Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

AudaExplore Presentation for PeopleMetrics

537 views

Published on

Customer experience in the property and casualty world.

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

AudaExplore Presentation for PeopleMetrics

  1. 1. Employeetrends That matterTo customer experienceBy Sean McDade, PeopleMetrics Want the slides? info.peoplemetrics.com/auda
  2. 2. Age of Manufacturing Age of Distribution Age of Information Source: We Have Entered The Age of the Customer, Forrester
  3. 3. Age of Manufacturing Age of Distribution Age of Information Age of Disruption Source: We Have Entered The Age of the Customer, Forrester a new age We have entered
  4. 4. 88% of CEOs say getting closer to the customer is a top business priority Source: 2010, IBM Report: “Capitalizing on Complexity: Insights from the Global Chief Customer Officer Study.”
  5. 5. results Cx leads to business Source: The Watermark Consulting 2013 Customer Experience ROI Study
  6. 6. Getting Everyone is better
  7. 7. Listeningtocustomers
  8. 8. The insurance industry? Why is this important for
  9. 9. Property and Casualty (n=491)
  10. 10. in the property and casualty industry Trust drives the customer experience
  11. 11. This sector is clearly winning at trust
  12. 12. But, not allproviders are created equal
  13. 13. The Employees are changing perspectives
  14. 14. And employee interactions are key So I get it, cx is important …So where do I start?
  15. 15. With your culture.
  16. 16. “Culture is what people do…
  17. 17. …when no one is looking.”
  18. 18. Findings from that study? What are some of the
  19. 19. We uncovered 5 dimensions of a customer centric culture…
  20. 20. We uncovered 5 dimensions of a customer centric culture… And calculated a cx culture score
  21. 21. 75% 64% 58% 48%Cx Gotten Worse Cx Stayed Same Marginal Improvement Significant Improvement
  22. 22. Engaged employees71% 62% 54% Engaged Employees On-the-Fence Employees Disengaged Employees
  23. 23. We found 5 dimensions
  24. 24. How we hire, reward, and manage
  25. 25. How we hire, reward, and manageRewards are driven by customer success Customer commitment is important in hiring
  26. 26. How we hire, reward, and manage How we make decisions
  27. 27. How we hire, reward, and manage How we make decisionsEmphasize retention over acquisition We use language that is easily understood
  28. 28. How we hire, reward, and manage How we make decisions How we work together
  29. 29. How we hire, reward, and manage How we make decisions How we work togetherDelivering exceptional internal experiences is emphasized Leaders seek ideas and suggestions from employees
  30. 30. How we hire, reward, and manage How we make decisions How we work together What we talk about
  31. 31. How we hire, reward, and manage How we make decisions How we work together What we talk aboutWe make it a habit to share external feedback We regularly tell stories about customers
  32. 32. How we hire, reward, and manage How we make decisions How we work together What we talk about What we expect
  33. 33. How we hire, reward, and manage How we make decisions How we work together What we talk about What we expectThe customer experience shapes the way work happens Customer promises result in solid actions
  34. 34. How we hire, reward, and manage How we make decisions How we work together What we talk about What we expect
  35. 35. Howwe • hire, reward, manage 57% • make decisions 57% • work together 59% • talk about 65% • expect 78% Whatwe Performance differs across dimensions
  36. 36. How we hire, reward, and manage How we make decisions How we work together What we talk about What we expect
  37. 37. How we hire, reward, and manage How we make decisions How we work together What we talk about What we expect Delivering exceptional internal experiences is emphasized Leaders seek ideas and suggestions from employees
  38. 38. 24 pts70% 46% Engaged Employees Disengaged Employees How We Work Together Point difference indicates a differentiator. WorkingTogether Drives Employee Engagement and Fosters Trust
  39. 39. How we hire, reward, and manage How we make decisions How we work together What we talk about What we expect
  40. 40. How we hire, reward, and manage How we make decisions How we work together What we talk about What we expect Rewards are driven by customer success Customer commitment is important in hiring
  41. 41. 10 pts62% 52% High Cx Performers Starting Outs How We Hire, Reward, Manage Point difference indicates a differentiator. One aspect differentiates
  42. 42. CUSTOMER TRUSTIS A DIRECT RESULT OF YOUR EMPLOYEE INTERACTIONS THE BOTTOM LINE IS THAT
  43. 43. Howwe • hire, reward, manage • make decisions • work together • talk about • expect Whatwe Summing it allup Overall Cx Culture Score Employee Engagement External Customer Experience
  44. 44. Now I ask you…
  45. 45. Is your here? Customer
  46. 46. Are you ?Sure
  47. 47. Get a sense of where your Cx is – and advice on how to improve Join the Movement Ask me about a complimentary Cx Consultation with instant Cx IQ score
  48. 48. Thankyou! Sean McDade, CEO sean.mcdade@peoplemetrics.com @PeopleMetrics www.peoplemetrics.com Want the slides? info.peoplemetrics.com/auda
  49. 49. Questions?

×