Customer Experience in Belgium, Lessons to be Learned - Alexandre Gangji, Weave from SCRM13 Brussels
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Customer Experience in Belgium, Lessons to be Learned - Alexandre Gangji, Weave from SCRM13 Brussels

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Customer Experience in Belgium, Lessons to be Learned - Alexandre Gangji, Weave from SCRM13 Brussels. ...

Customer Experience in Belgium, Lessons to be Learned - Alexandre Gangji, Weave from SCRM13 Brussels.

A talk by Alexandre Gangji, at Social CRM 2013 in Brussels, hosted by Our Social Times

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Customer Experience in Belgium, Lessons to be Learned - Alexandre Gangji, Weave from SCRM13 Brussels Presentation Transcript

  • 1. 27 NOVEMBER 2013 Social CRM Conference 2013 How Social CRM and Customer Experience Management will help you connect with your customers? The State of Customer Experience Management in Belgium Your contact at weave:! Alexandre Gangji Partner Benelux alexandre.gangji@weave.eu + 32 477 597 398
  • 2. Why do many service providers fail to tap into the huge potential that delivering a good customer experience can harness?! While the benefits of delivering a good customer experience have been well documented in various academic and business publications… …the roadmap for delivering excellent customer experience in a cost-efficient manner has seldom been explored 2! 27/11/2013!
  • 3. Customer experience management capabilities are pivotal! Managing customer expectations while rallying the whole organisation to deliver these expectations becomes the challenging job of the business leader who is given the task of creating a “wow” customer experience 3! 27/11/2013!
  • 4. Weave study 2013: The state of customer experience management in Belgium! The objective of this study was to assess the level of maturity and the efficiency of customer experience management for the top companies in the Belgian market 34 respondents working closely with customer experience management from 24 leading-companies in Belgium participated in the survey The survey focuses on 4 sectors: Retail Banking 4! Telco Transportation Energy 27/11/2013!
  • 5. This study provides an assessment based on the key elements of the weave Customer Experience Management framework! weave has developed a framework to help companies craft a customer experience management strategy to connect with customers •  Our framework and its 10 core dimensions allow a successful and pragmatic customer experience strategy and provide the blueprint to design, deliver, manage, and measure the intended customer experience across social media and other touch points Customer Experience Implementation Levers Customer Experience Vision People Organization Value proposition Operations Technology Performance mgt. Customer Experience Strategy Voice of the Customer & Voice of the Employee 5! Customer Experience ROI 27/11/2013!
  • 6. Weave study 2013: Summary of key findings
 ! #1 Without defining and implementing an efficient customer experience management (CEM) programme, companies will continue to struggle in creating a “wow” experience and connecting with customers #2 Companies must define and disseminate across the company a well-articulated customer experience vision, with buy-in from all stakeholders #3 Companies must effectively integrate the customer segments, channels and customer lifecycle dimensions into their customer experience strategy #4 A shift is required in the organisation’s DNA to better examine the experience from the customer’s point of view, and to use that perspective to make improvements and manage the experience #5 Companies need to engage the whole organisation and specifically the employees to create a great experience #6 Understanding the customer experience economics allows companies to build the business case for change; customer experience directly impacts your bottom line Key findings 6! 27/11/2013!
  • 7. #1 Without defining and implementing an efficient CEM programme, companies will continue to struggle in creating a “wow” experience and connecting with customers ! Most companies recognise the importance of delivering an outstanding customer experience, though, none of them rate their performance as satisfactory •  The study reveals that most companies struggle in implementing customer experience management programmes How would you rate the importance of delivering an outstanding customer experience in your company's strategy? How would you rate the performance of your company against customer experience management? To what extent has your company implemented a customer experience management programme? 0% 4% 12% 13% 46% 42% 54% 46% 83% Score1 1 7! <7 ≥ 7 & <9 ≥9 Scores range from 1 (very unsatisfactory) to 10 (excellent) 27/11/2013!
  • 8. #2 Companies must define and disseminate across the company a well-articulated customer experience vision, with buy-in from all stakeholders! Only few companies have a clear customer experience vision that is shared across the company and translated into strategy objectives •  While senior executives recognise the importance of customer experience, they fail to translate it into concrete operational actions and behaviours Regarding the definition of a customer experience vision in your company, please evaluate the following statements: Your company has a concrete customer experience vision Your company has a brand promise reflecting customer experience The customer experience vision is shared within the entire company The customer experience Vision is translated in strategic objectives 25%   29%   46%   50%   29%   21%   Regarding the role of your company's executives toward customer experience management, please evaluate the following statements: A senior executive is leading customer experience efforts within your company Executives define guiding principles for customer experience actions Executives consistently communicate about the importance of the customer experience management 29%   33%   58%   46%   13%   21%   Executives consistently communicate a shared image of the ideal customer experience to offer to the customers Customer experience is a recurring agenda item for the top management 29%   33%   38%   <7 37%   46%   25%   38%   46%   37%   Score 8! 25%   29%   37%   21%   ≥ 7 & <9 17%   42%   ≥9 27/11/2013!
  • 9. #3 Companies must effectively integrate the customer segments, channels and customer lifecycle dimensions into their customer experience strategy! Only 21% of companies have a clearly defined customer experience management strategy •  3 out of 4 companies fail to manage and integrate customer experience dimensions such as products, segments, channels, customer lifecycle, moments of truth and customer touch-points To what extent has your company a clearly defined customer experience management strategy? To what extent does your company integrate the following dimensions in the definition and prioritisation of the customer experience management programme? Products 38%   54%   8%   46%   13%   21% 25% Customer segments 42%   Customer lifecycle Channels Moments of truth 54% Customer touch-points 46%   33%   13%   54%   38%   13%   37%   25%   Score 9! 41%   25%   50%   <7 ≥ 7 & <9 25%   ≥9 27/11/2013!
  • 10. A shift is required in the organisation’s DNA to better examine the experience from the customer’s point of view, and to use that perspective to make improvements and manage the experience! #4 Our study reveals that only 8% of companies efficiently use customer insights to define and enhance customer experience management, while only 21% actively use social media as a source for collecting the Voice of the Customer1 To what extent is your company using efficiently the collected customer insights to define and enhance customer experience management? To what extent does your company use the following sources/means to collect the Voice of the Customer? Customer communities / forum/social media 8% 37%   CRM 33% 46%   Customer data analysis 59% 17%   1 37%   21%   38%   <7 8%   46%   50%   Score 16%   29%   67%   Front line employees' observations 12%   42%   63%   All influencers in the buying decision process 21%   42%   42%   Users groups/advisory board Customers' complaints 42%   ≥ 7 & <9 12%   12%   ≥9 The Voice of the Customer (VoC) describes the customers’ needs, expectations and preferences, which a company can capture through direct and indirect ways 10! 27/11/2013!
  • 11. #5 Companies need to engage the whole organisation and specifically the employees to create a great experience! The results show that some useful levers to improve customer experience often remain unexploited. Only 4% of companies actively develop and implement new technologies (a.o. social) to improve the customer experience Regarding the efforts your company is doing to deliver the best customer experience, please evaluate the use of the following levers to improve customer experience: Develop and implement new technologies to improve   the customer experience Optimise operations and processes which support the   delivery of the best experience to your customers Offer a new/improved value proposition linked to the   customer experience Vision Enhance the organisation of the company to become   more customer-centric Engage employees to deliver an outstanding customer experience   50%   21%   46%   54%   25%   34%   29%   37%   58%   8%   46%   25%   42%   Score 11! 4%   21%   <7 ≥ 7 & <9 ≥9 27/11/2013!
  • 12. #6 Understanding the customer experience economics allows companies to build the business case for change; customer experience directly impacts your bottom line! Study reveals that only 1 company out of 5 manages to appropriately understand and measure the customer experience business case •  Executives from 2 companies out of 3 do not use the measures to make investment decisions Regarding the measure of your company's performance in the field of customer experience management, please evaluate the following statements: Your company measures the performance of the customer experience management programme   Your company has developed metrics to measure the   customer experience management performance Your company measures the impacts of the customer   experience management programme on the customer satisfaction Your company tracks the effectiveness of customer experience management actions on the business   Executives use these measures to make investment   decisions 17%   67%   33%   17%   29%   29%   38%   54%   37%   50%   58%   13%   38%   Score 12! 17%   <7 4%   ≥ 7 & <9 ≥9 27/11/2013!
  • 13. Weave Belgium – Avenue de l’Uruguay n°3 – 1000 Brussels – Tel: +32(0)2 669 77 82