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The State of Customer Experience Management in Belgium
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The State of Customer Experience Management in Belgium

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  • 1. Your CONTACTSpage weaveblog.weave.eu@weaveconseilTV channelThe state of customer experiencemanagement in Belgium – Weavestudy 2013Are companies creating a “wow”experience for their customers?Alexandre GangjiPartneralexandre.gangji@weave.eu+32 (0) 477 597 398Weave BelgiumAvenue de l’Uruguay , 31000 BruxellesMay 2013
  • 2. 2Table of content1. Objectives and methodology of the study2. Main results of the study3. The 2013 Customer Experience Management Index
  • 3. 3Objectives and methodology of the study1
  • 4. 4About the study• The objective of this study is to assess the level of maturity and the efficiency of the customer experiencemanagement for the top companies on the Belgian market• This first edition of this study covers four different industries:- Energy- Retail Banking- Telecommunications- Transportation• The report is based on the results of a quantitative survey conducted among senior executives and/ormiddle-managers in charge, directly or indirectly, of customer experience in their companies. The surveywas conducted between September 2012 and January 2013• In order to assess the performance of customer experience management in companies, we have developeda questionnaire based on the weave Customer Experience Management Framework. This framework helpscompanies define, prioritise and implement an effective customer experience management programme
  • 5. 5The state of the customerexperience management inBelgiumEnergy“Answers from 5 energycompanies includingthe two marketleaders”Retail Banking“Answers from 8retailbanks»Transportation“Answers from 6 verydifferent companies”Telecommunications“Answers from the 5main actors on theBelgian market”We have included in the study a total of 34 answers from 24companies key players in their industry
  • 6. 6The study is based on the weave Customer ExperienceManagement Framework3CustomerExperienceStrategyVoice of theCustomer&Voice of theEmployeeCustomerExperienceVision12CustomerExperience ROIPeopleOrganizationValuepropositionOperationsTechnologyCEImplementationLevers54
  • 7. 7Scores were grouped in categories to facilitate interpretationof results10987654321ScoreColorcodeContribution tocustomer experienceExcellentNeutralUnsatisfactoryNPS (Net PromoterScore) equivalent“Promoters”“Passives”“Detractors”
  • 8. 8Scores are computed using a non respondent-weightedaverageRespondents score : 34Company score :Average of respondents scores24Industry score :Average of company scores4National score :Average of industry scores1
  • 9. 9Main results of the study2Without defining and implementing an efficient CEprogramme, companies will continue to struggle creatinga “wow” experience and satisfying, retaining and co-creating value for their customers
  • 10. 10Without defining and implementing an efficient CE programme,companies will continue to struggle creating a “wow” experience andsatisfying, retaining and co-creating value for their customersWhile 83% of the companies recognize the importance of delivering an outstanding customerexperience, 100% rate their performance as not satisfactory or neutral<7 >= 7 & <9 >=9Energy 8.6Nationalaverage9.1Retail banking 9.0Telecom. 9.5Transportation 9.2Energy 6.0Nationalaverage6.2Retail banking 5.6Telecom. 6.0Transportation 7.4How would you rate the importance ofdelivering an outstanding Customer Experiencein your companys strategy?4% 13%83%How would you rate the performance of yourcompany against Customer ExperienceManagement?54%46%0%
  • 11. 11Without defining and implementing an efficient CE programme,companies will continue to struggle creating a “wow” experience andsatisfying, retaining and co-creating value for their customersThe results of our study reveal that the respondent companies are struggling to implement anefficient customer experience management programme• 46% of companies consider the implementation of a customer experience management programme in theircompany as not satisfactory• Only 12% of companies consider it as successful (9 or 10 on a scale of 1 to 10)<7 >= 7 & <9 >=9To what extent has your company implemented a Customer Experience Management Program?Energy 5.5Nationalaverage6.6Retail banking 6.4Telecom. 6.8Transportation 7.842%46%12%
  • 12. 12Main results of the study2Companies must define and disseminate across thecompany a well-articulated customer experiencevision, with buy-in from all stakeholders
  • 13. 13Companies must define and disseminate across the companya well-articulated customer experience vision, with buy-infrom all stakeholdersOnly 29% of companies have developed a concrete customer experience vision, only 13% considerthat their vision is adequately shared across the company and merely 21% of companies claim tohave it satisfactorily translated into strategic objectives7.47.46.66.87.27.35.95.37.97.57.97.88.58.38.08.36.26.64.76.3<7 >= 7 & <9 >=933%29%29%25%46%58%50%46%21%13%21%29%Your company has a concreteCustomer Experience VisionYour company has a brand promisereflecting Customer ExperienceThe Customer Experience Vision isshared within the entire companyThe Customer Experience Vision istranslated in strategic objectivesRegarding the definition of a Customer Experience Vision in your company,please evaluate the following statements :
  • 14. 14Companies must define and disseminate across the companya well-articulated customer experience vision, with buy-infrom all stakeholdersWhile senior executives recognise the importance of customer experience, they fail to translate it intoconcrete operational actions and behaviours• Results show that senior executives are struggling in particular to communicate a shared image of the idealcustomer experience they want to deliver. Hence, executives manage to consistently communicate thisshared image in only 17% of companies7.4 6.6 7.4 8.67.37.1 5.9 8.0 8.46.56.9 6.0 7.4 8.26.36.5 5.4 7.1 7.36.67.0 5.3 7.8 8.76.9<7 >= 7 & <9 >=937%46%33%29%25%21%37%38%46%38%42%17%29%25%37%A senior executive is leading Customer Experienceefforts within your companyExecutives define guiding principles for CustomerExperience actionsExecutives consistently communicate about theimportance of the Customer ExperienceManagementExecutives consistently communicate a sharedimage of the ideal Customer Experience to offer tothe customersCustomer Experience is a recurring agenda item forthe top managementRegarding the role of your companys executives toward CustomerExperience Management, please evaluate the following statements :
  • 15. 15Main results of the study2Companies especially fail to effectively integrate thecustomer segments and the customer lifecycle dimensionsinto their customer experience strategy
  • 16. 16Companies especially fail to effectively integrate the customersegments and the customer lifecycle dimensions into theircustomer experience strategyOnly 21% of companies have a clearly defined customer experience management strategy<7 >= 7 & <9 >=9Energy 6.2Nationalaverage7.3Retail banking 7.1Telecom. 7.9Transportation 8.2To what extent has your company a clearly defined Customer ExperienceManagement strategy?25%54%21%
  • 17. 17Companies especially fail to effectively integrate the customersegments and the customer lifecycle dimensions into theircustomer experience strategy3 out of 4 companies fail to manage and integrate customer experience dimensions such as products,segments, channels, customer lifecycle, moments of truth and customer touchpoints6.8 6.6 7.6 7.45.86.2 5.8 6.8 7.74.66.4 6.3 7.6 5.86.17.2 7.0 7.0 7.76.97.1 6.1 8.0 7.57.67.3 6.6 7.2 8.27.4<7 >= 7 & <9 >=9To what extent does your company integrate the following dimensions inthe definition and prioritization of the Customer Experience ManagementProgram?25%38%33%46%42%38%50%37%54%41%46%54%25%25%13%13%13%8%ProductsCustomer segmentsCustomer lifecycleChannelsMoments of truthCustomer touch-points
  • 18. 18Main results of the study2A shift is required in the organisation’s DNA to betterexamine the experience from the customer’s point ofview, and to use that perspective to make improvementsand manage the experience
  • 19. 19A shift is required in the organisation’s DNA to better examine theexperience from the customer’s point of view, and to use thatperspective to make improvements and manage the experienceThough 1 out of 2 companies have very satisfactorily implemented a VOC programme, our studyreveals that only 8% of companies efficiently use the collected customer insights to define andenhance customer experience managementEnergy 6.0Nationalaverage7.6Retail banking 7.5Telecom. 8.0Transportation 8.6Energy 5.6Nationalaverage6.8Retail banking 6.4Telecom. 7.8Transportation 7.6<7 >= 7 & <9 >=9To what extent does your company have aformalized program in place to collect the Voiceof the Customer?To what extent is your company usingefficiently the collected customer insights todefine and enhance the CEM program?33%17%50%33%59%8%
  • 20. 20A shift is required in the organisation’s DNA to better examine theexperience from the customer’s point of view, and to use thatperspective to make improvements and manage the experienceSeveral improvement opportunities remain for the respondent companies in terms of potentialsources/means to collect the Voice of the Customer6.7 6.6 7.3 7.05.86.3 6.6 7.2 6.84.16.8 7.5 6.4 7.84.76.1 6.0 5.6 7.15.58.0 8.0 6.9 8.58.35.8 5.4 5.5 7.05.36.2 6.5 5.3 6.85.8<7 >= 7 & <9 >=950%67%17%63%42%46%37%38%21%37%29%42%42%42%12%12%46%8%16%12%21%Customer communities/forum/social mediaCRMCustomer data analysisUsers groups/advisory boardCustomers complaintsAll influencers in the buyingdecision processFront line employeesobservationsTo what extent does your company use the following sources / means tocollect the Voice of the Customer?
  • 21. 21Main results of the study2Companies need to engage the whole organisation andspecifically the employees to create a great experience
  • 22. 22Companies need to engage the whole organisation andspecifically the employees to create a great experienceThe results show that some useful levers to improve customer experience are unexploited bycompanies6.3 5.8 6.4 6.86.57.6 7.8 8.2 7.37.16.8 6.4 7.4 7.26.47.2 6.7 7.9 7.27.47.1 5.9 8.0 7.77.2<7 >= 7 & <9 >=937%29%34%21%50%42%46%58%54%46%21%25%8%25%4%Develop and implement new technologies toimprove the Customer ExperienceOptimize operations and processes whichsupport the delivery of the best experience toyour customersOffer a new/improved value proposition linkedto the Customer Experience VisionEnhance the organization of the company tobecome more customer-centricEngage employees to deliver an outstandingCustomer ExperienceRegarding the efforts your company is doing to deliver the best CustomerExperience, please evaluate the use of the following levers to improveCustomer Experience :
  • 23. 23Main results of the study2Understanding the customer experience economics allowscompanies to build the business case for change; customerexperience directly impacts your bottom line
  • 24. 24Understanding the customer experience economics allowscompanies to build the business case for change; customerexperience directly impacts your bottom lineOur study reveals that only 1 company out of 5 manages to appropriately understand and measurethe customer experience business case• Only 17% of companies successfully measure the impacts of the customer experience managementprogramme on customer satisfaction and only 13% of companies on business performance• Executives use the customer experience measures to make investment decisions in only 4% of companies.7.4 6.2 7.9 8.27.67.5 6.3 8.0 8.18.07.3 6.6 7.6 8.07.67.0 6.2 7.3 7.27.66.2 5.9 6.0 6.86.1<7 >= 7 & <9 >=958%37%29%33%17%38%50%54%29%67%4%13%17%38%17%Your company measures the performance of theCustomer Experience Management ProgramYour company has developed metrics to measure theCustomer Experience Management performanceYour company measures the impacts of theCustomer Experience Management Program on thecustomer satisfactionYour company tracks the effectiveness of CustomerExperience Management actions on the businessExecutives use these measures to make investmentdecisionsRegarding the measure of your companys performance in the field ofCustomer Experience Management, please evaluate the following statements:
  • 25. 25The 2013 Customer Experience ManagementIndex3
  • 26. 26The 2013 Customer Experience Management Index (CEMI)Based on the evaluations shared by the respondents about their company’s performance on eachdimension of the weave Customer Experience Management Framework, the CEMI gives an overallscore reflecting the general level of customer experience management maturity and performanceCustomer Experience VisionVoice of the CustomerCustomer ExperienceStrategy and DesignCE Implementation LeversCustomer Experience ROICustomer ExperienceManagement IndexNationalaverage7.06.67.07.17.67.00 5 10Retail Banking6.26.76.46.56.76.50 5 10Telecom7.56.77.57.67.97.40 5 10Transportation8.47.67.67.28.17.80 5 10Energy6.15.56.56.97.56.50 5 10<7 >= 7 & <9 >=9
  • 27. Weave Belgium – Avenue de l’Uruguay n 3 – 1000 Brussels – Tel: +32(0)2 669 77 82