SEVEN CAPABILITIES
OF COMPANIES
THAT ARE KILLING IT
IN CX
SPEAKER: GREGG SAMPSON
DIRECTOR, DIGITAL STRATEGY
09 / 13 / 2017

PERFICIENT DIGITAL
$487 Million in revenue
1997 Founded
PRFTListed on NASDAQ
90% Repeat Business Rate
Employees
~3000
N. America locations
23
Global US, EU, China + India
2

PERFICIENT DIGITAL
Dream Big.
Build Beautiful.
Strategic design thinking and storytelling. Technology
platforms and system integration.
To us, these things are not mutually exclusive. Because we see them as
one. For proof of this conviction, look no further than how we approach
your digital transformation and CX challenges.
3

PERFICIENT DIGITAL
About Our Speaker
Gregg Sampson
Director, Digital Strategy
Perficient Digital
Gregg offers a unique blend of digital marketing, commerce, and traditional
marketing expertise. He specializes in creating customer-driven digital
strategies that are supported with research and analytics, and driving
organizational alignment around customer experience improvement initiatives.
Gregg brings more than 25 years of experience with Fortune 1000 companies in
both B2C and B2B industries, with proven success across every phase of the
customer life cycle.
4

PERFICIENT DIGITAL
How fast can we do
what Amazon does?
Actor portrayal of a typical executive sponsor. 5

PERFICIENT DIGITAL
Companies exceeding customer
expectations
Companies delivering good
customer experiences
Companies struggling to deliver an
effective customer experience
Most Companies Are Struggling with CX
6
7% 23% 70%
*Source: eMarketer

PERFICIENT DIGITAL
Lack of Ownership Competing Priorities Funding Challenges
CX responsibility is
shared across multiple
functional areas.
Management team leaders
have their own goals
and KPIs to support.
Not a recurring line item in
the corporate budget.
Major Organizational Barriers Exist
7
Lack of Alignment Lack of CX Insight
Management team
can’t agree on CX goals,
priorities or projected impact.
Problems and opportunities
haven’t been identified
(or quantified).

PERFICIENT DIGITAL
Original Expectation Initial Innovation Current Expectation
• Confirm My Order
• Reach Customer Service
• Third Party Evaluation (JD Power)
• Track My Shipment
• 24/7 Customer Service
• Ratings and Reviews
• Track My Shipment in Real-time
• Access Live Chat
• Sort/Search by Customer Rating
Customer Expectations Are Increasing
8

PERFICIENT DIGITAL
Build a CX leader
profile, with core
competencies
and skills
Inputs: Research,
operational data and
on-the-job experience
from 400+ digital
transformation and
related projects
Diverse mix of
initiatives, including
commerce, portals,
data consolidation,
change management,
and more
Understanding CX Leaders: Our Approach
9
Evaluation by senior
execs in blue chip
companies, and input
from 20+ SMEs

PERFICIENT DIGITAL
CX IQ: Anatomy
of a CX Leader
7 Core Competencies
57 Key Capabilities
10

PERFICIENT DIGITAL
Customer Insight
Conduct Customer Research Frequently
Employee Feedback System
Customer Behavior Knowledge
Customer Journey Maps with Validation
Customer Satisfaction Levels
Understand Channel and Device Preferences
Customer Feedback System
Mobile Device Role and Priority
11

PERFICIENT DIGITAL 12

PERFICIENT DIGITAL
Strategy
Well-articulated CX Vision & Strategies
Employee Engagement Level
Functional Team Alignment
Deep Understanding of Competitors’ CX Initiatives
Omni-Channel Perspective
CX Metrics Alignment
Clearly Defined Road Map (3 Years)
Funding Commitment Level
Project Prioritization Rigor
13

PERFICIENT DIGITAL 14

PERFICIENT DIGITAL
Design Processes
Project Definition and Outcomes
Process and Standards Are Well Documented
Active Use of Personas and Journey Maps
Use Iterative Prototyping Methodology
Customer Validation Prior to Launch
High Level of Cross-function Collaboration
15

PERFICIENT DIGITAL
Enabling Technologies
Single View of the Customer (Master Data Record)
Omni-Channel Effectiveness
Message Consistency Across Channels
Deliver Personalized/Relevant Content
Customer Data Management
Leveraging Data and Analytics
Actively Optimizing Content and Offers
Mobile Device Effectiveness
16

PERFICIENT DIGITAL 17

PERFICIENT DIGITAL
Operations
CX Champion Has Been Appointed
CX Role in Business Decision-making Process
Project Prioritization Rigor
Escalation Capabilities
Change Management is Integrated into Project Plans
Collaboration Effectiveness
Personnel Assignments: Skill vs. Capacity
High Investment in Training and Communication
Omni-channel Readiness
18

PERFICIENT DIGITAL
Measurement
Exec Sponsorship, Resources and Trained Personnel
Defined CX Goals Across Entire Customer Lifecycle
Accurate Measurement of CX Across All Channels
Ongoing Tracking of Key CX Benchmarks
Able to Measure Customer Loyalty and Key Influencers
Effective Data Accessibility and Usage
Using Data to Identify Trends and Predict Outcomes
Attribution Accuracy
Reporting Efficiency
19

PERFICIENT DIGITAL
Culture
Active Support by Company Leaders
Employees Are Empowered to Create Memorable
Customer Experiences
Modern Organizational Structure
Rewards/Advancement Are Aligned with CX Goals
Evolving Job Descriptions to Include CX Skills and Tasks
High Level of Employee Communication
High Tolerance for Risk
20

PERFICIENT DIGITAL 21

PERFICIENT DIGITAL
Current State: 44% Are Uncommitted
22
A majority of companies fall into the first two categories of CX maturity, and have a significant amount of work to do.
44%
Uncommitted
43%12%1%
EngagedDynamicDifferentiated
*Source: Perficient. Based on a national sample of CX IQ survey respondents.

PERFICIENT DIGITAL
The Winning CX Formula
23
Understand what your
customers need from you
to be satisfied and loyal.
Evaluate your
organization’s ability
to meet these
expectations.
Define the projects that
will be implemented to
improve your CX-related
capabilities.
Execute faster than your
competition, and then
repeat steps 1-3.
+ + +

PERFICIENT DIGITAL
The Winning CX Formula
24
Understand what your
customers need from you
to be satisfied and loyal.
Evaluate your
organization’s ability
to meet these
expectations.
Define the projects that
will be implemented to
improve your CX-related
capabilities.
Execute faster than your
competition, and then
repeat steps 1-3.
+ + +
58% 34% 51% 46%
of companies cite ‘lack of
customer insight’ as a known
barrier to their CX program.
of companies have identified
at least one ‘significant
operational issue’ that
damages CX effectiveness.
of companies have identified
‘conflicting internal priorities’
as a known issue.
of companies aren’t using
agile methodologies or
struggle with cross-functional
team collaboration.

PERFICIENT DIGITAL
Is my company delivering a good
customer experience?
Three Important
Questions
25
Which capabilities are strong,
and which ones are weak?
What should we focus on right now?

PERFICIENT DIGITAL
CX Self-Assessment Survey
26
Free online survey
15 minutes, 57 questions
Self-assessment of CX capabilities
Baseline CX maturity score
Comparison with US average score
Detailed analysis of CX attributes
bit.ly/CX-IQ

PERFICIENT DIGITAL
CX Self-Assessment Survey
27

PERFICIENT DIGITAL
CX Comparison with U.S. Average (External)
28

PERFICIENT DIGITAL
CX Comparison with Peers (Internal)
29

PERFICIENT DIGITAL
CX Attribute Ranking: Operations
30
0.75
1.5
1.5
1.5
1.5
1.5
2.0
2.0
2.06.3 We have a clearly defined and effective method to prioritize major projects, and are diligent in protecting our CX road map.
6.5 We create a change management plan for every major initiative (digital project), particularly those that could disrupt established customer behavior.
6.6 Our marketing, technology and UX teams actively collaborate on all major projects and work effectively together.
6.2 We routinely factor customer experience into our business decisions about policies, processes and technology.
6.4 We have a clearly defined way to escalate issues that may negatively affect customer experience.
6.7 We have skill and resource capacity to consistently deliver an exceptional customer experience.
6.8 The teams and resources engaged in customer interactions are properly trained and informed
to provide our intended customer experience.
6.9 Our operational processes have been adapted to effectively support an omni-channel environment.
6.1 Our organization has appointed a CX champion
who is actively engaged and empowered

PERFICIENT DIGITAL
CX Attribute Ranking: Enabling Technology
31
0.75
1.5
1.5
1.75
1.75
2.0
2.0
2.05.8 Our technology platform enables us to deliver an outstanding customer experience to mobile devices (smartphone, tablet)
5.4 Our technology platform enables us to deliver highly relevant and personalized information, with behavior-based triggers.
5.7 We are able to track and measure online behavior at the content level (copy, text, video) through the entire interaction. We are able to track and measure
customer behavior at through key interactions across multiple customer journeys.
5.1 Our technology platform enables us to deliver an outstanding customer experience across all channels
(web, social, mobile) and device types.
5.3 Our technology platform enables us to deliver a consistent message and seamless experience across all channels,
including digital and physical, without extensive customization.
5.2 We are able to provide a master record and single version of our enterprise data and information,
including products, services, customers, orders, and other key domains.
5.6 We are able to create and leverage rich customer profiles by integrating multiple data sources
(transactional and behavioral) into a single view.
5.5 We are able to easily optimize our efforts
(with built-in tools)

PERFICIENT DIGITAL
Companies exceeding customer
expectations
Companies delivering good
customer experiences
Companies struggling to deliver an
effective customer experience
State of CX Delivery
32
7% 23% 70%

PERFICIENT DIGITAL 33
Its Not the Big
That Eat the Small.
It’s the Fast
That Eat the Slow.

PERFICIENT DIGITAL 34
Thank.You.