Futurelab reseach CX challenges 2020

Customer Experience Challenges
2020

CX challenges: a snapshot p. 14
Envision p. 17
Integrate p. 19
Engage p. 22
Improve p. 25
The journey towards CX maturity p. 27
Each challenge has its time p. 32
The CCC Framework p. 33
About Futurelab p. 34
Table of contents
Executive Summary p. 3
About the survey p. 6
The questionnaire p. 7
The survey participants p. 9
CX maturity assessment p. 10
Survey results p. 13
29/04/2020 2.

29/04/2020 3.
Executive summary
A B O U T T H I S D O C U M E N T
We wanted to take the pulse of the CX
community about their challenges. In this report
we summarise your feedback and offer solutions.
In response to your pain points we have defined a
few clear steps that every CX professional should
take. We have identified them per stage of
maturity as a guiderail for you.
Finally there is the CCC-model, a very concrete
framework that should drive your day to day
operations. No CX programme can be successful
without these key steps of creating value.
F U T U R E L A B O B S E R V AT I O N S
We see (not just in this survey) that many
organisations overestimate their CX maturity – if you
don’t know where you are it is very hard to know
where to go. Assess your maturity correctly!
Many CX Managers indicate that they are not sure
their role actually has impact – up to the point that they
feel that their department is there for cosmetic
purposes only.
We see that almost all CX Professionals suffer from
the same problems, but feel that their company is
specifically behind. Rest assured, we all feel your pain.

29/04/2020 4.
Executive summary
M O S T P E R T I N E N T C X C H A L L E N G E S
Engaging people with CX (41%):
CX professionals struggle with engaging all
departments and the (top) management to
actively show their commitment towards CX.
Making CX design a reality (39%):
The biggest challenge is showing the return on
investment in CX, closely followed by the
establishment of data collection processes and
related technology implementation.
T H E J O U R N E Y T O W A R D S C U S T O M E R C E N T R I C I T Y
Companies without a defined CX role have
lower CX maturity.
Operationalisation of CX is the main issue for
companies with lower CX maturity, as well as for
professionals who are new in their job.
Companies with higher CX maturity struggle with
engaging employees and management and
delivering CX beyond the manual.
Professionals with more developed VoC
programmes struggle with implementing
customer-driven improvements.

The Survey
C X C H A L L E N G E S

29/04/2020 6.
About the Survey
Online survey during February and March 2020
Questionnaire included on the following pages
Reached out to Customer Experience responsibles
144 CX professionals recruited via LinkedIn
Survey question: What are the main obstacles on the path towards improved customer
experience (CX)?
Data collection finished before the COVID-19 outbreak to exclude its impact on the
survey results.
Additionally we held 18 individual interviews with current and past clients to add their
insights

29/04/2020 7.
The Questionnaire
R E Q U I R E D Q U E S T I O N S ↓
1
How would you evaluate the state of Customer Experience
(CX) initiatives in your organisation?
[We have not started yet / We have done some projects in the
past, but nothing structural yet / We are making the first steps
towards the structural approach to CX / We have a running
CX programme in place]
2
Have you already started on your Voice of the Customer
(VoC) programme?
[We do not collect customer feedback at the moment / We
collect customer feedback through market research, not a
separate survey / We have run one or several separate VoC
measurements (e.g. NPS, CSat, etc.) / We have a basic VoC
programme to gather insights systematically / We have a
continuous VoC programme in place to collect, analyze and
act on feedback]
3
When it comes to improving your customer experience, what
is the SINGLE BIGGEST challenge, frustration or problem
you have struggled with (or are struggling with right now)?
[Open]

29/04/2020 8.
The Questionnaire
T H E S E Q U E S T I O N S W E R E O P T I O N A L , N O T R E Q U I R E D ↓
4
Why was it important for you to solve this challenge? What
was the underlying business goal you were trying to achieve?
[Open]
5
What have you tried in the past to solve this challenge?
Why do you think that did not work, and what do you think
the right solution is?
[Open]
6
When choosing a service provider to help you with this
challenge: what would be important purchase criteria for you?
What criteria would you use in your selection of a service
provider?
[Open]
7
Which of these topics are you interested in in learning more
about? Please select ALL that apply.
[ROI of Customer Experience / Customer Journey mapping /
Customer Experience Metrics / Net Promoter Score / Contact
centres / Other, please specify]

The participating CX professionals
• Most participating CX professionals are active in European regions.
• The majority had a job title referring to CX, only a small minority are marketing professionals.
29/04/2020 9.
Western Europe
50%
Eastern Europe
9%
Southern Europe
10%
Northern Europe
23%
Outside Europe
8%
CX
87%
Marketing
13%
Company location N = 144 Job title N = 144

There is a relatively high self-assessed CX maturity with advanced VoC programmes in the sample, but at the same time some
respondents do not have any CX or VoC programme in place.
29/04/2020 10.
Not started yet
2%
Done some projects in the past,
but nothing structural yet
4%
Making the first steps
towards the structural
approach to CX
42%
Running CX
programme in place
52%
Do not collect customer
feedback
2%
Collect customer feedback
through market research, not
a separate survey
4%
Have run one or
several separate VoC
measurements
26%
Have a basic VoC programme
to gather insights systematically
21%
Have a continuous VoC
programme in place to collect,
analyze and act on feedback
47%
Q 1. How would you evaluate the state of Customer
Experience (CX) initiatives in your organisation?
Q 2. Have you already started on your Voice
of the Customer (VoC) programme?
Self-Assessment of CX Maturity

29/04/2020 11
A marketing role doing CX seems to be an indication of lower CX maturity: these companies might not have
defined a separate CX role yet.
3%
42%
55%
17%
11%
44%
28%
Not started yet Done some projects in the
past, but nothing structural
yet
Making the first steps
towards the structural
approach to CX
Running CX programme in
place
CX (N=126)
Marketing (N=18)
Job title

33%
2% 10%
33%
33%
39%
14%
33%
25%
17%
33%
33%
24%
69%
0% 20% 40% 60% 80% 100%
Have not started yet (N=3)
Have done some projects in the past, but nothing
structural yet (N=6)
Are making the first steps towards the structural
approach to CX (N=61)
Have a running CX programme in place (N=74) Do not collect customer feedback
Collect customer feedback through
market research, not a separate
survey
Have run one or several separate
VoC measurements (e.g. NPS,
CSat, etc.)
Have a basic VoC programme to
gather insights systematically
Have a continuous VoC programme
in place to collect, analyze and act
on feedback
29/04/2020 12
However, self-assessed CX maturity might be overrated. One third of those reporting highest CX maturity (‘running CX
programme in place’) do not have a continuous VoC programme in place. When we run our CXMA-assessments we
often see (particularly at C-Level) substantial misalignment between perception and reality.

Survey results
C X C H A L L E N G E S

29/04/2020 14
Driving sustainable
differentiation to radically shift
the game and improve loyalty
versus competitors.
Global Head of CX
located in The United Kingdom
The biggest challenge is the fact
that the organisational structure
isn’t organized around the
customer yet.
CX manager
located in The Netherlands
Our company is too big and it’s
very difficult to change
anything.
CX manager
located in Germany
Getting internal alignment and
focus in place to create
impactful changes to the
customer experience.
CX manager
located in Denmark
The biggest CX Challenges: a snapshot.
Driving the priority
of improvements to operational
processes equal to that of new
innovation. It’s a constant conflict!
Head of CX
located in The United Kingdom
Very few people whom I can
share my thoughts with.
Not everyone understands what
is CX and why it should live,
and you have to “prove” your
necessity.
CX manager
located in Ukraine
“

29/04/2020 15.
The CX Challenge Wheel
Each CX Challenge is related to key elements in CX management: Envision, Integrate, Engage, Improve.
E N V I S I O N
Without a strategy on company level, it is
difficult to improve CX. There is a lack of
an overall vision which is an essential part
of a successful CX program. E N V I S I O N
I N T E G R AT E
Translating CX design into operational
reality is challenging because it involves
complex processes across departments:
• data collection processes set up
• technology and IT environments
• data integration
• organisational structure
• sales and marketing changes
I M P R O V E
If there is no continuous drive towards
action based on customer insights, the CX
programme does not deliver ROI. Only if
value is created, captured and
communicated can a CX programme
become permanent.
E N G A G E
CX professionals struggle with people not
being willing, skilled and/or able to deliver
customer experiences beyond the
manual.
I M P R O V E
I N T E G R AT E
E N G A G E

29/04/2020 16
Single biggest challenge
6
58
61
24
ENVISION
Design the experience
your customers deserve
INTEGRATE
Translate your CX
design into operational
reality
ENGAGE
Get your people to
deliver CX beyond the
manual
IMPROVE
Act on the customer
voice and the insights it
brings
E N V I S I O N
4 %
I N T E G R AT E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %
CX professionals are struggling most with engaging people to deliver CX beyond the manual and translating CX design
into operational reality. Together these two types of challenges are accounting for 80% of all CX challenges.
Q 3. When it comes to improving your customer experience, what is
the SINGLE BIGGEST challenge, frustration or problem you have
struggled with (or are struggling with right now)?

29/04/2020 17
ENVISION: design the experience your customers deserve
E N V I S I O N
4 %
I N T E G R A T E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %
(We need) one vision.
The problem is different
point of views
in Management and
on investments.
Lack of vision and strategy
related to CX, customer
loyalty, and value
proposition delivery.
It’s a very complex field
with many variables. We
don’t know how to choose
the right path and avoid
dead ends
“
Several CX professionals stated that they struggle with a lack of a clear vision and strong strategy about the
desirable customer experience and how to get there.
It was very hard to convince
the rest of the organisation
(especially senior
management) of how bad
we were actually doing in
the eyes of the customer

29/04/2020 18
ENVISION: solving obstacles on the way
Overcoming the obstacles: feedback from the face-to-face interviews.
E N V I S I O N
4 %
I N T E G R A T E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %
C A S E S T U D Y
Understand where you are as a company: “[Futurelab’s]
maturity assessment was so comprehensive and contained
honest conversations with ALL the stakeholders in the
organization. This is the way to do it, to get an honest opinion
from someone who has took the time, look at the data…”
Set the right expectations: “[They were] honest and told us
“You cannot expect miracles in 3-6 months, this is a long-
term investment”. We are repeating his sentence to this day.“

29/04/2020 19
Overcoming the ENVISION challenge:
Establish your current state, your
ambitions, and the roadmap to get
there. Make sure everyone is aligned
on the above.
This gives everyone the same
understanding and a clear goal.
Have clarity on the timelines – this is
not a quick fix programme. But we can
generate quick wins in the meantime.
1 . A S S E S S Y O U R C X
M AT U R I T Y I N T E R N A L L Y
While some are convinced in their
hearts, most need to be convinced in
their heads too. Show them how CX in
general, and specifically for your
company, will increase revenues and
profits.
2 . M A K E A S I M P L E
B U S I N E S S C A S E F O R C X
Establish a clear understanding of the
rational and emotional needs of the
customer, the commercial goals of the
company, how to measure it, and what
capabilities are needed to achieve the
above all along the customer lifecycle.
This is your one book to rule them all.
3 . U S E T H E C U S T O M E R
L I F E C Y C L E A S C E N T R A L T O O L
These simple, quick to execute actions will help you overcome the obstacles on the path of establishing your
customer strategy.

29/04/2020 20
INTEGRATE: translate your CX design into operational reality
Translating the CX roadmap into operational reality is not straightforward. The operationalisation of CX in the
company is a challenging process requiring activities in many different areas (see next slide).
There is a lack of support in
the implementation. It does not
necessarily make things any
easier that CX programs are
complex and difficult to
understand for people who are not
trained in such projects.
ROI is the main KPI of
a company -- Show to
your boss that you're
making money is a
contributing factor of
developing a CX mindset
in the organisation.
We need to gather
feedback in a structural
manner and have the tools
to use the acquired
knowledge internally.
“ E N V I S I O N
4 %
I N T E G R AT E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %
We received a lot of pushback
from the organisation as it was
perceived as "yet another
project on top of a heavy load"

29/04/2020 21
C A S E S T U D Y
Get the team on board: “When we started on
implementation we didn’t know where to start. We found
Futurelab’s approach very helpful – a good balance between
listening and guiding - they don’t try to impose their views, let
us discuss options but also guide us, based on their
experience with similar companies“
Get in with all guns blazing: “We got stuck in the mud a bit.
It helped big time to get all the stories (not just best practice,
but also where it really went wrong), the cases, the
inspirations from other industries. This accelerated our CX
programme massively.”
E N V I S I O N
4 %
I N T E G R AT E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %

29/04/2020 22
Most challenging to translate into operational reality is the return on investment in CX, closely followed by the
operationalisation of the data collection process and technological challenges.
E N V I S I O N
4 %
I N T E G R AT E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %
28%
22%
21%
17%
12%
Return on investment
Data collection
Technology / IT
Data integration
Organisational structure

29/04/2020 23
Overcoming the INTEGRATE challenge:
Start gathering & analysing customer
feedback in order to understand their
needs and pain-points. It will create an
immediate “burning platform” and feed
into the customer lifecycle
management.
1 . L I S T E N T O T H E V O I C E
O F T H E C U S T O M E R
Create a cross-departmental structure
in the organisation to drive CX
solutions. Ensure C-level support, and
make sure every department is
involved. Show how the CX-business
case is depending on them too – and
will benefit them.
2 . C R E AT E A G O V E R N A N C E
S T R U C T U R E
While you want to develop a robust set
of ROX-calculations and a new set of
KPIs, start simple. Develop a basic
business case, that will help you to
justify the investment in every new
initiative – and more importantly, it will
help you convince your colleagues to
join your movement.
3 . M A K E A S I M P L E
B U S I N E S S C A S E F O R C X
These simple, quick to execute actions will help you overcome the obstacles on the path of making CX an
operational reality.

29/04/2020 24
ENGAGE - Get your people to deliver CX beyond the manual
The biggest challenge is to engage the whole company to actively show their commitment towards CX. CX
professionals struggle with people lacking skills, will, or enablement to deliver good customer experience.
Ensuring that those individuals
within the organisation whose job is
not directly servicing the customer
understand their crucial role
in the downstream customer
experience for end users.
High management
sponsorship with regards
to implementing actions after
gathering the VOC data.
“ E N V I S I O N
4 %
I N T E G R A T E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %
Lack of buy-in from
the organisation in different
levels.
CX needs to be driven
by the top but at times
budget constraints diverts
resources to sales and
marketing leaving little
for CX. Shortsighted.

29/04/2020 25
C A S E S T U D Y
Say it, and then say it again: “Futurelab helped convince &
communicate about the added value of NPS, by
presentations, web conferences and their structured roll-out.
This is really necessary, even if you have CEO support.“
Let the customer story be heard: “Working with Futurelab
helped us to plant the understanding into people’s head that
you need to look at the customer, always ask what does it
bring for the customer. But also show them why it is great for
them too. Basically they helped us convince our colleagues
both in the head and the heart.“
INTEGRATE: translate your CX design into operational realityENGAGE - Get your people to deliver CX beyond the manual
E N V I S I O N
4 %
I N T E G R A T E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %

29/04/2020 26
ENGAGE - Get your people to deliver CX beyond the manual
Most challenging is to engage all departments in the company, closely followed by engaging the (top) management.
E N V I S I O N
4 %
I N T E G R A T E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %
43%
33%
25%
Engage all departments
Engage management
Get priority

29/04/2020 27
Overcoming the ENGAGE challenge:
Nobody jumps out of bed in the
morning to fulfil KPIs. Your people
need to be driven by great
experiences – let them know when
they did great things, when they
changed a life, when they helped
somebody’s business. Stories bring it
all to life, instead of numbers.
1 . G AT H E R C U S T O M E R
S T O R I E S
Often your employees know better
than anybody else what is going well
or not so well in the interaction with the
customers. Talk to them – they can tell
you great things. And also listen to
how THEY are doing. You cannot have
happy customers if you have unhappy
employees.
2 . A S K Y O U R E M P L O Y E E S
Review and adapt all your KPIs. Your
staff can only act upon the KPIs they
are given. If these KPIs (like most) are
actively discouraging customer-centric
behaviour, change them.
Start by asking your employees – they
will know which KPIs are anti-
customer.
Establish cross-departmental
customer KPIs.
3 . I M P L E M E N T C U S T O M E R
K P I s
These simple, quick to execute actions will help you overcome the obstacles on the path of engaging all people
in your company with customer topics.

29/04/2020 28
Improve – act on the customer voice and the insights it brings
Acting on the customer voice and the insights it brings is needed for CX improvement implementation, and
challenging for one out of six CX professionals.
Understanding exactly where
to prioritise our focus to impact CX
the most.
When NPS was launched, they
thought okay now we have the cx
covered. Checkbox is ticked and cx
is done because we are surveying
NPS. A lot of effort and time will be
needed to turn this around.
“ E N V I S I O N
4 %
I N T E G R A T E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %
How to make sure
that we keep
momentum, and
don’t fizzle out
Time and people
resources to act
on feedback and work
on identified initiatives.

29/04/2020 29
C A S E S T U D Y
Show the money: “We sell a lot more cars because of the
superiority of our new cx so I believe that whoever truly
understands the power of cx can make money out of it like
never before.“
Capture value: “Implementing customer-led approach
instead of product-led approach. [as a result of this,] the
customers experience that the quality of what we are offering
has gone up, and they see us now as a higher-level player,
because we understand their needs, can think on their level.”
Improve – act on the customer voice and the insights it brings
E N V I S I O N
4 %
I N T E G R A T E
3 9 %
E N G A G E
4 1 %
I M P R O V E
1 6 %

29/04/2020 30
Overcoming the IMPROVE challenge:
Keep it simple – just get going. Create
first quick wins, use these to convince
more teams to join, slowly build up to
the bigger wins. Don’t try to conquer
the world, but build momentum.
1 . F O C U S O N Q U I C K W I N S
F I R S T
Showcase successes and how they
came to be. Distribute great customer
feedback, highlight what the team did
to achieve this, and link it to your
business case.
2 . C O M M U N I C AT E
S U C C E S S E S
Drive the virtuous value cycle (see
CCC Model). Create value, capture
value, and communicate value.
Value is what drives the momentum in
the organisation.
3 . D E M O N S T R AT E V A L U E

The journey
towards CX maturity

29/04/2020 32
The journey towards CX maturity
25% 25%
50%
59%
14%
29%
6%
37%
46%
7%
3%
36% 36%
19%
E N V I S I O N I N T E G R A T E E N G A G E I M P R O V E
Not started yet (N=4)
Have done some projects in the past, but
nothing structural yet (N=7)
Making the first steps towards the structural
approach to CX (N=65)
Running CX programme in place (N=73)
Respondents can belong to
more than one challenge group.
In companies with lower maturity the CX professionals struggle most with integrating the customer strategy into the
organisation, and with the implementation of improvements. In companies with higher maturity, the biggest challenge is to
engage people with CX topics.
Q 1. How would you evaluate the state of Customer Experience (CX) initiatives in your
organisation?

Similar for VoC development: less developed VoC programmes often report challenges in integration, while more
developed ones struggle with engagement and improvement.
29/04/2020 33
50%
25% 25%
33%
50%
17%
5%
45%
42%
8%
3%
31%
45%
21%
4%
39% 39%
18%
Do not collect customer feedback (N=4)
Collect customer feedback through market
research, not a separate survey (N=6)
Have run one or several separate VoC
measurements (N=38)
Have a basic VoC programme to gather insights
systematically (N=29)
Have a continuous VoC programme in place to
collect, analyze and act on feedback (N=72)
Q 2. Have you already started on your Voice of the Customer (VoC) programme?

Similar for job tenure: People who are new in their job struggle most with integration. People with longer job tenure
struggle more with engagement and improvement implementation.
29/04/2020 34
Job tenure with current employer
33%
50%
17%
48%
39%
12%
9%
41%
43%
7%
3%
35%
43%
19%
4%
30% 30%
35%
No info (N=12)
0-1 years (N=33)
2-4 years (N=44)
5-10 years (N=37)
>10 years (N=23)

29/04/2020 35
The answer to the question “What is your biggest
challenge” is different from the answer to
the question “Why is it such a challenge”.
For instance, if it is felt like a challenge to engage
other departments, the reason for this might
not be because these other people are unwilling,
but because they do not feel any urge to be
engaged. This might be because there is no real
customer strategy, or no CX related KPIs,
no communication about the program, no visual
impact etc.
Perception of ‘biggest CX challenge’ is always subjective
Sometimes the most relevant phases are
not felt/formulated as a challenge. Very few
respondents formulated an ‘envision’ challenge.
During the envision phase typically support is
needed from the top management. Without
support, this phase might not even start and
the CX responsible will focus on other things.
And once this support is given, this phase might
go fairly easy. Thus, few respondents formulating
an ‘envision’ challenge does not mean that this
phase is always installed and running smoothly.

29/04/2020 36
CX professionals in companies with lower CX
maturity are struggling with the translation of
their CX design into operational reality. At the
start of the development of a CX program, all
processes still need to be installed in the
company. The search for optimal data collection,
adequate technologies, accurate data integration
etc. is highly relevant at the first stages of CX
maturity. The successful operationalisation of the
CX strategy is a necessary hurdle a company
with low CX maturity needs to take.
Each challenge has its time…
The biggest challenge for CX professionals in
companies with higher CX maturity or more
developed VoC programs (implying more
advanced operationalisation) is to engage
people to deliver CX beyond the manual.
Feedback is collected and spread in the
company, bringing together all departments and
the (top) management in order to commit to CX
proves to be difficult. At the later stage in the
journey towards CX maturity, CX professionals
struggle with employees lacking the will, the skills,
or the enablement to deliver the desirable
customer experience. A key issue here is the lack
of EX measurement.

29/04/2020 37
A CX programme can only succeed if it follows the four basic steps below. Your company should get actionable insights from the Voice of
the Customer. You must take insight-driven action in order to create new customer value. This value must be proven to the organisation in
order to be properly captured. Finally, the captured value must be communicated to everyone involved. If you follow these steps, you will
consistently create more value, and establish a sustainable programme. Join the webinar to get cases, examples and inspirations.
The Virtuous CX Value Cycle
C R E A T E V A L U E
Based on the outputs of the Core, the
organization can create value. Key
opportunities are:
• Close the loop to improve CX
• Use insights to drive sales
• Improve operational efficiency
C O R E S Y S T E M
The core system at the heart of the
framework delivers actionable
insights through:
• Systems
• Metrics
• Processes
C O M M U N I C A T E V A L U E
Once captured, value needs to be
communicated in order to inspire more
people
• Ensure people are Willing, Skilled and
Able
• Showcase success and ROI
• Bring other departments and senior
management on board
C A P T U R E V A L U E
It isn’t enough to create the value, we must also
capture it, to effectively prove it to the
organization. We need to:
• Show the value of CX and recommendation
• Develop a pragmatic ROI & Business Model
• Implement the right KPIs

Futurelab – CX, Just get it done.
Futurelab is the European customer experience (CX) consultancy. For more than 15 years we help our clients understand the needs of their
customers, develop better customer experience, and draw profit from customers’ loyalty and word of mouth.
Why work with us? You know your organisation needs to become better at CX and EX. But things aren't moving – not fast enough, not at all,
or even backwards. We help you to JUST GET IT DONE.
We put the human in the middle. What does this mean? We don’t come in with a ready set of spreadsheets and start pushing around. We
jointly look at all stakeholders and their needs. The customers, of course – but also the executive suite that you need to convince of your
initiatives. And the colleagues that “are already over-run and cannot handle another strategic project”. Because all of these stakeholders
have something in common. Their three scarcest resources are the same – Time, Money, and Engagement.
Here’s how we help:
Time - We have done it before and can help you make fast and sensible choices. We have best practice, and we have worst practice
examples. We have experienced it all and have the fitting models, frameworks, examples – and stories. Whether you need to develop a
global CX strategy and fast-track it into roll-out, or you need an up and running VoC programme in a few weeks, we can help you make
decisions quickly as we have fitting scenarios for you based on our experience.
Money - We are pragmatic. We focus on what matters. We identify the quick wins just as much as the big wins. We help you kickstart small,
clearly defined projects without a massive preparation or large investments upfront. We have the models to help you demonstrate Return on
Experience. We also will help you demonstrate the right kind of ROI to your executives – so they can see it fit their agenda.
Engagement - We help you get momentum and positive energy into your CX programme. We know you need to win the heads as well as
the hearts of your executives and your frontline. We can together win their hearts with great stories and culture programmes. We can win
over their heads by showcasing successes and demonstrating ROX – even before starting the project We will help you to define the right
KPI’s to drive the change that is needed. And most of all - we help you engage your customers (CX) and your staff (EX) in great new ways.
.
O U R P U R P O S E
Put the human in the
middle - always
O U R P R O M I S E
CX: We help you
get it done.
Own offices
Antwerp, Munich, Hamburg
Network partners
Copenhagen, Prague
Representations
Valencia, Moscow

A structured approach for automotive firms
to embed the customer perspective in every
aspect of their business, from NPS
programmes and customer journey
development to POS training
Automotive
A structured approach for telecommunication
firms to embed the customer perspective
in every aspect of their business.
Telecommunications
Working with banks, insurers and other
financial service providers since our
inception, we know the business inside out.
VoC programmes, Customer Journey and
other tools help loyalise customers
Finance
S O M E B 2 B A N D B 2 C C R E D E N T I A L S
A S K I L L E D
M U L T I - L A N G U A G E
T E A M F O R E M E A
C L I E N T S
I N D U S T R Y E X P E R T I S E
A solid approach for B2B firms to loyalise
customers, improve share of wallet, and save
accounts at risk. NPS, CES, customer
journey, and other key tools find their place.
Business to Business

Thank you
C O N T A C T U S
Stefan Kolle
sko@futurelab.net
Find more inspirations here:
https://www.futurelab.net/inspiration

Futurelab reseach CX challenges 2020

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