Customer Experience Service Event 15th September 2016 Tribe presentation

1. ©
Copyright
2016
TribeCX .
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rights
reserved.
David
Hicks
CEO
TribeCX
Stockholm
September
15th 2016
Customer
Experience
Introduction:
A
practical
guide
to
using
winning
tools
and
approaches

2. ©
Copyright
2016
TribeCX .
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rights
reserved.
• Founders
:
Globally
recognised CX
Practitioners
• Best
practice
CX
calibration
&
diagnosis
• CX
toolkit
&
remote
support
• Practitioner
led :
outcome
focused
• Calibrate
your
CX
@
www.TribeCX.com
TribeCX:
Brief
Intro

3. ©
Copyright
2016
TribeCX .
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rights
reserved.
Agenda:
Practical
advice
to
get
into
action
• Definition
• Customer
Mapping
• Customer
Metrics
• Benchmarking,
do
now,
next,
later.

4. ©
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2016
TribeCX .
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rights
reserved.
Overview:
Customer
Experience
-­‐ Definition
Customer
experience
is
“a
blend
of
a
company’s
rational
performance
and
the
emotions
evoked
in
all
the
interactions
with
the
customer,
across
all
touch
points”

5. ©
Copyright
2016
TribeCX .
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rights
reserved.
Consistently
great
experiences
don’t
happen
by
chance.
They
are
the
outcome
of
deliberately
designed
customer
journeys.
The
challenge
is
to
get
the
entire
business
aligned
behind
a
purposely
designed
experience
that
is
persistently
and
consistently
delivered
Customer
Experience
-­‐ Definition

6. ©
Copyright
2016
TribeCX .
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rights
reserved.
“People
will
forget
what
you
said,
people
will
forget
what
you
did,
but
people
will
never
forget
how
you
made
them
feel”.
Maya
Angelou
Design
for
emotions

7. ©
Copyright
2016
TribeCX .
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rights
reserved.
Purposefully
designed
end
to
end
Customer
Experience
drives
improvements
in:
business
efficiency
&
customer
effectiveness
Customer
Experience
Leaders
Outperform
Watermark
defines
Customer
Experience
Leaders
and
Laggards
as
the
top
ten
and
bottom
ten
rated
public
companies
in
Forrester
Research
2007
– 2015
Customer
Experience
Index
studies.
Comparison
is
based
on
performance
of
equally
– weighted,
annually
adjusted
stock
portfolios
of
Customer
Experience
Leaders
and
Laggards
relative
to
the
S&P
500
index.
Customer
Experience
Leaders
45.1%
Customer
Experience
Laggards
-­‐38.7%
S&P
500
Index
16.2%

8. ©
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2016
TribeCX .
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Fix
Standardise
Embed
Time
Customer experience quality
Tactical
actions
are
not
enough:
It
ALL
needs
to
work
Functionally driven tactical
Experience improvements
will only get you a limited way
Concerted cross business effort to
purposefully design Experience and
align the organization to deliver it
Optimise
Develop core CX capabilities
Source:
Bain
&
Forrester
2015
Source:
Bain
&
Forrester
2015

9. ©
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2016
TribeCX .
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Most
organizations
have
a
long
way
to
go
©
TribeCX
Ltd
2016

10. ©
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2016
TribeCX .
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rights
reserved. 10
Just
start…it’s
a
journey!
Strategy/Vision
Tactics/Design
Ethos/Culture
Learning/Feedback
(c)
TribeCX
Ltd
2016

11. ©
Copyright
2016
TribeCX .
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rights
reserved.
The
CX
approaches
used
by
successful
companies:
• Metrics
• Mapping
• Benchmarking
•
©
TribeCX
Ltd
2016

12. ©
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2016
TribeCX .
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rights
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The
Emirates
Journey
Just
start…it’s
a
journey!
(c)
TribeCX
Ltd
2016

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2016
TribeCX .
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rights
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Customer
Experience
is
now
a
Competence
not
a
Function
(c)
TribeCX
Ltd
2016

14. ©
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2016
TribeCX .
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rights
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Customer
Experience
is
now
in
our
DNA
A
Perfect
Product
Delivered
by
Caring
People
In
a
Timely
Fashion
Supported
by
Effective
Problem
Resolution
Processes
©
TribeCX
Ltd
2016

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Co-­‐creation
Differentiation
Premium
Pricing
Staying
in
front:

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2016
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TribeCX
Ltd
2016 19

20. ©
Copyright
2016
TribeCX .
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rights
reserved.
The
CX
approaches
used
by
successful
companies:
• Metrics
• Mapping
• Benchmarking
•
©
TribeCX
Ltd
2016

21. ©
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2016
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TribeCX
Ltd
2016 21
Customer
Metrics:
An
“outside
in”
view
of
your
organization

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2016
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But,
measuring
alone
is
not
enough

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Net
Promoter
Score
(NPS)
Net
Promoters
=
%
promoters
-­‐ %
detractors
2
vital
questions
:
1. Would
you
recommend?
2.
Why?

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2016
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Customer
Effort
Score
• Stronger
link
to
business
performance
• Less
“cultural”
bias
• Same
mechanics
• (Same
risks!)

25. ©
Copyright
2016
TribeCX .
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rights
reserved.
The
CX
approaches
used
by
successful
companies:
• Metrics
• Mapping
• Benchmarking
•
©
TribeCX
Ltd
2016

26. ©
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2016
TribeCX .
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rights
reserved.
Using Mapping to Diagnose E2E Journey

27. ©
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2016
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rights
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Customer
Journey
Mapping:
How
to
do
it?

28. ©
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2016
TribeCX .
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rights
reserved.
Build
a
map
of
the
end
to
end
experience

29. ©
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2016
TribeCX .
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rights
reserved.
Overlay
Functional
Ownership
of
Touch
Points

30. ©
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2016
TribeCX .
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rights
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Identify
Moments
of
Truth
&
Pain
Points

31. ©
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2016
TribeCX .
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Prioritize
Touch
Points
that
are
both

32. ©
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2016
TribeCX .
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rights
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Customer Journey
Time Values
Recognition
Values
Comfort
Values
Confidence Values
Safety Values
Freedom/
Control
Values
Tension
Frustration
Makers
Breakers
Post
Flight
The
Customer
Experience
Travel to
Destination
Disembark
Pass
through
Security
Pass
through
Security

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2016
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TribeCX
Ltd
2016 33
Customer
Journey
Mapping:
Best
Practice

34. ©
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2016
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Early
wins:
Focus
on
“Pain
Points”

35. ©
Copyright
2016
TribeCX .
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Just
start…it’s
a
journey!
Strategy/Vision
Tactics/Design
Ethos/Culture
Learning/Feedback

36. ©
Copyright
2016
TribeCX .
All
rights
reserved.
The
CX
approaches
used
by
successful
companies:
• Metrics
• Mapping
• Benchmarking
•
©
TribeCX
Ltd
2016

37. ©
Copyright
2016
TribeCX .
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rights
reserved.

38. ©
Copyright
2016
TribeCX .
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rights
reserved.
TribeCX
: 4
Key
Areas
• Distillation
of
global
leading
CX
practitioners
”how
to”
advice
• Practical
/
action
/
outcomes
focused
• Agnostic
/
objective
• Largest
database
of
CX
capabilities
globally
16
countries
(and
counting)
• Goal
is
to
equip
and
inspire
the
organization
to
do
this
for
themselves
OICE
DIMENSIONS
RIBECX ENGAGEMENT MODEL
VIS
IONDES
IGNCUL
TURELEAR
N
ING
THE
TRIBECX
ENGAGEMENT
MODEL
explores four
omer
ystem where
ulture and
moniously
best-in-class
u can’t do one
.
report
your
against these
you
her
nchmarks).
Vision: direction and purpose – ‘why we
do things’. It aligns customer experience
strategy across the organisation, both
internally and externally.
Design: answers the question ‘what we
do’. It directs the activities of customer
experience implementation and delivers
efficiency in execution.
Culture: defines ‘how we do things’. It
creates the right mindset and behaviours
to deliver on authentic experiences.
Learning: sharing ideas for continued
improvement. It ensures organisations
continuously better themselves.
SSMENT REPORT
August, 2015
10050 100500

39. ©
Copyright
2016
TribeCX .
All
rights
reserved.
TribeCX :
Building
the
Benchmark
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define
vision
Create
strategy
Align
organisation
VIS
IONDES
IGNCUL
TURELEAR
N
ING
THE
TRIBECX
ENGAGEMENT
MODEL
TribeCX’s model explores four
areas of the customer
experience eco-system where
Vision, Design, Culture and
Learning are harmoniously
aligned to deliver best-in-class
experiences. You can’t do one
without the other.
This personalised report
illustrates where your
organisation sits against these
areas, and where you
compare with other
organisations (benchmarks).
Vision: direction and purpose – ‘why we
do things’. It aligns customer experience
strategy across the organisation, both
internally and externally.
Design: answers the question ‘what we
do’. It directs the activities of customer
experience implementation and delivers
efficiency in execution.
Culture: defines ‘how we do things’. It
creates the right mindset and behaviours
to deliver on authentic experiences.
Learning: sharing ideas for continued
improvement. It ensures organisations
continuously better themselves.
Focus
growth
Design
experience
Enable
change
Inspire
mindset
Reward
behaviour
Energise
Engage and
sense
Connect
the dots
Ignite
growth
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define
vision
Create
strategy
Align
organisation
VIS
IONDES
IGNCUL
TURELEAR
N
ING
THE
TRIBECX
ENGAGEMENT
MODEL
TribeCX’s model explores four
areas of the customer
experience eco-system where
Vision, Design, Culture and
Learning are harmoniously
aligned to deliver best-in-class
experiences. You can’t do one
without the other.
This personalised report
illustrates where your
organisation sits against these
areas, and where you
compare with other
organisations (benchmarks).
Vision: direction and purpose – ‘why we
do things’. It aligns customer experience
strategy across the organisation, both
internally and externally.
Design: answers the question ‘what we
do’. It directs the activities of customer
experience implementation and delivers
efficiency in execution.
Culture: defines ‘how we do things’. It
creates the right mindset and behaviours
to deliver on authentic experiences.
Learning: sharing ideas for continued
improvement. It ensures organisations
continuously better themselves.
Focus
growth
Design
experience
Enable
change
Inspire
mindset
Reward
behaviour
Energise
Engage and
sense
Connect
the dots
Ignite
growth
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
AREAS DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define
vision
Create
strategy
Align
organisation
VIS
IONDES
IGNCUL
TURELEAR
N
ING
THE
TRIBECX
ENGAGEMENT
MODEL
TribeCX’s model explores four
areas of the customer
experience eco-system where
Vision, Design, Culture and
Learning are harmoniously
aligned to deliver best-in-class
experiences. You can’t do one
without the other.
This personalised report
illustrates where your
organisation sits against these
areas, and where you
compare with other
organisations (benchmarks).
Vision: direction and purpose – ‘why we
do things’. It aligns customer experience
strategy across the organisation, both
internally and externally.
Design: answers the question ‘what we
do’. It directs the activities of customer
experience implementation and delivers
efficiency in execution.
Culture: defines ‘how we do things’. It
creates the right mindset and behaviours
to deliver on authentic experiences.
Learning: sharing ideas for continued
improvement. It ensures organisations
continuously better themselves.
Focus
growth
Design
experience
Enable
change
Inspire
mindset
Reward
behaviour
Energise
Engage and
sense
Connect
the dots
Ignite
growth
August, 2015
Important to HomechoiceHomechoice Benchmark
100500 100500
Legend
Important to HomechHomechoice BenchmarkYour
Company
Define
vision
Create
strategy
Align
organisat
Focus
growth
Design
experienc
Enable
change
Inspire
mindset
Reward
behaviour
Energise
Engage an
sense
Connect
the dots
Ignite
growth
Important to HomechoiceHomechoice BenchmarkBenchmark
Define
vision
Create
strategy
Align
organisation
Focus
growth
Design
experience
Enable
change
Inspire
mindset
Reward
behaviour
Energise
Engage and
sense
Connect
the dots
Ignite
growth
Important to HomechoiceHomechoice Benchmark Important
to
your
company

40. ©
Copyright
2016
TribeCX .
All
rights
reserved.
OverallRespondent
Vision
Design
Culture
Learning
TribeCX
Benchmark
Jan 2016
Multiple
cross-­‐business
CX
Maturity
Assessment
–
identify
and
share
best
internal
practice

41. ©
Copyright
2015
TribeCX .
All
rights
reserved.
Now
Next
Later
Calibrate
and
build
your
CX
Road
Map

42. ©
Copyright
2016
TribeCX .
All
rights
reserved.
Access
to
toolkit
&
coaching
by
CX
Global
Leaders
A
range
of
delivery
options:
1)
Self
Serve
– CX
practitioners
in
each
market
can
serve
themselves
2)
Remote
coaching
– Best
in
class
practitioners
provide
remote
coaching

43. ©
Copyright
2015
TribeCX .
All
rights
reserved.
www.tribecx.com CLIENT’S NAME
AREAS
DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Define
vision
Create
strategy
Align
organisation
V
ISION
D
ESIGNCU
LTURELEA
RNING
THE
TRIBECXENGAGEMENTMODEL
TribeCX’s model explores four
areas of the customer
experience eco-system where
Vision, Design, Culture and
Learning are harmoniously
aligned to deliver best-in-class
experiences. You can’t do one
without the other.This personalised report
illustrates where your
organisation sits against these
areas, and where you
compare with other
organisations (benchmarks).
Vision: direction and purpose – ‘why we
do things’. It aligns customer experience
strategy across the organisation, both
internally and externally.
Design: answers the question ‘what we
do’. It directs the activities of customer
experience implementation and delivers
efficiency in execution.
Culture: defines ‘how we do things’. It
creates the right mindset and behaviours
to deliver on authentic experiences.
Learning: sharing ideas for continued
improvement. It ensures organisations
continuously better themselves.
Focusgrowth
Designexperience
Enablechange
Inspiremindset
Rewardbehaviour
Energise
Engage andsense
Connectthe dots
Ignite
growth
BENCHMARK
ASSESSMENT REPORT
August, 2015
Important to Client
Client
Benchmark
100
50
0
100
50
0
40%
CLIENT’S NAME
ATTRIBUTES
Client
PERFORMANCE
ASSESSMENT REPORT
August, 2015
Understands that customer advocacy, effortless CX and
retention drive sustainable growth & profitability
Clearly defines a service promise and CX principles to
foster a sense of belonging and shared purpose
Aligns CX with brand promise, marketing & sales
strategies and company values
Reflects and articulates the DNA of the organisation in
simple customer and employee terms
Has a comprehensive CX strategy outlining vision,
mission, goals and roadmap
Co-creates CX design standards and processes with
customers, employees and service partners
Constantly communicates on the importance of CX, using
metaphors and visualisations
Has a Senior Leadership Executive appointed that
ensures CX-motivated decisions are always taken
Does not see CX as a function but as a competence
embraced across the organisation
Understands what is valued by customers and what is
valuable to the organisation
Constantly reassesses activities and resources based on
CX ROI and success metrics
Targets most profitable customers, based on
demographics / value / life-stage / future profitability
Knows what makes or breaks the brand promise at each
touch-point
Delivers consistent brand experience treatments across
all service channels
Knows which customer journey touch-points and which
customer personas to focus on
Supports data roll-up and unique customer ID at
enterprise level through platforms and technology
Gives front-lines access to tools providing customer-
centric insights (profiling, value, behaviours, etc.)
Enables highly personalised, multi-channel, social &
mobile approach through technology
Encourages employees to sense and understand
observed, anecdotal and transactional information
Uses self-audit, mystery shoppers and social media to
gather collated feedback and insights.
Sees measurement as part of the organisation's DNA and
continuously measures key touch-points (CES, CSaT, NPS, etc.)
Integrates multiple insights (needs, attitudes, advocacy,
market share, benchmarking) into a coherent picture
Involves employees across multiple touch-points in
product and service co-development
Actively promotes service design thinking to co-create and
test solutions in response to customer and employee issues
Challenges employees to embrace change, initiate
debate and continuously improve
Systematically ensures customers are represented at the
table through VOC insights (complaints, compliments, etc.)
Selects employees for attitude and culture-fit and trains
them with skills
Ensures leaders inspire, mentor and coach employees to
deliver the right CX-centric behaviours
Gets employees to connect CX values to both their
professional and personal developments
Leads by example and creates a show me, don’t tell me
culture across the entire organisation
Cares for employees and ensures leaders value and celebrate
employees positive CX-centric behaviours and competencies
Bases employee reward and recognition on customer
feedback, advocacy and organisational performance
Gets employees to take ownership of issues and to see
things through to resolution
Encourages cross-functional collaboration and makes it part of
the organisation's formal performance management system
Increases employees awareness and management of their
energy levels (physical, mental, emotional, spiritual)
Focus
growth
Design
experience
Enable
change
Inspire
mindset
Rewardbehaviour
Energis
e
Engage
and sense
Connect
the dots
Ignite
grow
th
Define
vision
Createstrategy
Align
organisatio
n
Never
0 1
3
6
Sometimes Almost
Fully
Never
0 1
3
6
Sometimes Almost
Fully
Fosters employee empathy and advocacy to get them to engage
customers in a more personal and value-driven manner

44. 44
Performance Development
It
only
works
when
it
all
works!

45. ©
Copyright
2016
TribeCX .
All
rights
reserved.
…
if
this
is
useful,
calibrate
your
CX
@
www.TribeCX.com
David Hicks
Tel: +1 347 227 5182
Craig.Lee@tribecx.com
Find
us
at
www.tribecx.com
Follow
us
on
Twitter
@TribeCX
Like
us
on
Facebook
@
Tribecx
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