Customer Experience Self-assessment: Belgian Benchmark 2010

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Customer Experience Self-assessment: Belgian Benchmark 2010

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What is customer experience? Why have most market leaders been investing in customer experience? How have they aligned their organization to consistently deliver a deliberate customer experience?......

What is customer experience? Why have most market leaders been investing in customer experience? How have they aligned their organization to consistently deliver a deliberate customer experience? The "Naïve-to-Natural" model is a maturity assessment that shows organizations to what extent they are capable of delivering a customer experience. This presentation includes a Belgian benchmark study.

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  • 1. The Naïve to Natural ® Model Building great customer experiences Qaalfa Dibeehi, CEO Beyond Philosophy Geert Martens, practice leader 4C Consulting Geert Martens practice leader 4C Consulting
  • 2. Content 01 Introduction to 4C Consulting to 4C Consulti 02 The counterintuitive nature e of customer experience p 03 The  Naïve‐to‐Natural mode el 04 Belgian Benchmark 2010 05 Questions
  • 3. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com 4C Consulting  |  Our Mission g | Ensure higher return on  E hi h t customer interactions  customer interactions through  through smarter solutions  in marketing, sales & service 3
  • 4. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com 4C Consulting |  Our Playgro g | yg ound Customer Interactio M C I ion Management Enabling the consistent delivery of th desired customer experience he for each of your targeted segments, across all touch points and all stages in the customer lifecycle h Marketing Excellence Sales Excel llence Service Excellence Enabling smarter approaches to Enabling smarter approaches to Enabling smarter a approaches to your customer service delivery your marketing operations your sales deliv very model and exploitation …allowing for a rejuvenated strategic focus Customer Insight Management Enabling the transformation of your customer data into actionable insights through high-end data analytics 4
  • 5. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com 4C Consulting |  Our Custom g | mers 5
  • 6. Content 01 Introduction to 4C Consulting to 4C Consulti 02 The counterintuitive nature e of customer experience p 03 The  Naïve‐to‐Natural mode el 04 Belgian Benchmark 2010 05 Questions
  • 7. 02 The counterintuitive nature of customer experience r
  • 8. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Beyond Philosophy |  Emot y p y | tional engagement g g Going Beyond the Philosophy:  Practical implementations Focus on the Customer Experience Thought Leadership as differentiator A number of unique methodologies Colin Shaw Qaalfa Dibeehi Links with academia 4C Consulting owns the exclusive  rights for Continental Europe rights for Continental Europe 8
  • 9. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Key Strategic Customer Expe y g perience Questions Q We help companies answer and action tough questions like: What is the future of our competition? What do our customers expect of us? How much is my current Customer Experi ience costing me? What is the Customer Experience we are trying to deliver? How deliberate is our Customer Experienc ce? What emotions are we trying to evoke in our Customer Experience? y g p Are our senior executives engaged in the Customer Experience? p p How can we ensure our people understan p nd the importance of the Customer  Experience to our organization and becom me motivated to change their behaviours? 9
  • 10. Customer experience is  C t i i NOT about d g doing whatever it takes  to “wow” customers 
  • 11. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Customer Experience  |  A d p | definition A Customer Experience is an  interaction between an  organization and a Customer. organization and a Customer. It is a blend of an organization’s physical  performance,  the senses stimulated and emotions evoked,  each intuitively measured  against customer expectations  across all moments of contact. across all moments of contact Picture taken by Geert Martens (4C Consulting) on 06/05/2010 at Chaussée de Haacht – Bruxelles, BELGIUM Result of the encounter: big smile… and indeed as it turned out to be: a very nice day: TX 3M! (The number plate has been changed for privacy reasons) 11
  • 12. What do you see here? do you
  • 13. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Customer Experience  |  A d p | definition A Customer Experience is an  interaction between an  organization and a Customer. organization and a Customer. It is a blend of an organization’s physical  performance,  the senses stimulated and emotions evoked,  each intuitively measured  against customer expectations  across all moments of contact. across all moments of contact 13
  • 14. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Why improve the customer exp y p xperience? Customers are prepared to pay a price premium. Price is the most important differentiator in rational 1. Shif 1 Shif the ft the  ft competition demand cur rve Rational elements (product features, service attributes,…) are 4. Build Gre eat Customers get involved and easy to copy 2. Reduce share their thoughts Key success factor for impacting y p g competitive custo omer costs Customers manage g advantages the customer decision journey experiences i themselves. 3. Gen nerate revenue Customers become ambassadors who promote the brand to others 15
  • 15. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Consumer decision journey  |  Traditional funnel j y | McKinsey Quarterly: The consumer decision journey – June 2009 16
  • 16. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Consumer decision journey  |  Actual journey j y | j y McKinsey Quarterly: The consumer decision journey – June 2009 17
  • 17. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Consumer decision journey  |  Impact of CE j y | p Recommendations Enhance speed of evaluation Enhance speed of decision taking Change the rules: Ch h l Own expperiences & recom mmendations Initiate: Recommendations Excellente postpurchase experiences Confirms & reinforces McKinsey Quarterly: The consumer decision journey – June 2009 18
  • 18. Results of investing in  the he customer experience? ?
  • 19. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Results of investing in the cus g stomer experience? p Regional utility provider: Regional utility provider: Improve p p public and industry image, e.g., y g , g, 20% increase in Customer winner of the 2003 Utility Industry Satisfaction and 25% Achievement Award for Customer Care reduction in call volumes International FMCG / retailer: 1% increase in Cu ustomer Satisfaction driving a 1.3% g increase in reveenues European insurance provider: 80% reduction in transaction costs Global multi-service telco: 36% improvement in Customer Satisfaction, 17% costs reduction and 200% increase in customer-facing time International wireless telecoms provider: 82% of Customer Interactions “better than last time” helped by a 4% increase in first ll i fi t call resolution l ti Global PC manufacturer: 79% improvement in “Missing, Wrong & Damaged” deliveries resulting in reduced back office headcount Canadian Bank – Losing 26% of hi h value C di B k i f high l customers: Saved 6% of high value Customers – value CDN $ 85m 20
  • 20. 03 The  Naïve‐to‐Natural model d
  • 21. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Customer Experience   |  Service portfolio p | p Questions we answer answer… Typical approaches we take… take How good/ bad is Customer Experience Statement your current CE? Customer Mirror What CE do you want to deliver? N2N Assessment Emotional Signature What needs to be done to create/ correct your CE programme? Moment Mapping CE Training What will get your people to deliver a deliberate CE? Individual Action Planning I di id l A i Pl i 22
  • 22. The Naïve‐to‐Natural model  The Naïve to Natural model assesses a company’s capabi ilities  to “consistently deliver  “ i l d li a deliberate customer experience”  p
  • 23. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Naïve to Natural ® |  The N2 | 2N Model high Natural perience Sensory stomer exp Deliberately executed Enlightened Customer focus Emotional e component of a cus r Physical y Transactional c ts Product Naïve low Product Services Customer C Customer Features Relations Experience Source of diffe erentiation n = 186 24
  • 24. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Naïve to Natural ® |  9 orien | ntation areas 25
  • 25. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Naïve Orientation high Natural ponents of a custom experience Sensory An organisation that focuses on themselves to  ecuted Enlightened ocus mer Emotional the detriment of the customer.  the detriment of the customer. Deliberately exe Customer fo They are “inside out” either through choice or  Transactional Physical because they don’t know what they should be  doing. doing comp Product Naïve low Product Services Customer Customer Features Relations Experience Source of differentiation Very product focused – price and features lead Customers asked to call on separate numbers for  Reactive to customer demands different parts of the organisation Do not measure customer satisfaction Efficiency and productivity are the most important  KPIs – NOR customer KPIs Deliver a very physically based Customer Experience D li h i ll b d C t E i People reward on sales productivity and efficiency Employees are treated poorly and not given any  authority to recompense customers Organisation dictates which channel customers use Product siloed organisation 26
  • 26. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Transactional Orientation high Natural An organization that focuses primarily on the  ponents of a custom experience Sensory physical aspects of the Customer Experience. ecuted Enlightened ocus mer Emotional They have recognized the importance of the  They have recognized the importance of the Deliberately exe Customer fo customer, however, their focus is rudimentary  Physical Transactional as many aspects of the Customer Experience  remain left to chance, are uncoordinated and  comp “inside out”.  They are typically reactive to  Product Naïve low customer demands. Product Services Customer Customer Features Relations Experience They say: "Hello you're through Alan in Customer Complaints my Hello, you re Complaints, Source of differentiation customer representative number is 43578632b, please state your customer reference number and post code" For example: British Gas Have customer KPIs included but all physically based.  Have no complete view of customer on systems.  Are functionally organized and have recognized the  Have no defined Customer Experience.  need for Customer Service.  Recruit people with the right attitude, rather than  Have contact with the customer via 0800, have  Have contact with the customer via 0800, have just skills.  just skills. looked at coordination, and have extensive call  Have training that takes place on how to deal with  menus that are used to screen calls.  difficult customers.  Take into account Customer Physical expectation.  Have employees that are given some limited  Have Senior Managers that spend limited amount  Have Senior Managers that spend limited amount authority. authority time with customers.  27
  • 27. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Enlightened Orientation g high Natural ponents of a custom experience Sensory An organisation that has recognised the need  for a holistic, coordinated and deliberate  ecuted Enlightened ocus mer Emotional approach to the Customer Experience.   approach to the Customer Experience. Deliberately exe Customer fo They are proactive in nature towards the  Transactional Physical Customer and orchestrate emotionally engaging  Customer experiences. They stimulate planned  Customer experiences They stimulate planned comp Product Naïve emotions. low Product Services Customer Customer Features Relations Experience Source of differentiation They have defined their Customer Experience Look at the end to end Customer Experience They focus on stimulating planned emotions and  Have appointed a Customer Experience Director and  build these into the design of their Customer  established a Customer Experience Council Experience Customer involved in design of processes Customer involved in design of processes They have recognised customers have emotional  Integrated system, “complete view of customer”  expectations and plan how to meet and exceed these achieved Have started to align the employer experience and  Customer Experience measures account for large  their Customer Experience their Customer Experience part of bonus t fb Employ people with emotional capabilities 28
  • 28. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Natural Orientation high Natural ponents of a custom experience Sensory An organisation where focus on the customer is  total.  ecuted Enlightened ocus mer Emotional Deliberately exe Customer fo They are very proactive and are naturally  focused on the Customer Experience.  In order  Transactional Physical to produce memorable and captivating  Customer Experiences they use specific senses  Customer Experiences they use specific senses comp Product Naïve to evoke planned emotions.. low Product Services Customer Customer Features Relations Experience Source of differentiation They are completely focused on the customer They focus on depth of emotion The customer is in their DNA They consciously use senses to provide a captivating  They have a deliberate Customer Experience and a  experience clearly defined Customer Experience statement clearly defined Customer Experience statement They use theatre as a delivery method They use theatre as a delivery method Systems are built to improve the Customer  They recruit people who are good at acting Experience They have an integrated approach to the customer The culture is designed, and aligned to the customer  They have and experience map Experience E i They understand customer sensory expectations 29
  • 29. 04 Belgian Benchmark 2010
  • 30. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Belgian Benchmark 2010  |  Methodology g | gy Online survey – email invitation: Decembe er 2009 – March 2010 In collaboration with HUBrussel: master d dissertation of Ann‐Sofie Lamon 186 respondents of 89 companies with cu ustomer‐facing activities in Belgium 18 multiple‐choice questions feeding into the N2N model o 70 120 SOHO 59 60 98 100 50 40 36 80 29 30 24 20 15 14 60 9 B2B 10 34 19%             8%             31%            8%             16%            5%             13% 40 32 0 22 20 53% 18% 12% 17% 0 B2C ‐ individuals  B2B ‐ self‐ B2B ‐ SME  B2B ‐ large  employed  companies  31
  • 31. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Naïve to Natural ® |  Belgian | g n Benchmark Results 0% high Natural perience Sensory 3 30% stomer exp executed Enlightened Customer focus Emotional Deliberately e component of a cus r 66% Physical y Transactional ts 5% c Product Naïve low Product Services Customer C Customer Features Relations Experience Source of diffe erentiation n = 186 32
  • 32. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Naïve to Natural ® |  Top pe | p performers B2B pharma 0% high perience Natural Sensory 3 30% B2B services B2B telco stomer exp executed B2C media Customer focus Emotional B2C utilities Enlightened g Deliberately e component of a cus r 66% Physical y ts Transactional 5% c Product Naïve low Product Services Customer C Customer Features Relations Experience Source of diffe erentiation n = 186 33
  • 33. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Naïve to Natural ® |  Bottom p | m performers 0% high perience Natural Sensory 3 30% stomer exp executed Customer focus Emotional Enlightened g Deliberately e component of a cus r 66% Physical y g B2C banking ts B2B pharma Transactional 5% c Product B2C banking Naïve low B2B banking B2B utilities Product Services Customer C Customer Features Relations Experience Source of diffe erentiation n = 186 34
  • 34. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Naïve to Natural ® |  Industry | ry breakdown 46 45 45 45 44 43 43 43 42 41 41 41 41 0,07 Industry 01 Telco 40 02 Utilities 0,06 03 Bank ing 04 Insurance 05 Pharma 39 0,05 06 Media 07 Other Telco Utilities Banking  Insurance  Pharma Media r Other Mean StDev N 0,04 ensity 45,03 6,434 36 n= 36 15 59 14 29 9 24 43,13 8,601 15 De 41,37 7,867 59 stdev = 6,4 8,6 7,9 8,5 7,6 9,4 10,3 0,03 44,5 8,546 14 41,45 7,586 29 41,44 9,435 9 0,02 43,21 10,34 24 0,01 0,00 24 32 40 48 56 64 N2N 35
  • 35. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Naïve to Natural ® |  Banking | ng variance 0% high Natural perience Sensory 2 29% stomer exp executed Enlightened Customer focus Emotional Deliberately e component of a cus r 63% Top performer Enlightened Physical y Transactional ts 8% c Product Naïve low Bottom performer Product Services Customer C Customer Features Relations Experience Source of diffe erentiation n = 186 36
  • 36. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Naïve to Natural ® |  SOHO v | vs. B2B 80% 70% 70% 60% 56% Stdev 8,6 50% B2B = 45 average 41% SOHO 40% SOHO = 42 B2B Stdev 7,8 30% 25% 20% 10% 5% 4% 0% 0% 0% Naïve Transactional Enlightened Natural SOHO = 132 B2B = 52 37
  • 37. More info: www.4Cconsulting.com | +32 (0) 2 275 90 00 | geert.martens@4cconsulting.com Key take aways y y Customer experience is an interaction betwee an organization and a customer en A blend of physical performance, senses stimula ated and emotions evoked Intuitively measured against customer expectations The Naïve‐to‐Natural model assesses a compa any’s capabilities to “consistently deliver a  deliberate customer experience” It answers th the question “C you d it?” ti “Can do it?” It does not say anything on the quality of the customer experience you deliver N2N looks at the “machinery” not the output Benchmark results: Less than 1 in 3 companies are able to consisten deliver a deliberate customer experience nly 1 in 3 companies are able to consisten a deliberate (enlightened stage) The majority of Belgian companies are still very much product‐oriented and think “inside‐out” and Insurance slightly Telco and Insurance slightly outperform other inndustries leaving banking, pharma and media behind:  ndustries leaving banking pharma and media behind: but do they deliver in line with these declared capabilities? Large variance within industries:  some companies clearly take the lead 38
  • 38. www.4Cconsulting.com | www.beyondphilosophy.com o | Follow us on: