This document discusses the link between customer experience and sales revenue. It notes that poor customer experience can significantly impact annual revenue across industries. Improving the customer experience through designing interactions to meet or exceed expectations can help increase customer satisfaction and loyalty. Metrics like the Net Promoter Score and reducing customer "pain points" can provide tangible links to increased revenue through higher customer retention, referrals, and spending. The document advocates for organizations to focus on the customer experience across all departments to improve sales and mitigate revenue lost from dissatisfied customers.

1. LINKING CUSTOMER
EXPERIENCE AND SALES
REVENUE
GROWING YOUR SALES REVENUE VIA POSITIVE
CUSTOMER EXPERIENCE

2. …FOR STARTERS
• IN A STUDY BY FORRESTER RESEARCH, IT WAS ESTIMATED THAT IN
AMERICA ALONE,
• THE TOTAL ANNUAL IMPACT OF CUSTOMER EXPERIENCE ACROSS
INDUSTRIES SURPASSED THE $6.8BN MARK.
• THE IMPACT OF CUSTOMER EXPERIENCE CUTS ACROSS INDUSTRIES –
FROM FINANCIAL INSTITUTIONS TO TELECOMMUNICATION
PROVIDERS, HOTELS, ELECTRONIC COMMERCE COMPANIES AND
INDEED ANY BUSINESS THAT SERVES CUSTOMERS.
• FOR ORGANIZATIONS, EITHER PLAYING IN THE BUSINESS-TO-
BUSINESS (B2B) SEGMENT OR BUSINESS-TO-CUSTOMER (B2C)
SEGMENT, CUSTOMER EXPERIENCE HAS THE ABILITY TO HELP THEM
RETAIN THEIR CUSTOMER, GET WORD-OF-MOUTH REFERRALS,
INCREASE ADVOCACY LEVEL AND INCREASE CUSTOMER SPENDING.

3. …WHAT THEREFORE IS “CUSTOMER EXPERIENCE”?
• CUSTOMER EXPERIENCE, IS DEFINED BY GARTNER (A
CUSTOMER EXPERIENCE CONSULTING FIRM), AS “THE PRACTICE OF
DESIGNING AND REACTING TO CUSTOMER
INTERACTIONS TO MEET OR EXCEED CUSTOMER
EXPECTATIONS AND THUS INCREASE CUSTOMER
SATISFACTION AND LOYALTY.”

4. …THE NIGERIAN EXPERIENCE
• THE PRACTICE OF CUSTOMER EXPERIENCE IS SLOWLY BUT SURELY TAKING ROOT IN
NIGERIA, AS ORGANIZATIONS ARE
1. BECOMING MORE AWARE THAT PRICE AND PRODUCT ALONE CANNOT CONTINUE TO
PROVIDE A SUSTAINABLE AND UNIQUE DIFFERENTIATOR, ESPECIALLY IN A COMPETITIVE
MARKET WITH PRODUCTS WHICH ARE SIMILAR AND VERY EASY TO REPLICATE AND COPY.
2. IN ADDITION TO THIS, NEW SAVVY, TRENDY AND WELL-EXPOSED MIDDLE CLASS HAS BEEN
KNOWN TO DENT THE REPUTATIONS OF LARGE ORGANIZATIONS, DOING IRREPARABLE
DAMAGE TO THEIR STATUS WHENEVER THESE YOUNG PEOPLE HAVE BAD EXPERIENCE AT ANY
OF THE ORGANIZATIONS‟ TOUCH POINT.
3. IT IS WISE FOR ORGANIZATION TO BE PROACTIVE, COVER UP THEIR TRACKS, AND PREEMPT
THIS NEW BREED IN WHAT HAS NOW BECOME THE AGE OF THE CUSTOMER.
4. ALL HANDS MUST BE ON DECK AS CUSTOMER EXPERIENCE CANNOT BE CONFINED TO JUST A
NARROW DEPARTMENT OR UNIT BUT SHOULD BE THE BUSINESS OF EVERYONE IN THE FIRM.

5. …WHAT‟S THE LINK?
a) HOW DO WE LINK CUSTOMER EXPERIENCE TO REVENUE IN NAIRA AND
KOBO?
b) WHAT TANGIBLE VALUE IS DERIVED FROM IMPROVEMENTS IN CUSTOMER
EXPERIENCE AND HOW CAN THIS BE ASCERTAINED?

6. …THE NET PROMOTER SCORE 1
• IT IS A TOOL USED WHERE CUSTOMERS ARE CATEGORIZED
OR BUNCHED INTO DIFFERENT STRATA, BY ASKING
CUSTOMERS IN A SURVEY, ON A SCALE OF 0-10
QUESTIONS LIKE:
• „HOW LIKE WILL YOU RECOMMEND A COMPANY TO A FAMILY OR FRIEND?‟
a. THOSE WHO SCORE THE ORGANIZATION BETWEEN
NINE AND TEN ARE KNOWN AS THE PROMOTERS.
 PROMOTERS ARE THE BRAND ADVOCATES AND THE
LIFE-BLOOD OF THE ORGANIZATION, WHICH IS LIKE A
SORT OF AN UNPAID MARKET FORCE. THEY ARE LOYAL
AND ACTIVELY REFER PEOPLE.

7. …THE NET PROMOTER SCORE 2
b) PASSIVES ARE THOSE WHO SEAT ON THE FENCE.
 THESE PASSIVES ARE NOT LOYAL AND HAVE A SCORE BETWEEN SEVEN AND
EIGHT.
 THEY ARE A DANGEROUS BREED AS THEY ARE LIKELY TO BE SWAYED AWAY
AND EASILY CONVERTIBLE BY COMPETITION ONCE THEY GET A BETTER
OFFER.
c) DETRACTORS ARE THE PRINCIPALITIES AND POWERS
 THESE WOULD BE HAPPY TO WREAK HAVOC ON THE REPUTATION OF A
BUSINESS WITH THE SCORE BETWEEN ZERO TO SIX.

8. …THE NET PROMOTER SCORE 3
• THE NET PROMOTER SCORE IS DERIVED FROM
 THE SUBTRACTION OF THE PROMOTERS FROM THE
DETRACTORS.
 THE BENEFITS OF PROMOTERS AND LOYAL ADVOCATES OF
A COMPANY IS THAT
 THEY PURCHASE MORE,
 ARE LEAST LIKELY TO CHURN, AND
 ARE LESS SENSITIVE TO PRICING
 AS THEY HAPPIER WITH THE VALUE THEY DERIVE AND
 WILL REFER THEIR FAMILIES AND FRIENDS.
 THE MORE PROMOTERS AN ORGANIZATION HAS, THE BETTER FOR THE BUSINESS IN TERMS
OF COST SAVINGS AND MORE PATRONAGE.

9. …ANOTHER PERSPECTIVE - PAIN POINTS?
• ANOTHER ANGLE TO LOOK AT REVENUE THAT CAN BE GAINED FROM CUSTOMER
EXPERIENCE IS
1. THE ELIMINATION OF PAIN POINTS AND THE REVENUE WHICH THE EASE OF
DOING BUSINESS BRINGS.
 WITH THE PRESENT JET AGE, WHERE PEOPLE WANT THINGS LIKE YESTERDAY, ANY
ORGANIZATION WHICH MAKE IT EASIER FOR CUSTOMERS TO DO BUSINESS WITH
THEM BETTER THAN COMPETITORS, WILL HAVE THE HEARTS OF ITS CUSTOMERS.
• PAIN POINTS ARE THE MOST STRESSFUL ISSUES THE CUSTOMER HAS TO
ENCOUNTER WHEN DOING BUSINESS WITH THE COMPANY.
 WITH AN AIRLINE, IT MAY BE THE CHECK-IN PROCEDURES OR BAGGAGE CLAIM;
 FOR A BANK, IT MAY BE HAVING TO QUEUE UP OR CALL THE CONTACT CENTER;
AND
 FOR THE INSURANCE INDUSTRY, IT MAY BE THE CLAIMS PAYMENT.
EACH INDUSTRY HAS ITS OWN DEMONS.

10. …ANOTHER PERSPECTIVE - PAIN POINTS?
• THESE PAIN POINTS ARE VERY IMPORTANT TO TACKLE BECAUSE IT IS AT THIS
STAGE THAT THE CUSTOMER USUALLY
• TAKES A WALK AND CHURNS OR
• LOOKS FOR AN ALTERNATIVE; AND
• THE COST OF AFTER SALES OR SUPPORT IS ALSO MUCH HIGHER.
• ONCE PAIN POINTS ARE REMOVED AND CUSTOMERS FIND IT EASIER DOING
BUSINESS WITH AN ORGANIZATION, IT IS MOST LIKELY THAT THEY WILL
• BRING MORE BUSINESS TO THE ORGANIZATION,
• WHICH WILL IN EFFECT
• BRING MORE MONEY FOR THE ORGANIZATION, AND
• CUSTOMERS CAN LEVERAGE ON THE LIFETIME VALUE OF THE CUSTOMER.

11. …PAIN POINTS &BUSINESS GROWTH
• LIMITLESS OPPORTUNITIES IN WHAT IT CAN DO FOR THE ORGANIZATION AND ITS
SALES TEAM, VIZ…
1. LESS COST WILL BE USED IN ADVERTISING AND MARKETING
 AS THE PRODUCT OR THE ORGANIZATION‟S
REPUTATION SPEAKS FOR ITSELF AND THROUGH
WORD-OF-MOUTH BY ITS CUSTOMERS.
2. THE ORGANIZATION ALSO SAVES COSTS OF ACQUISITION
• SPENDING LITTLE OR NO AMOUNT ON MARKETING AS IT DEPENDS ON WORD-OF-MOUTH
REFERRALS FROM ITS CUSTOMERS WHO IT HAS SERVED VERY WELL AND WHO IN TURN
SPREAD THE WORD FOR THEM.
• IT IS MUCH EASIER TO BELIEVE WHEN SOMEONE REFERS YOU, THAN TO RELY ON A PAID
ADVERTISEMENT, WHOSE CLAIMS ARE SOMETIMES TESTED AND FOUND TO BE UNTRUE.
 IN FACT, PEOPLE WILL USUALLY ASK ROUND FIRST BEFORE THEY PATRONIZE A
PRODUCT OR SERVICE DESPITE WHATEVER CLAIMS THE BUSINESS MAY HAVE
MADE.

12. …ANOTHER PERSPECTIVE – BUSINESS AT RISK?
• ANOTHER USEFUL MODEL THAT CAN BE USED TO LINK CUSTOMER EXPERIENCE
TO REVENUE IS BUSINESS AT RISK. SIMPLY DEFINED AS:
• THE AMOUNT OF BUSINESS AN ORGANIZATION MAY LOSE WHEN ITS CUSTOMERS
ARE DISPLEASED WITH ITS SERVICES, CONSIDERS IT AS BLAND, NOT UP TO SPEED
AND NOT ENDEARING TO THE CUSTOMER, RESULTING IN DISSATISFACTION.

13. …CUSTOMER RETENTION
• RETENTION OF CUSTOMERS IS THE LIFEBLOOD OF MOST IF NOT ALL
ORGANIZATIONS.
• AN ORGANIZATION THAT LOSES ITS CUSTOMERS AS MUCH AS IT GAINS NEW
ONE WILL SOON FIND ITSELF IN A HARD PLACE.
• THE WINNING STRATEGY IS TO KEEP GROWING YOUR CUSTOMER BASE BY
FILLING THE FUNNEL REGULARLY WITH NEW CONVERTS & REDUCING THE
ATTRITION.
• IT‟S A FACTOR OF NUMBERS AS, THE MORE THE PROSPECTS IN YOUR FUNNEL,
THE MORE THE CONVERTS THAT WILL BECOME LOYAL, AFTER DUE PROCESS OF
PRE-QUALIFICATION, QUALIFICATION & ENGAGEMENT.

14. …CUSTOMER EXPERIENCE
• IMPROVING THE CUSTOMER EXPERIENCE OF AN ORGANIZATION CAN
HAVE A DRAMATIC AND STRATEGIC IMPACT ON THE REVENUE OF ANY
ORGANIZATION.
• THEREFORE -
• ORGANIZATIONS NEED TO FOCUS IN ACTIVITIES THAT WILL MITIGATE A
DISTASTEFUL EXPERIENCE SO AS NOT TO INCREASE CUSTOMER ATTRITION

15. …END
• QUESTIONS???