processes
No, because our CX principles sometimes conflict with instructions and objectives given to agents and team leaders
We have yet to align our CRC operational processes with our CX guiding principles
Customer Experience Accountability
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Is there a unit responsible and accountable for the customer experience within your organization?
2014 2010
Yes 70% 58%
No 3% 18%
Customer Journey Mapping
Does the CRC maps out the different stages and activities of the customer journey ?
Example of a CX Path (viewed by the organization)
31Example of a CX Path
(viewed by the customer)
CRM Tool
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21% 27%
Do you have a CRM tool to collect, process, and analyze all data generated by your various CRC channels?
Yes; this tool collects data from all of our various platforms
31% 21%
Yes; but this tool does not collect from all of our various platforms
We do not have a CRM tool, but manually integrate some of the data
We do not have a CRM tool and we do not do any data integration
Data Analysis
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30% 30%
Yes, so that the agent can make a targeted offer to the caller Yes, using targeted segmentation via automated outbound
contacts (emails, SMS, etc.)
Does your CRC use the information obtained through data analysis (data mining/segmentation) to better meet client expectations?
39% 36% 33% 30%
Yes, using targeted segmentation via outbound phone No segmentation Yes; via incoming calls to promptly transfer the caller to the
appropriate agent
Training
35 21% 52% 24% 39% 12% 6% 42% 3% Customer Profiles Customer ServiceWhat kind of customer experience training is provided to agents and at what stage of their training is it provided?
Initial training Ongoing training or training capsule
No specific training, but coaching No training and no coaching
6% 9% 12% 18% 18% 21% 24% 36% 73% 30% 39% 24% 15% 9% 12% 9% 12% 12% 55% 45% 3% 42% 30% 42% Customer Segmentation Negotiations Difficult Calls Cross-selling Customer Loyalty Customer Profiles
Data Sources
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79%
52%
What data sources do you use to develop customer experience indicators?
52%
36%
30%
15%
6%
CX Indicators
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73%
What three main indicators do you use to assess customer experience?
42% 30% 18% 12% 9% 3% 0% Global customer satisfaction First-contact resolution Net Promoter Score New sale/cancellation ratio No indicators # or ratio of complaints
CPI Customer Effort Score
CX Predictive Power of 3 Indicators
Customer Effort Score: 4 Key Elements
391.
Importance / Value
2.
Time
3.
Effort
4.
Emotion
4.
Emotion
Calculating the Customer Effort Score
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The NetEasy Score is a way of measuring how easy your customers find it to interact with your business. It evolved from the Customer Effort Score, and the question “How much effort did you need to put forth to do business with us today?”.
Points for Discussion
What is the KPI of choice to evaluate the customer experience
within your organization?
Does a customer service agent has sufficient empowerment to
improve the customer experience? 41
Operational Flexibility
42 Product or service upgrade Discretionary credit Free future transaction Service or product replacement without chargeNo flexibility; agents must call on supervisor
How much operational flexibility do your CRC agents have to resolve a customer issue (per sector)? charge Insurance (Damages/Life) 0% 44% 11% 11% 44% Services and Government Services 11% 11% 22% 22% 67% Telephony/Telecomm unications 100% 100% 33% 100% 0% Banking and Financial
Services 0% 38% 0% 13% 75% Distribution and
Customer Experience Objective
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6%
Did you set a measurable objective for 2014 with regard to customer experience?
Planned for 2015 only
33%
61%
No
Main Objective for 2014
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If you answered “Yes” at the previous question, please indicate your CRC's main objective for 2014.
73% of customers are satisfied
Objectives have been set for agents based on the Net Promoter Score (NPS). Net Customer Loyalty Index: 85%
NPS, service quality NPS 85%
Improved customer survey by 3%
Qualitative assessment: 6 to 8 calls/agent/months assessed/measured Quantitative assessment: time/call; waiting Qualitative assessment: 6 to 8 calls/agent/months assessed/measured Quantitative assessment: time/call; waiting time; queue time; abandoned calls
Taking customer calls within 180 seconds
Employee uses welcome message; is polite; listens, answers promptly and accurately; uses closing message 85% of members are fully satisfied when surveyed about quality
CRRF Satisfaction Rate; Conversion Rate; Service Level Customer satisfaction at 80% (5 of 8 to 10/10)
SQM: 83% of surveyed customers must be very satisfied
Problem resolution and customer satisfaction based on the service offered by the CRC Probability of being recommended (NPS) (L2R)
70% of members/customers are very satisfied Satisfaction rate of very satisfied customers
CX Return on Investment
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85%
61%
What are the 3 main customer experience ROIs for your organization (produced or projected)? 45% 39% 27% 15% 12% Increased customer satisfaction
Higher loyalty index Increased market share
Increased employee satisfaction
Greater consistency across channels
Net Promoter Score Greater ROI of targeted customer
46 Sector Score Telecommunications 69% Services 68% Telecommunications 68% Insurance 62% Insurance 61% Insurance 57% Financial Services 55% Gov./Institutional Services 54% Consumer Goods 52% Sector Score Financial Services 44% Banking Services 43% Insurance 41% services 40% Banking Services 40%
Ranking CRC Respondents
Based on Success Criteria Used by Services Triad
Consumer Goods 52% Insurance 49% Services 49% Personal Insurance 47% Services 46% Distributions 46% Telecommunications 46% Banking Services 40% Insurance 39% Banking Services 38% Consumer Goods 37% Consumer Goods 37% Insurance 35% Financial Services 33% Business services 32% Insurance 32% Gov./Institutional Services 28% Gov./Institutional Services 28% Banking Services 27% Financial Services 24% Ranking Very high 53 to 69% High 45 to 52% In development 29 to 44%
10 Steps to Successful Customer Experience
Management (Shaun Smith)
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1. Successful deployment requires the active and continuing
involvement of leadership.
It’s a commitment that must be endorsed, shown, demonstrated,
communicated, and rewarded by senior management.
2. Ensuring cross-functional ownership is vital.
2. Ensuring cross-functional ownership is vital.
The first step involves putting together a steering group comprising of
executives from marketing, operations or customer services, and HR.
3. Focusing on your most strategically important customers.
Not necessarily the largest group, but the ones inclined to become repeat
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4. Finding out what these customers truly value.
What are the three or four most important attributes which drive their
intention to repurchase from you or to refer you.
5. Being clear about what you stand for.
The axes of communication must meet the needs expressed by your
10 Steps to Successful Customer Experience
Management (Shaun Smith)
The axes of communication must meet the needs expressed by your
customers and be consistent, regardless of the point of contact used.
6. Delivering the promise at every touch point.
For all resources involved to answer consistently at every touch point
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7. Providing branded training to ensure that employees
understand the brand story.
Who are my customers and how can I keep my promise of providing a
different customer experience.
8. Designing processes before installing CRM systems.
Processes before technology. Calibrate your projects before
10 Steps to Successful Customer Experience
Management (Shaun Smith)
Processes before technology. Calibrate your projects before
incorporating sophisticated technology.
9. Measuring the customer experience.
What can be measured can be managed.
10. Aligning KPIs with the customer experience.
Recommended Reading
Herrmann, Pamela. The Customer Manifesto: How Business Has Failed Customers
And What It Takes To Earn Lasting Loyalty, November 2014.
Goodman, John A. Customer Experience 3.0: High-Profit Strategies in the Age of
Techno Service, August 2014.
McKain, Scott. 7 Tenets of Taxi Terry: How Every Employee Can Create and
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McKain, Scott. 7 Tenets of Taxi Terry: How Every Employee Can Create and
Deliver the Ultimate Customer Experience, July 2014.
Frawley, Andrew. Igniting Customer Connections: Fire Up Your Company’s Growth
By Multiplying Customer Experience & Engagement, October 2014.
Matthew Dixon, Nick Toman, and Rick DeLisi. The Effortless Experience:
Conquering the New Battleground for Customer Loyalty, September 2013.
Mikkel Svane and Carlye Adler. Startupland: How Three Guys Risked Everything
Thank You for Your Participation!
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Services Triad Inc.
2360 Notre-Dame Street West Suite 312 Montréal, Québec H3J 1N4 Phone: (514) 931-0663 Fax: (514) 931-4429 pmjasmin@servicestriad.com www.servicestriad.com
