The document discusses Aviva's "common sense" program to improve customer experience. It describes Aviva as a large international insurance company with over 40 million customers. It advocates using systems thinking, customer journey mapping, and empowering employees to improve customer experiences from the customer's point of view. It highlights the benefits companies can see from improved customer retention, engagement, and cost savings when implementing these approaches. It also introduces Mulberry Consulting as an expert partner that can help companies design and implement customer-centered transformation programs.
6. success
Buy more
Stay longerWilling to pay more
Cheaper to serveVolunteer ideas
Forgive mistakes
Great customer experiences
More recommendations
Engaged people
It’s not rocket science
8. Common Sense
“Customers don’t see the web of organizations
and processes that operate behind the scenes
to deliver their experiences.
They see that series of interactions from the
outside in....
Customer experience leaders embrace the
same perspective, rising above internal
complexity to see and manage the whole
picture from the customer’s point of view”
2011
9. Common Sense
“Customers don’t see the web of organizations
and processes that operate behind the scenes
to deliver their experiences.
They see that series of interactions from the
outside in....
Customer experience leaders embrace the
same perspective, rising above internal
complexity to see and manage the whole
picture from the customer’s point of view”
Aviva Customer Cup
Systems Thinking
Customer Journey Mapping
11. Power to our people
teams and management
working together for the
customer...
"Them and Us" scenario with the
people in the dark...
•Act on customer demand
•“Show me the problem”
•Take decisions ‘in the work’
•Re-define manager role
12. Power to our people
29-65 days 2-5
12 touches 2
-39 T- NPS +61
Fantastic engagement
£1m annualised cost savings
13. Journey Mapping
• Visualise end-to-end journey
• Built outside-in : how it feels to
be a customer
• “Get your CEO”
14. Why bother?
Map “as is” to identify and prioritise improvements
Design with intent the branded experience
Create foundation framework to contextualise activity
Build collaborative and aligned culture
17. Alan Pennington, MD
Mulberry Consulting
• Dedicated specialists in the field of customer centred
transformational change
• Approaching 10 years of heritage and experience
• Practical, dependable
• All of our teams have personal client-side experience
18. 18
Fi nanci al Servi ces
Tel ecommuni cat i on &
Medi a
Ot her Servi ces
Indust ry
Publ i shi ng and
busi ness i nf ormat i on
Publ i c & Chari t y
sect or
Ret ai l and consumer
goods
Transport at i on, Travel
& Logi st i cs
Recent clients
19. Experience
Deliver a customer
experience that is:
- appealing,
- aligned with brand
- delivered
consistently.
Attitude
customer
satisfaction
loyalty
Behaviour
Share
Spend
Retention
Cost to serve
Outcomes
Financial
results
Measure
Interpret
Improve
Strategy
Plan
Execute
We work with clients to create a clear “line of sight” between the customer (and
employee) experience and the financial outcomes. This linkage is a critical
component of continuous performance improvement
We work with clients to create a clear “line of sight” between the customer (and
employee) experience and the financial outcomes. This linkage is a critical
component of continuous performance improvement
20. ‘Whilst there is ‘art’ in the delivery of a great customer
experience, the design is a science’
What we believe...
21. Working with Aviva - Rising to the challenge...
• Flexibility in deployment models
• Trusted frameworks
• Practitioners who understand the client reality
• Enough but not too much technological support
• Truly expert facilitation, ability to challenge in a ‘safe
way’ the unwritten rules
• Achieving ‘trusted advisor’ status with the client
organisation
22. Recognised as best in class
“Companies tend to
be too internally
focused. As a result,
they often lose sight
of what’s important
for their customers.
Customer Journey
Mapping is a great
tool for reframing
discussions from
internal operations
to customer
experiences”.
23. Working with Aviva - Rising to the challenge...
• Flexibility in deployment models
• Trusted frameworks
• Practitioners who understand the client reality
• Enough but not too much technological support
• Truly expert facilitation, ability to challenge in a ‘safe
way’ the unwritten rules
• Achieving ‘trusted advisor’ status with the client
organisation
24. What makes this deployment successful?
• Setting realistic goals at the beginning...
• Focus on people & their ability to engage with customers
• Pushing on open doors, greasing the hinges....
• Hard wired connections to business objectives at the outset
• Growing a community of internal advocates
• Persistence, continuity and dedication
• common language and meaning (language influences culture)
• Moving downstream from diagnosis to deployment – avoid hiatus
25. 1
Internal Measures
key MOTs
External Measures
How well
did we do?
How
committed
are they?
Recovery / advocacy
action
Manage delivery
(direct, coach, train)
Redesign
experience
Good practice
transfer
Operational insight
Compensation/incentives
On-boarding
Score
Attachment
Score
Actionable Insight for different Users
27. What makes this deployment successful?
• Setting realistic goals at the beginning...
• Focus on people & their ability to engage with customers
• Pushing on open doors, greasing the hinges....
• Hard wired connections to business objectives at the outset
• Growing a community of internal advocates
• Persistence, continuity and dedication
• common language and meaning (language influences culture)
• Moving downstream from diagnosis to deployment – avoid hiatus
28. Summary
• Don’t do anything without right sponsorship and support
• Don’t force it – find the right conditions first
• Cross-functional is king
• Need burning platform: why are we doing it, what to expect?
• It’s all about momentum (and proof), not the techniques
Editor's Notes
(and don’t happen by accident) Mix of functional and emotional
(and don’t happen by accident) Virtuous circle too, so, great experiences drive happier staff, for example, and success means more able to recruit, and keep great people
And we are doing so ENPS to RNPS NPS to these outcomes Not there yet Holy grail is customer then financial metrics on same slide at results presentations We also DO link employee outcomes to customer metrics – explain bonus, NPS and R and T at different levels
SO, this quote from Bain illustrates our start point, and if we take time now to look at 3 things we do in Aviva, these cover the brief, picking up on Raising Outside In thinking Walking in the shoes Connecting employees to the end customer So, am going to talk about 3 things.... And call on Alan from our CJM partner to go into more detail on their work to support Aviva
SO, this quote from Bain illustrates our start point, and if we take time now to look at 3 things we do in Aviva, these cover the brief, picking up on Raising Outside In thinking Walking in the shoes Connecting employees to the end customer So, am going to talk about 3 things.... And call on Alan from our CJM partner to go into more detail on their work to support Aviva
3 rd year 6 people 6 months 3 rounds WIN WIN WIN Quote figures
1 2 3 JIGSAW PUZZLE 4 cross functional
EYE in top left corner The devil is in the detail Customers don't care about the way we are organised – acting on their voice may break through silos, therefore ...CEC It only works when it all works
This is what we usually tell businesses 1 2 3 4 cross functional