SlideShare a Scribd company logo

Architecting CX Measurement Frameworks and Ensuring CX Metrics are fit for Purpose - Lara Truelove

N
NUS-ISS

Join us for a deep dive into the art of architecting Customer Experience (CX) measurement frameworks and ensuring that CX metrics are precisely tailored for their intended purpose. In this engaging session, you'll walk away with actionable insights and a tangible plan for refining your measurement strategies. Discover how to craft CX measurement frameworks that align seamlessly with your business objectives, ensuring that your metrics deliver meaningful and robust insights. Whether you're seeking to enhance customer satisfaction, optimise processes, or drive innovation, this session will provide you with potential approaches and practical steps to bolster the effectiveness and relevance of your CX metrics. It's your blueprint for creating a customer-centric roadmap to success.

1 of 54
Download to read offline
Architecting CX measurement
frameworks and ensuring
metrics are fit for purpose
Lara Truelove, Program Leader
Center for Experience Management
Public
Elevate the awareness and adoption
of Experience Management in organisations.
Support CX, EX and Market Research practitioners.
Center for Experience Management
Public
When it comes to experience management, 6
competencies & 20 skill areas for organizations
today
Public
The importance of drivers &
causality
Drivers versus other phenomena,
process for identifying drivers
Determining if CX metrics
program is fit for purpose
An evaluation for your current
metrics
Current topics on CX metrics
The key metrics used today
and the discussion surrounding
them
Measurement architecture,
distribution of metrics
Bringing together CX metrics &
drivers to build a complete
measurement blueprint
1
4
2
3
What we’ll be covering today
Public
Measurement does not come first
Metrics are there to:
 Get attention on customer experience
- communicate what matters most
 Support KPIs for accountability
 Identify experience gaps
 Measure progress
Organizational strategy
competing on experience
Customer experience strategy
Customer needs / org capabilities / feasibility->
How the organization will differentiate itself
Customer experience measurement
CX metrics program and architecture
Public
The five steps for building a strong CX metrics
program
Determine a core
CX metric
Set
achievable
goals
Identify key
drivers
Establish key
driver
metrics
Make
metrics
actionable
Select a primary,
relationship-level metric
(such as NPS, Overall
Satisfaction, Trust, etc.)
Core CX Metric will act as
a North Star, aligning
customer experience
efforts across the entire
organization around a
single common goal.
Define realistic targets
for your Core CX
Metric based on an
understanding of
how the metric relates
to business and
financial objectives.
To help determine where
to focus improvement
efforts, find the moments,
journeys, touchpoints, and
customers that most
significantly impact your
Core CX Metric and, by
extension, the customer
experience overall.
Develop metrics that
evaluate how well the
company performs on its
key drivers (like
operational, transactional,
or journey-level metrics)
that are used to hold
individuals and teams
accountable for improving
the parts of the key driver
that they control.
Leverage customer
experience metrics to
drive organization wide
support for CX
improvements by enabling
people to use these
metrics in the course of
their everyday roles.
Source: XM Institute, CX Metrics Program: Strengths and Challenges, 2020

Recommended

Measures of corporate performance
Measures of corporate performanceMeasures of corporate performance
Measures of corporate performanceSamahAdra
 
7 steps-to-successful-customer-experience-measurement-programs
7 steps-to-successful-customer-experience-measurement-programs7 steps-to-successful-customer-experience-measurement-programs
7 steps-to-successful-customer-experience-measurement-programsHafda Ridho
 
7 steps to successful customer experience measurement programs
7 steps to successful customer experience measurement programs7 steps to successful customer experience measurement programs
7 steps to successful customer experience measurement programsDatafield
 
Verizon Wireless: AI Semantic analysis reveals surprising insights
Verizon Wireless: AI Semantic analysis reveals surprising insightsVerizon Wireless: AI Semantic analysis reveals surprising insights
Verizon Wireless: AI Semantic analysis reveals surprising insightsTiran Dagan
 
Net Promoter Score - A 10 Slide Introduction
Net Promoter Score - A 10 Slide IntroductionNet Promoter Score - A 10 Slide Introduction
Net Promoter Score - A 10 Slide IntroductionGenroe
 
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and How
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and HowTotal Customer Experience Management Overview #TCE #CEM -- The Why, What and How
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and HowTCELab LLC
 
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and How
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and HowTotal Customer Experience Management Overview #TCE #CEM -- The Why, What and How
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and HowVishal Kumar
 
CS 2014-15-2
CS 2014-15-2CS 2014-15-2
CS 2014-15-2Jim Head
 

More Related Content

Similar to Architecting CX Measurement Frameworks and Ensuring CX Metrics are fit for Purpose - Lara Truelove

2.12 Creating a Yardstick: Developing a Performance Measurement System
2.12 Creating a Yardstick: Developing a Performance Measurement System2.12 Creating a Yardstick: Developing a Performance Measurement System
2.12 Creating a Yardstick: Developing a Performance Measurement SystemNational Alliance to End Homelessness
 
80024 support whitepaper nps
80024 support whitepaper    nps80024 support whitepaper    nps
80024 support whitepaper npsRyan Tkowski
 
Michele berkhout employee_value_proposition_slideshare
Michele berkhout employee_value_proposition_slideshareMichele berkhout employee_value_proposition_slideshare
Michele berkhout employee_value_proposition_slideshareMichele Berkhout
 
Digital Marketing Strategy Proposal 2010
Digital Marketing Strategy Proposal 2010Digital Marketing Strategy Proposal 2010
Digital Marketing Strategy Proposal 2010Mark Waldo
 
The need for a balanced measurement system
The need for a balanced measurement systemThe need for a balanced measurement system
The need for a balanced measurement systemJULIO GONZALEZ SANZ
 
TrustImpact - Great Place IT Services
TrustImpact - Great Place IT ServicesTrustImpact - Great Place IT Services
TrustImpact - Great Place IT ServicesShivanshu Singh
 
Voice of the Customer review by smith+co
Voice of the Customer review by smith+coVoice of the Customer review by smith+co
Voice of the Customer review by smith+coAlexWillmottSmithCo
 
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and...
Total Customer Experience Management Overview #TCE #CEM  -- The Why, What and...Total Customer Experience Management Overview #TCE #CEM  -- The Why, What and...
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and...Stephen King
 
it_Define_Service_Desk_Metrics_That_Matter_Storyboard.pptx
it_Define_Service_Desk_Metrics_That_Matter_Storyboard.pptxit_Define_Service_Desk_Metrics_That_Matter_Storyboard.pptx
it_Define_Service_Desk_Metrics_That_Matter_Storyboard.pptxAbdulelah Aljabri
 
49 CX Terms You Need to Know for 2023
49 CX Terms You Need to Know for 202349 CX Terms You Need to Know for 2023
49 CX Terms You Need to Know for 2023RocketSource
 
Customer experience strategy development methodology v1.6
Customer experience strategy development methodology v1.6Customer experience strategy development methodology v1.6
Customer experience strategy development methodology v1.6Roberto Suarez-Ojedis
 

Similar to Architecting CX Measurement Frameworks and Ensuring CX Metrics are fit for Purpose - Lara Truelove (20)

2.12 Creating a Yardstick: Developing a Performance Measurement System
2.12 Creating a Yardstick: Developing a Performance Measurement System2.12 Creating a Yardstick: Developing a Performance Measurement System
2.12 Creating a Yardstick: Developing a Performance Measurement System
 
80024 support whitepaper nps
80024 support whitepaper    nps80024 support whitepaper    nps
80024 support whitepaper nps
 
Balanced scorecard
Balanced scorecardBalanced scorecard
Balanced scorecard
 
Michele berkhout employee_value_proposition_slideshare
Michele berkhout employee_value_proposition_slideshareMichele berkhout employee_value_proposition_slideshare
Michele berkhout employee_value_proposition_slideshare
 
Measuring Effectiveness
Measuring EffectivenessMeasuring Effectiveness
Measuring Effectiveness
 
Digital Marketing Strategy Proposal 2010
Digital Marketing Strategy Proposal 2010Digital Marketing Strategy Proposal 2010
Digital Marketing Strategy Proposal 2010
 
Benchmarking Survey: New Solutions Development
Benchmarking Survey: New Solutions DevelopmentBenchmarking Survey: New Solutions Development
Benchmarking Survey: New Solutions Development
 
The need for a balanced measurement system
The need for a balanced measurement systemThe need for a balanced measurement system
The need for a balanced measurement system
 
TrustImpact - Great Place IT Services
TrustImpact - Great Place IT ServicesTrustImpact - Great Place IT Services
TrustImpact - Great Place IT Services
 
58th ICCA Congress | Customer Excellence as key brand differentiator for dest...
58th ICCA Congress | Customer Excellence as key brand differentiator for dest...58th ICCA Congress | Customer Excellence as key brand differentiator for dest...
58th ICCA Congress | Customer Excellence as key brand differentiator for dest...
 
Benchmarking and outsourcing
Benchmarking and outsourcingBenchmarking and outsourcing
Benchmarking and outsourcing
 
Frontiers 2015, by 3 Pillar, CES, Rockbridge
Frontiers 2015, by 3 Pillar, CES, RockbridgeFrontiers 2015, by 3 Pillar, CES, Rockbridge
Frontiers 2015, by 3 Pillar, CES, Rockbridge
 
Voice of the Customer review by smith+co
Voice of the Customer review by smith+coVoice of the Customer review by smith+co
Voice of the Customer review by smith+co
 
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and...
Total Customer Experience Management Overview #TCE #CEM  -- The Why, What and...Total Customer Experience Management Overview #TCE #CEM  -- The Why, What and...
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and...
 
it_Define_Service_Desk_Metrics_That_Matter_Storyboard.pptx
it_Define_Service_Desk_Metrics_That_Matter_Storyboard.pptxit_Define_Service_Desk_Metrics_That_Matter_Storyboard.pptx
it_Define_Service_Desk_Metrics_That_Matter_Storyboard.pptx
 
49 CX Terms You Need to Know for 2023
49 CX Terms You Need to Know for 202349 CX Terms You Need to Know for 2023
49 CX Terms You Need to Know for 2023
 
Customer experience strategy development methodology v1.6
Customer experience strategy development methodology v1.6Customer experience strategy development methodology v1.6
Customer experience strategy development methodology v1.6
 
MCF
MCFMCF
MCF
 
2009 Motivation Show - To Meet or Not To Meet
2009 Motivation Show - To Meet or Not To Meet2009 Motivation Show - To Meet or Not To Meet
2009 Motivation Show - To Meet or Not To Meet
 
Measurement Matters
Measurement MattersMeasurement Matters
Measurement Matters
 

More from NUS-ISS

Designing Impactful Services and User Experience - Lim Wee Khee
Designing Impactful Services and User Experience - Lim Wee KheeDesigning Impactful Services and User Experience - Lim Wee Khee
Designing Impactful Services and User Experience - Lim Wee KheeNUS-ISS
 
Upskilling the Evolving Workforce with Digital Fluency for Tomorrow's Challen...
Upskilling the Evolving Workforce with Digital Fluency for Tomorrow's Challen...Upskilling the Evolving Workforce with Digital Fluency for Tomorrow's Challen...
Upskilling the Evolving Workforce with Digital Fluency for Tomorrow's Challen...NUS-ISS
 
How the World's Leading Independent Automotive Distributor is Reinventing Its...
How the World's Leading Independent Automotive Distributor is Reinventing Its...How the World's Leading Independent Automotive Distributor is Reinventing Its...
How the World's Leading Independent Automotive Distributor is Reinventing Its...NUS-ISS
 
The Importance of Cybersecurity for Digital Transformation
The Importance of Cybersecurity for Digital TransformationThe Importance of Cybersecurity for Digital Transformation
The Importance of Cybersecurity for Digital TransformationNUS-ISS
 
Understanding GenAI/LLM and What is Google Offering - Felix Goh
Understanding GenAI/LLM and What is Google Offering - Felix GohUnderstanding GenAI/LLM and What is Google Offering - Felix Goh
Understanding GenAI/LLM and What is Google Offering - Felix GohNUS-ISS
 
Digital Product-Centric Enterprise and Enterprise Architecture - Tan Eng Tsze
Digital Product-Centric Enterprise and Enterprise Architecture - Tan Eng TszeDigital Product-Centric Enterprise and Enterprise Architecture - Tan Eng Tsze
Digital Product-Centric Enterprise and Enterprise Architecture - Tan Eng TszeNUS-ISS
 
Emerging & Future Technology - How to Prepare for the Next 10 Years of Radica...
Emerging & Future Technology - How to Prepare for the Next 10 Years of Radica...Emerging & Future Technology - How to Prepare for the Next 10 Years of Radica...
Emerging & Future Technology - How to Prepare for the Next 10 Years of Radica...NUS-ISS
 
Beyond the Hype: What Generative AI Means for the Future of Work - Damien Cum...
Beyond the Hype: What Generative AI Means for the Future of Work - Damien Cum...Beyond the Hype: What Generative AI Means for the Future of Work - Damien Cum...
Beyond the Hype: What Generative AI Means for the Future of Work - Damien Cum...NUS-ISS
 
Future of Learning - Yap Aye Wee.pdf
Future of Learning - Yap Aye Wee.pdfFuture of Learning - Yap Aye Wee.pdf
Future of Learning - Yap Aye Wee.pdfNUS-ISS
 
Future of Learning - Khoong Chan Meng
Future of Learning - Khoong Chan MengFuture of Learning - Khoong Chan Meng
Future of Learning - Khoong Chan MengNUS-ISS
 
Site Reliability Engineer (SRE), We Keep The Lights On 24/7
Site Reliability Engineer (SRE), We Keep The Lights On 24/7Site Reliability Engineer (SRE), We Keep The Lights On 24/7
Site Reliability Engineer (SRE), We Keep The Lights On 24/7NUS-ISS
 
Product Management in The Trenches for a Cloud Service
Product Management in The Trenches for a Cloud ServiceProduct Management in The Trenches for a Cloud Service
Product Management in The Trenches for a Cloud ServiceNUS-ISS
 
Overview of Data and Analytics Essentials and Foundations
Overview of Data and Analytics Essentials and FoundationsOverview of Data and Analytics Essentials and Foundations
Overview of Data and Analytics Essentials and FoundationsNUS-ISS
 
Predictive Analytics
Predictive AnalyticsPredictive Analytics
Predictive AnalyticsNUS-ISS
 
Feature Engineering for IoT
Feature Engineering for IoTFeature Engineering for IoT
Feature Engineering for IoTNUS-ISS
 
Master of Technology in Software Engineering
Master of Technology in Software EngineeringMaster of Technology in Software Engineering
Master of Technology in Software EngineeringNUS-ISS
 
Master of Technology in Enterprise Business Analytics
Master of Technology in Enterprise Business AnalyticsMaster of Technology in Enterprise Business Analytics
Master of Technology in Enterprise Business AnalyticsNUS-ISS
 
Diagnosing Complex Problems Using System Archetypes
Diagnosing Complex Problems Using System ArchetypesDiagnosing Complex Problems Using System Archetypes
Diagnosing Complex Problems Using System ArchetypesNUS-ISS
 
Satisfying the ‘-ilities’ of an Enterprise Cloud Service
Satisfying the ‘-ilities’ of an Enterprise Cloud ServiceSatisfying the ‘-ilities’ of an Enterprise Cloud Service
Satisfying the ‘-ilities’ of an Enterprise Cloud ServiceNUS-ISS
 
Preparing and Acing your Kubernetes Certification
Preparing and Acing your Kubernetes CertificationPreparing and Acing your Kubernetes Certification
Preparing and Acing your Kubernetes CertificationNUS-ISS
 

More from NUS-ISS (20)

Designing Impactful Services and User Experience - Lim Wee Khee
Designing Impactful Services and User Experience - Lim Wee KheeDesigning Impactful Services and User Experience - Lim Wee Khee
Designing Impactful Services and User Experience - Lim Wee Khee
 
Upskilling the Evolving Workforce with Digital Fluency for Tomorrow's Challen...
Upskilling the Evolving Workforce with Digital Fluency for Tomorrow's Challen...Upskilling the Evolving Workforce with Digital Fluency for Tomorrow's Challen...
Upskilling the Evolving Workforce with Digital Fluency for Tomorrow's Challen...
 
How the World's Leading Independent Automotive Distributor is Reinventing Its...
How the World's Leading Independent Automotive Distributor is Reinventing Its...How the World's Leading Independent Automotive Distributor is Reinventing Its...
How the World's Leading Independent Automotive Distributor is Reinventing Its...
 
The Importance of Cybersecurity for Digital Transformation
The Importance of Cybersecurity for Digital TransformationThe Importance of Cybersecurity for Digital Transformation
The Importance of Cybersecurity for Digital Transformation
 
Understanding GenAI/LLM and What is Google Offering - Felix Goh
Understanding GenAI/LLM and What is Google Offering - Felix GohUnderstanding GenAI/LLM and What is Google Offering - Felix Goh
Understanding GenAI/LLM and What is Google Offering - Felix Goh
 
Digital Product-Centric Enterprise and Enterprise Architecture - Tan Eng Tsze
Digital Product-Centric Enterprise and Enterprise Architecture - Tan Eng TszeDigital Product-Centric Enterprise and Enterprise Architecture - Tan Eng Tsze
Digital Product-Centric Enterprise and Enterprise Architecture - Tan Eng Tsze
 
Emerging & Future Technology - How to Prepare for the Next 10 Years of Radica...
Emerging & Future Technology - How to Prepare for the Next 10 Years of Radica...Emerging & Future Technology - How to Prepare for the Next 10 Years of Radica...
Emerging & Future Technology - How to Prepare for the Next 10 Years of Radica...
 
Beyond the Hype: What Generative AI Means for the Future of Work - Damien Cum...
Beyond the Hype: What Generative AI Means for the Future of Work - Damien Cum...Beyond the Hype: What Generative AI Means for the Future of Work - Damien Cum...
Beyond the Hype: What Generative AI Means for the Future of Work - Damien Cum...
 
Future of Learning - Yap Aye Wee.pdf
Future of Learning - Yap Aye Wee.pdfFuture of Learning - Yap Aye Wee.pdf
Future of Learning - Yap Aye Wee.pdf
 
Future of Learning - Khoong Chan Meng
Future of Learning - Khoong Chan MengFuture of Learning - Khoong Chan Meng
Future of Learning - Khoong Chan Meng
 
Site Reliability Engineer (SRE), We Keep The Lights On 24/7
Site Reliability Engineer (SRE), We Keep The Lights On 24/7Site Reliability Engineer (SRE), We Keep The Lights On 24/7
Site Reliability Engineer (SRE), We Keep The Lights On 24/7
 
Product Management in The Trenches for a Cloud Service
Product Management in The Trenches for a Cloud ServiceProduct Management in The Trenches for a Cloud Service
Product Management in The Trenches for a Cloud Service
 
Overview of Data and Analytics Essentials and Foundations
Overview of Data and Analytics Essentials and FoundationsOverview of Data and Analytics Essentials and Foundations
Overview of Data and Analytics Essentials and Foundations
 
Predictive Analytics
Predictive AnalyticsPredictive Analytics
Predictive Analytics
 
Feature Engineering for IoT
Feature Engineering for IoTFeature Engineering for IoT
Feature Engineering for IoT
 
Master of Technology in Software Engineering
Master of Technology in Software EngineeringMaster of Technology in Software Engineering
Master of Technology in Software Engineering
 
Master of Technology in Enterprise Business Analytics
Master of Technology in Enterprise Business AnalyticsMaster of Technology in Enterprise Business Analytics
Master of Technology in Enterprise Business Analytics
 
Diagnosing Complex Problems Using System Archetypes
Diagnosing Complex Problems Using System ArchetypesDiagnosing Complex Problems Using System Archetypes
Diagnosing Complex Problems Using System Archetypes
 
Satisfying the ‘-ilities’ of an Enterprise Cloud Service
Satisfying the ‘-ilities’ of an Enterprise Cloud ServiceSatisfying the ‘-ilities’ of an Enterprise Cloud Service
Satisfying the ‘-ilities’ of an Enterprise Cloud Service
 
Preparing and Acing your Kubernetes Certification
Preparing and Acing your Kubernetes CertificationPreparing and Acing your Kubernetes Certification
Preparing and Acing your Kubernetes Certification
 

Recently uploaded

Introducing the New FME Community Webinar - Feb 21, 2024 (2).pdf
Introducing the New FME Community Webinar - Feb 21, 2024 (2).pdfIntroducing the New FME Community Webinar - Feb 21, 2024 (2).pdf
Introducing the New FME Community Webinar - Feb 21, 2024 (2).pdfSafe Software
 
Cultivating Entrepreneurial Mindset in Product Management: Strategies for Suc...
Cultivating Entrepreneurial Mindset in Product Management: Strategies for Suc...Cultivating Entrepreneurial Mindset in Product Management: Strategies for Suc...
Cultivating Entrepreneurial Mindset in Product Management: Strategies for Suc...Product School
 
"How we created an SRE team in Temabit as a part of FOZZY Group in conditions...
"How we created an SRE team in Temabit as a part of FOZZY Group in conditions..."How we created an SRE team in Temabit as a part of FOZZY Group in conditions...
"How we created an SRE team in Temabit as a part of FOZZY Group in conditions...Fwdays
 
"The Transformative Power of AI and Open Challenges" by Dr. Manish Gupta, Google
"The Transformative Power of AI and Open Challenges" by Dr. Manish Gupta, Google"The Transformative Power of AI and Open Challenges" by Dr. Manish Gupta, Google
"The Transformative Power of AI and Open Challenges" by Dr. Manish Gupta, GoogleISPMAIndia
 
Are Human-generated Demonstrations Necessary for In-context Learning?
Are Human-generated Demonstrations Necessary for In-context Learning?Are Human-generated Demonstrations Necessary for In-context Learning?
Are Human-generated Demonstrations Necessary for In-context Learning?MENGSAYLOEM1
 
Power of 2024 - WITforce Odyssey.pptx.pdf
Power of 2024 - WITforce Odyssey.pptx.pdfPower of 2024 - WITforce Odyssey.pptx.pdf
Power of 2024 - WITforce Odyssey.pptx.pdfkatalinjordans1
 
Relationship Counselling: From Disjointed Features to Product-First Thinking ...
Relationship Counselling: From Disjointed Features to Product-First Thinking ...Relationship Counselling: From Disjointed Features to Product-First Thinking ...
Relationship Counselling: From Disjointed Features to Product-First Thinking ...Product School
 
Early Tech Adoption: Foolish or Pragmatic? - 17th ISACA South Florida WOW Con...
Early Tech Adoption: Foolish or Pragmatic? - 17th ISACA South Florida WOW Con...Early Tech Adoption: Foolish or Pragmatic? - 17th ISACA South Florida WOW Con...
Early Tech Adoption: Foolish or Pragmatic? - 17th ISACA South Florida WOW Con...Adrian Sanabria
 
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...Neo4j
 
How to write an effective Cyber Incident Response Plan
How to write an effective Cyber Incident Response PlanHow to write an effective Cyber Incident Response Plan
How to write an effective Cyber Incident Response PlanDatabarracks
 
AI MODELS USAGE IN FINTECH PRODUCTS: PM APPROACH & BEST PRACTICES by Kasthuri...
AI MODELS USAGE IN FINTECH PRODUCTS: PM APPROACH & BEST PRACTICES by Kasthuri...AI MODELS USAGE IN FINTECH PRODUCTS: PM APPROACH & BEST PRACTICES by Kasthuri...
AI MODELS USAGE IN FINTECH PRODUCTS: PM APPROACH & BEST PRACTICES by Kasthuri...ISPMAIndia
 
Battle of React State Managers in frontend applications
Battle of React State Managers in frontend applicationsBattle of React State Managers in frontend applications
Battle of React State Managers in frontend applicationsEvangelia Mitsopoulou
 
Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital...
Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital...Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital...
Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital...MarcovanHurne2
 
Enhancing Productivity and Insight A Tour of JDK Tools Progress Beyond Java 17
Enhancing Productivity and Insight  A Tour of JDK Tools Progress Beyond Java 17Enhancing Productivity and Insight  A Tour of JDK Tools Progress Beyond Java 17
Enhancing Productivity and Insight A Tour of JDK Tools Progress Beyond Java 17Ana-Maria Mihalceanu
 
Building Products That Think- Bhaskaran Srinivasan & Ashish Gupta
Building Products That Think- Bhaskaran Srinivasan & Ashish GuptaBuilding Products That Think- Bhaskaran Srinivasan & Ashish Gupta
Building Products That Think- Bhaskaran Srinivasan & Ashish GuptaISPMAIndia
 
Confoo 2024 Gettings started with OpenAI and data science
Confoo 2024 Gettings started with OpenAI and data scienceConfoo 2024 Gettings started with OpenAI and data science
Confoo 2024 Gettings started with OpenAI and data scienceSusan Ibach
 
Automation Ops Series: Session 1 - Introduction and setup DevOps for UiPath p...
Automation Ops Series: Session 1 - Introduction and setup DevOps for UiPath p...Automation Ops Series: Session 1 - Introduction and setup DevOps for UiPath p...
Automation Ops Series: Session 1 - Introduction and setup DevOps for UiPath p...DianaGray10
 
Apex Replay Debugger and Salesforce Platform Events.pptx
Apex Replay Debugger and Salesforce Platform Events.pptxApex Replay Debugger and Salesforce Platform Events.pptx
Apex Replay Debugger and Salesforce Platform Events.pptxmohayyudin7826
 
The Future of Product, by Founder & CEO, Product School
The Future of Product, by Founder & CEO, Product SchoolThe Future of Product, by Founder & CEO, Product School
The Future of Product, by Founder & CEO, Product SchoolProduct School
 
Synergy in Leadership and Product Excellence: A Blueprint for Growth by CPO, ...
Synergy in Leadership and Product Excellence: A Blueprint for Growth by CPO, ...Synergy in Leadership and Product Excellence: A Blueprint for Growth by CPO, ...
Synergy in Leadership and Product Excellence: A Blueprint for Growth by CPO, ...Product School
 

Recently uploaded (20)

Introducing the New FME Community Webinar - Feb 21, 2024 (2).pdf
Introducing the New FME Community Webinar - Feb 21, 2024 (2).pdfIntroducing the New FME Community Webinar - Feb 21, 2024 (2).pdf
Introducing the New FME Community Webinar - Feb 21, 2024 (2).pdf
 
Cultivating Entrepreneurial Mindset in Product Management: Strategies for Suc...
Cultivating Entrepreneurial Mindset in Product Management: Strategies for Suc...Cultivating Entrepreneurial Mindset in Product Management: Strategies for Suc...
Cultivating Entrepreneurial Mindset in Product Management: Strategies for Suc...
 
"How we created an SRE team in Temabit as a part of FOZZY Group in conditions...
"How we created an SRE team in Temabit as a part of FOZZY Group in conditions..."How we created an SRE team in Temabit as a part of FOZZY Group in conditions...
"How we created an SRE team in Temabit as a part of FOZZY Group in conditions...
 
"The Transformative Power of AI and Open Challenges" by Dr. Manish Gupta, Google
"The Transformative Power of AI and Open Challenges" by Dr. Manish Gupta, Google"The Transformative Power of AI and Open Challenges" by Dr. Manish Gupta, Google
"The Transformative Power of AI and Open Challenges" by Dr. Manish Gupta, Google
 
Are Human-generated Demonstrations Necessary for In-context Learning?
Are Human-generated Demonstrations Necessary for In-context Learning?Are Human-generated Demonstrations Necessary for In-context Learning?
Are Human-generated Demonstrations Necessary for In-context Learning?
 
Power of 2024 - WITforce Odyssey.pptx.pdf
Power of 2024 - WITforce Odyssey.pptx.pdfPower of 2024 - WITforce Odyssey.pptx.pdf
Power of 2024 - WITforce Odyssey.pptx.pdf
 
Relationship Counselling: From Disjointed Features to Product-First Thinking ...
Relationship Counselling: From Disjointed Features to Product-First Thinking ...Relationship Counselling: From Disjointed Features to Product-First Thinking ...
Relationship Counselling: From Disjointed Features to Product-First Thinking ...
 
Early Tech Adoption: Foolish or Pragmatic? - 17th ISACA South Florida WOW Con...
Early Tech Adoption: Foolish or Pragmatic? - 17th ISACA South Florida WOW Con...Early Tech Adoption: Foolish or Pragmatic? - 17th ISACA South Florida WOW Con...
Early Tech Adoption: Foolish or Pragmatic? - 17th ISACA South Florida WOW Con...
 
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
 
How to write an effective Cyber Incident Response Plan
How to write an effective Cyber Incident Response PlanHow to write an effective Cyber Incident Response Plan
How to write an effective Cyber Incident Response Plan
 
AI MODELS USAGE IN FINTECH PRODUCTS: PM APPROACH & BEST PRACTICES by Kasthuri...
AI MODELS USAGE IN FINTECH PRODUCTS: PM APPROACH & BEST PRACTICES by Kasthuri...AI MODELS USAGE IN FINTECH PRODUCTS: PM APPROACH & BEST PRACTICES by Kasthuri...
AI MODELS USAGE IN FINTECH PRODUCTS: PM APPROACH & BEST PRACTICES by Kasthuri...
 
Battle of React State Managers in frontend applications
Battle of React State Managers in frontend applicationsBattle of React State Managers in frontend applications
Battle of React State Managers in frontend applications
 
Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital...
Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital...Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital...
Digital Transformation Strategy & Plan Templates - www.beyondthecloud.digital...
 
Enhancing Productivity and Insight A Tour of JDK Tools Progress Beyond Java 17
Enhancing Productivity and Insight  A Tour of JDK Tools Progress Beyond Java 17Enhancing Productivity and Insight  A Tour of JDK Tools Progress Beyond Java 17
Enhancing Productivity and Insight A Tour of JDK Tools Progress Beyond Java 17
 
Building Products That Think- Bhaskaran Srinivasan & Ashish Gupta
Building Products That Think- Bhaskaran Srinivasan & Ashish GuptaBuilding Products That Think- Bhaskaran Srinivasan & Ashish Gupta
Building Products That Think- Bhaskaran Srinivasan & Ashish Gupta
 
Confoo 2024 Gettings started with OpenAI and data science
Confoo 2024 Gettings started with OpenAI and data scienceConfoo 2024 Gettings started with OpenAI and data science
Confoo 2024 Gettings started with OpenAI and data science
 
Automation Ops Series: Session 1 - Introduction and setup DevOps for UiPath p...
Automation Ops Series: Session 1 - Introduction and setup DevOps for UiPath p...Automation Ops Series: Session 1 - Introduction and setup DevOps for UiPath p...
Automation Ops Series: Session 1 - Introduction and setup DevOps for UiPath p...
 
Apex Replay Debugger and Salesforce Platform Events.pptx
Apex Replay Debugger and Salesforce Platform Events.pptxApex Replay Debugger and Salesforce Platform Events.pptx
Apex Replay Debugger and Salesforce Platform Events.pptx
 
The Future of Product, by Founder & CEO, Product School
The Future of Product, by Founder & CEO, Product SchoolThe Future of Product, by Founder & CEO, Product School
The Future of Product, by Founder & CEO, Product School
 
Synergy in Leadership and Product Excellence: A Blueprint for Growth by CPO, ...
Synergy in Leadership and Product Excellence: A Blueprint for Growth by CPO, ...Synergy in Leadership and Product Excellence: A Blueprint for Growth by CPO, ...
Synergy in Leadership and Product Excellence: A Blueprint for Growth by CPO, ...
 

Architecting CX Measurement Frameworks and Ensuring CX Metrics are fit for Purpose - Lara Truelove

  • 1. Architecting CX measurement frameworks and ensuring metrics are fit for purpose Lara Truelove, Program Leader Center for Experience Management
  • 2. Public Elevate the awareness and adoption of Experience Management in organisations. Support CX, EX and Market Research practitioners. Center for Experience Management
  • 3. Public When it comes to experience management, 6 competencies & 20 skill areas for organizations today
  • 4. Public The importance of drivers & causality Drivers versus other phenomena, process for identifying drivers Determining if CX metrics program is fit for purpose An evaluation for your current metrics Current topics on CX metrics The key metrics used today and the discussion surrounding them Measurement architecture, distribution of metrics Bringing together CX metrics & drivers to build a complete measurement blueprint 1 4 2 3 What we’ll be covering today
  • 5. Public Measurement does not come first Metrics are there to:  Get attention on customer experience - communicate what matters most  Support KPIs for accountability  Identify experience gaps  Measure progress Organizational strategy competing on experience Customer experience strategy Customer needs / org capabilities / feasibility-> How the organization will differentiate itself Customer experience measurement CX metrics program and architecture
  • 6. Public The five steps for building a strong CX metrics program Determine a core CX metric Set achievable goals Identify key drivers Establish key driver metrics Make metrics actionable Select a primary, relationship-level metric (such as NPS, Overall Satisfaction, Trust, etc.) Core CX Metric will act as a North Star, aligning customer experience efforts across the entire organization around a single common goal. Define realistic targets for your Core CX Metric based on an understanding of how the metric relates to business and financial objectives. To help determine where to focus improvement efforts, find the moments, journeys, touchpoints, and customers that most significantly impact your Core CX Metric and, by extension, the customer experience overall. Develop metrics that evaluate how well the company performs on its key drivers (like operational, transactional, or journey-level metrics) that are used to hold individuals and teams accountable for improving the parts of the key driver that they control. Leverage customer experience metrics to drive organization wide support for CX improvements by enabling people to use these metrics in the course of their everyday roles. Source: XM Institute, CX Metrics Program: Strengths and Challenges, 2020
  • 7. Current topics on CX metrics
  • 8. Public The five steps for building a strong CX metrics program Determine a core CX metric Set achievable goals Identify key drivers Establish key driver metrics Make metrics actionable Select a primary, relationship-level metric (such as NPS, Overall Satisfaction, Trust, etc.) Core CX Metric will act as a North Star, aligning customer experience efforts across the entire organization around a single common goal. Define realistic targets for your Core CX Metric based on an understanding of how the metric relates to business and financial objectives. To help determine where to focus improvement efforts, find the moments, journeys, touchpoints, and customers that most significantly impact your Core CX Metric and, by extension, the customer experience overall. Develop metrics that evaluate how well the company performs on its key drivers (like operational, transactional, or journey-level metrics) that are used to hold individuals and teams accountable for improving the parts of the key driver that they control. Leverage customer experience metrics to drive organization wide support for CX improvements by enabling people to use these metrics in the course of their everyday roles. Source: XM Institute, CX Metrics Program: Strengths and Challenges, 2020
  • 10. Source: The State of CX Management, XM Institute, Q1, 2023 (n=220 practitioners) NPS the most commonly used North-star / core CX metric, closely followed by Satisfaction Which of the following is your core CX metric? (pick more than one if they are equally important) 70% 55% 27% 14% 2% 4% We don’t have a core metric Likelihood to recommend (not NPS) A different metric Customer effort Satisfaction Net Promoter Score
  • 11. Source: The State of CX Management, XM Institute, Q1, 2023 (n=220 practitioners) Relationship tracking is the most common level of listening Which of the following listening elements are a part of your customer experience program? 77% 67% 52% 52% 49% 45% 3% None of these Frontline feedback Journey feedback Passive listening Interaction feedback Relationship listening Always on digital listening
  • 12. Public Metrics at the relationship and interaction level Relationship Interaction /transactional  Recommendation (including NPS)  Satisfaction  Future Intention (likelihood to repurchase, or return)  Sentiment (derived)  Satisfaction  Effort (ease of doing something, including CES)  Emotion (feeling)  Success (accomplish goal)  Sentiment (derived)
  • 13. Public A quick recap on Net Promoter Score 0 1 2 3 4 5 6 7 8 9 10 Not at all likely Extremely likely Detractors Promoters % of promoters - % of detractors = Net Promoter Score On a scale from 0-10, how likely are you to recommend <brand> to a friend or colleague? Passives
  • 14. Public Net Promoter Score ave distribution 0 1 2 3 4 5 6 7 8 9 10 Passives 1 0 0 1 1 8 11 20 30 16 11 Distribution of responses across NPS brand ratings (ave %)
  • 15. Public Net Promoter Score state of play in Singapore -9 -5 -3 -2 -1 -1 -1 0 1 2 3 7 7 8 9 10 15 16 19 4 Singapore Average NPS® by Category (2022) Streaming Media Automotive Payment Wallet Online Retail Online Travel Booking Fuel Grocery Mobile Device Healthcare Provider Airline Food Delivery Service Utility Insurance Fast Food Restaurant Mobile Carrier Bank Retail Parcel Delivery Service Ridehailing
  • 16. Public Customer satisfaction score average distribution 2 Somewhat Dissatisfied 1 3 17 54 24 Distribution of responses across CSAT brand ratings (ave %) 3 Neither Satisfied or Dissatisfied 4 Somewhat Satisfied 5 Extremely Satisfied 1 Extremely Dissatisfied
  • 17. Public How satisfied are you with……. Satisfaction Recommendation How likely are you to recommend…. Customer is assessing the performance of the provider Customer is envisaging the scenario of the act of recommending with the context of that provider and their disposition towards recommending Customer is assessing the performance of the provider
  • 18. Public I don’t make recommendations because everyone is different.
  • 19. Public Consumers in India give highest scores whether they like or dislike a company, resulting in very positive NPS Consumers in Japan give the lowest scores whether they like or dislike a company, resulting in very negative NPS This may not be unique to NPS and long (11 point) scale questions… The implication is that there is a human factor embedded in a rating response Cultural difference in NPS scale responses Source: Qualtrics XM Institute Q1 2021 Global Consumer Study Base: 17,509 consumers across 18 countries
  • 20. Public There are industries that people feel more comfortable about recommending than others The industry effect: not all created equal Source: Qualtrics XM Institute Q3 2022 Global Consumer Study Base: 33,0939 consumers across 29 countries
  • 21. Public We see this for CSAT, as well as NPS with very different ranges observed in CX Edge study R² = 0.8133 3.90 4.00 4.10 4.20 4.30 4.40 4.50 0 20 40 60 80 Thailand R² = 0.5653 3.9 4 4.1 4.2 4.3 4.4 4.5 -20 -10 0 10 20 30 40 Australia R² = 0.5059 3.7 3.8 3.9 4 4.1 4.2 -20 -10 0 10 20 30 Singapore CSAT (from recent interactions) and NPS relationship – at category level Source: Center for Experience Management CX Edge Singapore 2022, Australia 2023, Thailand 2023 Base: 8,986 consumers across 3 countries Net Promoter Score
  • 22. Public The cases for and against Net Promoter Score The case for  Widespread exposure frequency for consumers  Adjacency of phrased question to behavior that organizations seek: loyalty  Volume of analysis that correlates NPS with business outcomes  Access to publicly available benchmark resources  ….. The case against  Fatigue in answering  Preference for simplified and fully labeled scales (other simpler ways to test for favorable attitude)  Implications of phrasing (recommend) for different industries and different cultures  Implication of labels (detractor, passive) not necessarily reflecting the respondents’ intent  Risk that response to longer scale becomes arbitrary  Implications of bigger scale for sample size  … Discussion on the research elements: question phrasing, scale, labeling of scale
  • 23. Public NPS Reset: discussion on the future We realized that the only way to make the system work better was to develop a complementary metric that drew on accounting results. We add a relatively painless step to the process for onboarding new customers: asking them the primary reason they decided to give the company their business. Fred Reichheld* Bain (Creater of Net Promoter System) • Source: https://hbr.org/2021/11/net-promoter-3-0 Earned Growth (Reichheld, Bain)
  • 24. Public NPS Reset: discussion on the future NPS is a measure of a favourable attifude, and there are other ways to measure that. NPS has had a strong run and should remain in place within organisations where it continues to fuel positive behaviours. However, there have always been concerns over the efficacy of the measure and the metric may have reached the end of its useful life. Bruce Temkin Founder, XM Institute Source: https://www.linkedin.com/pulse/true- loyalty-measure-tlm-replacement-nps-bruce- temkin/ The question: If you had a choice, how likely would you be to do business with <<ORGANIZATION>>? The response options: Not likely, Unsure, Somewhat likely, Very likely The calculation: TLM is calculated by adding the percentage of “Very likely” to half of the percentage of “Somewhat likely.” For instance, if 50% pick “Very likely” and 20% pick “Somewhat likely,” then the organization’s TLM is 60%. True Loyalty Measure (Temkin)
  • 25. Public  Net Promoter Score is standardized as an 11 point scale, with a label at each end.  Other metrics vary – with 5 point, 7 point and even 10 point scales being used, and even labels on scales varying.  Many “research on research” studies indicate that 5 point and 7 point scales that are fully labeled are most robust How about scales?
  • 26. Setting goals for customer experience
  • 27. Public Relates to your business or brand strategy (eg growth, churn, frictionless, market penetration) Reflects loyalty behaviours you want to manage Unifies accountable leaders across organization Encourages right behaviours & motivates Can be understood and shared widely Easy to take action on Deciding on north star (core) metrics & goals Top Down Bottom Up Valid approaches  Use several metrics at the outset, select core metric after analyzing metrics’ causal performance  Propose a “learning year”, refrain from setting any goals until baselining completed  Choosing an Operational metric as north star, rather than an X-metric  Setting “best in class” range rather than absolute number
  • 28. Public “People quickly recognize that the quickest way to increase the score is to tackle it directly, rather than trying to increase the score by changing the service delivered” - Ray Poynter  Selectivity in who is given survey  Staff pleading with customers to give a higher score  Editing responses Linking comp to CX metrics can backfire: when internally administered, high customer contact
  • 29. Public The vicious cycle of CX metrics score chasing Individuals set to benefit from higher scores “Gaming” survey completion to get higher scores, especially in high touch context Now a vanity metric (organization, individuals lose potential to truly improve) Bias / invalidity of data, unable to prove causality, CX ROI
  • 30. The importance of drivers and causality
  • 31. Public The five steps for building a strong CX metrics program Determine a core CX metric Set achievable goals Identify key drivers Establish key driver metrics Make metrics actionable Select a primary, relationship-level metric (such as NPS, Overall Satisfaction, Trust, etc.) Core CX Metric will act as a North Star, aligning customer experience efforts across the entire organization around a single common goal. Define realistic targets for your Core CX Metric based on an understanding of how the metric relates to business and financial objectives. To help determine where to focus improvement efforts, find the moments, journeys, touchpoints, and customers that most significantly impact your Core CX Metric and, by extension, the customer experience overall. Develop metrics that evaluate how well the company performs on its key drivers (like operational, transactional, or journey-level metrics) that are used to hold individuals and teams accountable for improving the parts of the key driver that they control. Leverage customer experience metrics to drive organization wide support for CX improvements by enabling people to use these metrics in the course of their everyday roles. Source: XM Institute, CX Metrics Program: Strengths and Challenges, 2020
  • 32. Public If you have an hour to spend gleaning customer insight, spend 2 minutes on NPS and 3 minutes on CSAT/CES and other easy metrics. Then you have 55 minutes to data dig, aka data mine, to find out what’s really going on. Scott Gilbey
  • 33. Easy to reach Durable product Efficient process Value for money Regular updates Helpfulness Finding the strands that make the experience whole 10
  • 34. Public What attributes may form driver questions  Rudeness of staff  Inexperience / knowledge of staff  Aggressive sales techniques  Post sale push off  Verbal communication issues  Long queues and excessive waiting  Failure to deliver  Helpful and courteous service  Knowledgeable service  Value for money  Variety / range  Quality and uniqueness  Delivering accurately on promises  Information accessibility Complaint triggers / Feedback and suggestions Recommendation triggers / Promoters  Ease of purchase and payment  Good usability  Technical performance  Efficient processes  Efficient problem resolution / recovery  Inclusiveness  Technical failure  Product quality issues  Poor value for money and diminished value  Inaccessibility for problem resolution  Lack of continuity and efficiency in problem resolution “ding dong”  Transparency gaps  Unfairness and gouging Source: CX Edge, Singapore, Thailand, Australia, 2023
  • 35. Public  Everyday language of the customer (Eg “easy to use” better than “how do your rate the usability”)  Ensure context is given (right flow)  Ensure it is not-double barreled / de-couple concepts  Rationalization in terms of number and statement length Optimising the wording for driver questions How would you rate the food on quality, presentation, portion and temperature? How would you rate the food on taste? How would you rate the food on variety?
  • 36. Public R-squared (R2): The numeric metric for quantifying the model’s prediction accuracy, which falls between zero and one. A zero means that the model has no predictive value, and a one means that the model perfectly predicts everything. How do we know if the driver metrics are doing their job? Min sample for robust regression: ~400 base
  • 37. Public Drivers… come in many shapes and sizes
  • 38. Public A way of thinking about data around CX Metrics Antecedents Drivers Context to the experience and the customer eg Customer tenure; customer age; channel acquired; count products owned Outcomes CX Metrics Phenomena Elements you are likely to filter on, to understand different cohorts Observation found to exist given context eg generation effect (older gen give higher scores); Cross-brand experience effect (recent experience with competitor give higher score) Understanding that you acquire, usually specific to your industry, portfolio  Company business results  Customer value achieved  Goals accomplished  Support KPIs for attention & accountability  Measure progress  Identify experience gaps  Focus improvement efforts  Attributes that reflect customers’ mental model of evaluation  Some matter more than others
  • 40. Public The five steps for building a strong CX metrics program Determine a core CX metric Set achievable goals Identify key drivers Establish key driver metrics Make metrics actionable Select a primary, relationship-level metric (such as NPS, Overall Satisfaction, Trust, etc.) Core CX Metric will act as a North Star, aligning customer experience efforts across the entire organization around a single common goal. Define realistic targets for your Core CX Metric based on an understanding of how the metric relates to business and financial objectives. To help determine where to focus improvement efforts, find the moments, journeys, touchpoints, and customers that most significantly impact your Core CX Metric and, by extension, the customer experience overall. Develop metrics that evaluate how well the company performs on its key drivers (like operational, transactional, or journey-level metrics) that are used to hold individuals and teams accountable for improving the parts of the key driver that they control. Leverage customer experience metrics to drive organization wide support for CX improvements by enabling people to use these metrics in the course of their everyday roles. Source: XM Institute, CX Metrics Program: Strengths and Challenges, 2020
  • 41. Public Making CX metrics actionable: what we’ll be covering in this section Absolute clarity on the metrics and metrics architecture Equipping the organization to act on insights
  • 42. Public Core metric Attribute Attribute Attribute Attribute Dependent variable NPS, CSAT, CES Independent variable Drivers or attributes that contribute to the core metric Relationship listening
  • 43. rNPS or OSAT Attribute Attribute Attribute Attribute Journey CSAT or TNPS Efficiency Access- ibility Flexibility Guidance Touchpoint CSAT Speed of response Helpful ness of rep Knowledg e of rep Relevance inform- ation Systematic, detailed efforts required to create an architecture of metrics and drivers; and harmonize these across Voice of Customer program Illustrative Relationship listening Journey feedback Interaction feedback
  • 44. Public How leaders measure holistically Universal bank: Exemplar CX program Retail Cards Wealth “I join” e.g. Acct opening “I apply” e.g. Loan, Card “I need help” e.g. Support Branch Contact Center Digital Web/ Mobile web In app Portals Relationship Journeys Interactions Advisor Capitalizing on relationships ● Measure all elements of brand and product experience ● Identify strategic drivers of loyalty ● Guide senior -level decision making to drive revenue growth and reduce costs Focus on high -touch, high -value moments ● Maximize moments that matter ● Measure promises made vs. promises kept ● Optimize cross -functional action based on revenue and cost impact Driving cultural transformation ● Systematic service recovery ● Improve touchpoint experience and channel optimization ● Drive frontline engagement ● Measure and track financial impact Social Source: Qualtrics, 2023
  • 45. Relationship Journey Touchpoint Northstar metric whole organization rallies around; objective as outsourced, blinded The top 10 journeys (by product) that contribute to relationship metric Provide signals to touchpoint owners on their performance (call centre, app, portal) Onboarding life* Onboarding health* Claims health Claims motor vehicle Pre-claim health Transacting funds Onboarding disability* Competitive benchmark study (blinded, external) Onboarding motor vehicle Renewals health Surrender life Mobile app Portal Website Call center RNPS + journey evaluation and journey drivers; RNPS by journey, product, channel TNPS (legacy) TNPS (legacy) CES CSAT T2B + drivers + use for adhocs TNPS + driver satisfaction + *agent evaluation Architecting measurement
  • 46. Public Sometimes we need to organize a multitude of data points to show cause and effect Below Target Satisfaction with Purchasing Seller communications Range of products Shipping Choosing product options confusing Able to order but out of stock Product images unclear Unable to use promo code Unable to find promos Each purchase not authenticated Cannot use local wallets Slow responses Language issues Seller cancelling In-app tracking not used for all purchases Too easy to buy accidentally Navigation and search requires time Seller site Offers & promos Payments & billing No fast shipping options No visual search Different messaging channels of promos 11% 24% 19% 24% 9% 13% Refunds take too long B2C Ecommerce Example Illustrative
  • 47. Public  Journey map  Prioritization matrix  Drill-down or experience impact analysis  Fishbone diagram Making metrics actionable: the money slide Cause and effect Relativities (size) Potential outcome (from addressing) Your “money slide” may need to include:
  • 48. Public  A lot of time is spent debating, yet there is no right or perfect metric - everything can be a good tool if used in the right, consistent way  One single metric is insufficient to understand “why?” What’s more important is that we have the right causal (driver) questions in place as well, to understand WHY  When people answer evaluative scale questions, there are both performance and human factors at play; however if you use the same approach consistently over time, you can gauge performance  Drivers (questions) should be based on data, not intuition, and reflect customers’ mental model – past open-end responses a great source  Expect an end state of numerous metrics across different listening elements, and the need to create a hierarchy / architecture, showing how the metrics relate to each other  Socialising insights – additional artefacts (aka “money slides”) may be needed, over and above dashboard distribution, to drive actionability So, what can we conclude?
  • 49. Metrics that are fit for purpose
  • 50. Public  Chasing scores or hunting for experience gaps?  Important for North star metric to tied to a business metric?  Operating units tracking the same core set of CX metrics?  CX metrics, operational and financial metrics reviewed and considered at the same time?  CX metrics reviewed at least monthly?  Clear architecture with drivers and driver metrics in place?  An “internal client” / responsible team for every survey question?  Data provider or innovation partner with recommended actions? How to assess if your CX metrics program is fit for purpose
  • 51. Public Recap on what we’ve covered today Determine a core CX metric Set achievable goals Identify key drivers Establish key driver metrics Make metrics actionable The different CX metrics (NPS, CSAT) and levels of listening/ measurement Metrics & scale phenomena Considerations and approaches in setting KPIs Methods to establish drivers Importance of having a measurement architecture Ways to communicate metrics results to drive action
  • 54. Speakers’ decks will be shared with attendees who completed the post event survey.