During May 2016 the South African chapter of CXPA hosted a networking event where Prof Adré Schreuder (CEO of Consulta & Founder of SAcsi) was asked to present an industry overview of customer experience in South Africa. The presentation covers a divergent, well grounded view to customer experience concepts, principles, models & aims to dispel some of the most prevailing myths.
Using Business Process Mapping as a Communication Facilitator in the Global Enterprise
Information versus Communication
In a recent article on Lombardi Software and in particular their Blueprint business process mapping solution, I referred to John C. Maxwell’s assertion that “information is giving out; communication is getting through.”
It is an interesting perspective in that traditionally process mapping has been viewed as a way of providing an overview of the intricacies of the internal “architectures” that define and drive the modern enterprise. It has rarely (if ever) been considered a communication tool or facilitator. And herein lays the reason for its “boutique” status that has limited its practice to a select few “techies” who are perceived as being more system-oriented versus people-oriented.
Building a "maniacal" customer-centric cultureGenpact Ltd
Client centricity is a stated core value of all enterprises. However, few organizations scientifically build processes to measure it, use it to direct incentives and rewards, and most importantly, leverage it to shape company culture. I call those that do so “maniacally client focused organizations.” The impact of such an approach is sustainable growth driven by stronger client penetration, a state in which client recommendations expand the frontline’s reach and effectiveness, and a more engaged and stable workforce.
Using Business Process Mapping as a Communication Facilitator in the Global Enterprise
Information versus Communication
In a recent article on Lombardi Software and in particular their Blueprint business process mapping solution, I referred to John C. Maxwell’s assertion that “information is giving out; communication is getting through.”
It is an interesting perspective in that traditionally process mapping has been viewed as a way of providing an overview of the intricacies of the internal “architectures” that define and drive the modern enterprise. It has rarely (if ever) been considered a communication tool or facilitator. And herein lays the reason for its “boutique” status that has limited its practice to a select few “techies” who are perceived as being more system-oriented versus people-oriented.
Building a "maniacal" customer-centric cultureGenpact Ltd
Client centricity is a stated core value of all enterprises. However, few organizations scientifically build processes to measure it, use it to direct incentives and rewards, and most importantly, leverage it to shape company culture. I call those that do so “maniacally client focused organizations.” The impact of such an approach is sustainable growth driven by stronger client penetration, a state in which client recommendations expand the frontline’s reach and effectiveness, and a more engaged and stable workforce.
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
Consulting start-ups provide tremendous support to companies and assist them across various fields such as business strategy, manufacturing and supply chain, sales and marketing, human resources, and so on. These companies have to tackle many challenges, since they cater to a variety of fields.
Industry survey on international pitching MediaSense
Survey among brand owners, pitch consultants and agencies
The objective was to gauge industry perspectives on the key criteria for media pitches, and to identify key moments during the pitch processes
Findings focussed around:
- Why pitches occur
- Key success factors
- Key moments in the process
- Media buying commitments
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Lê Trường An – Dịch giả – Tác giả – Marketer – chuyên thực hiện các dự án SEO, Social Media, Dịch thuật và xuất bản nội dung. Ngoài ra, Lê Trường An liên tục cập nhật nội dung blog với các chủ đề SEO, Marketing và nhiều hơn nữa…
---
Content Creator Lê Trường An
Chuyên viên Marketing – Tác giả - Dịch giả tại letruongan.com
Chuyên viên Marketing tại BrainCoach
Chuyên viên Content Marketing tại FoogleSEO
Dịch vụ Marketing – SEO – Content Marketing
Uno studio per comprendere e comparare le differenti modalità di contatto fra brand e consumatori, misurando il contributo di ognuno di loro nella costruzione della Brand Experience.
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
Believing is seeing: As employees that believe in collaboration make better decisions for their companies and also offer a higher output. This EIU research, sponsored by BTS, explores this notion, and whether firms are leveraging collaborative techniques to improve business success. It also explores the difficulties of collaboration and the value of collaborating across functions and levels to achieve strategic alignment. It is based on a survey of 249 business leaders in North America, Europe and Asia-Pacific.
[Whitepaper] Building Blocks of Behavioral Strategy: How to De-Bias Your Deci...Flevy.com Best Practices
More information: https://flevy.com/browse/flevypro/building-blocks-of-behavioral-strategy-3403
Behavioral Economics has exposed that not many strategists making crucial decisions consciously consider cognitive biases. These biases are systematic human tendencies to deviate from rational calculations. In strategic decision making, leaders need to recognize their own biases, as these biases influence important strategic decisions made by the smartest managers in the best companies.
This slide deck begins with a discussion on the 9 most common Cognitive Biases in humans:
1. Conservatism Bias
2. Base Rate Neglect
3. Confirmation Bias
4. Sample Size Neglect
5. Hindsight Bias
6. Anchoring and Adjustment
7. Mental Accounting
8. Availability Bias
9. Framing Bias
These subconscious biases impair strategic decision making. Leaders need to manage them to improve corporate performance.
The presentation then discusses the results of a decision making study quantifying the financial benefits of processes that "de-bias" strategic decisions and make a case for applying behavioral strategy. Next, there is a deliberation on the 3 key factors affecting decision making effectiveness.
Finally, the deck talks about the 5 Building Blocks of Behavioral Strategy that are extremely useful in offsetting human biases and enabling unbiased decision making:
1. Counter Pattern Recognition Biases by Reframing the Perspective
2. Counter Action-oriented Biases by Recognizing Uncertainty
3. Counter Stability Biases by Changing Things Up
4. Counter Interest Biases by Making Them Explicit
5. Counter Social Biases by Depersonalizing Discussions
The slide deck also includes some slide templates for you to use in your own business presentations.
Creating Actionable Product Strategy by Turo Director of ProductProduct School
Main Takeaways:
- Measure what matters – Establishing the right metrics and KPIs early on can provide tremendous clarity. Driving towards the wrong goals can result in team misalignment, at best, and a failed product strategy, at worst.
- Distinguish the highest impact ideas from the good ideas
- Most companies have lots of good ideas. PMs must separate the great from the good, and craft product strategies that yield the highest impact outcomes for their customers and business.
Iterate, based on customer feedback & data – Great product strategies should evolve over time, with the ongoing incorporation of customer feedback, data, and stakeholder input. Strategies developed in a vacuum are unlikely to succeed, as are strategies that fail to evolve with the changing needs of customers.
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
Consulting start-ups provide tremendous support to companies and assist them across various fields such as business strategy, manufacturing and supply chain, sales and marketing, human resources, and so on. These companies have to tackle many challenges, since they cater to a variety of fields.
Industry survey on international pitching MediaSense
Survey among brand owners, pitch consultants and agencies
The objective was to gauge industry perspectives on the key criteria for media pitches, and to identify key moments during the pitch processes
Findings focussed around:
- Why pitches occur
- Key success factors
- Key moments in the process
- Media buying commitments
Category creation-how-to-build-a-brand-that-customers by letruongan.comAn Le Truong
Lê Trường An – Dịch giả – Tác giả – Marketer – chuyên thực hiện các dự án SEO, Social Media, Dịch thuật và xuất bản nội dung. Ngoài ra, Lê Trường An liên tục cập nhật nội dung blog với các chủ đề SEO, Marketing và nhiều hơn nữa…
---
Content Creator Lê Trường An
Chuyên viên Marketing – Tác giả - Dịch giả tại letruongan.com
Chuyên viên Marketing tại BrainCoach
Chuyên viên Content Marketing tại FoogleSEO
Dịch vụ Marketing – SEO – Content Marketing
Uno studio per comprendere e comparare le differenti modalità di contatto fra brand e consumatori, misurando il contributo di ognuno di loro nella costruzione della Brand Experience.
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
Believing is seeing: As employees that believe in collaboration make better decisions for their companies and also offer a higher output. This EIU research, sponsored by BTS, explores this notion, and whether firms are leveraging collaborative techniques to improve business success. It also explores the difficulties of collaboration and the value of collaborating across functions and levels to achieve strategic alignment. It is based on a survey of 249 business leaders in North America, Europe and Asia-Pacific.
[Whitepaper] Building Blocks of Behavioral Strategy: How to De-Bias Your Deci...Flevy.com Best Practices
More information: https://flevy.com/browse/flevypro/building-blocks-of-behavioral-strategy-3403
Behavioral Economics has exposed that not many strategists making crucial decisions consciously consider cognitive biases. These biases are systematic human tendencies to deviate from rational calculations. In strategic decision making, leaders need to recognize their own biases, as these biases influence important strategic decisions made by the smartest managers in the best companies.
This slide deck begins with a discussion on the 9 most common Cognitive Biases in humans:
1. Conservatism Bias
2. Base Rate Neglect
3. Confirmation Bias
4. Sample Size Neglect
5. Hindsight Bias
6. Anchoring and Adjustment
7. Mental Accounting
8. Availability Bias
9. Framing Bias
These subconscious biases impair strategic decision making. Leaders need to manage them to improve corporate performance.
The presentation then discusses the results of a decision making study quantifying the financial benefits of processes that "de-bias" strategic decisions and make a case for applying behavioral strategy. Next, there is a deliberation on the 3 key factors affecting decision making effectiveness.
Finally, the deck talks about the 5 Building Blocks of Behavioral Strategy that are extremely useful in offsetting human biases and enabling unbiased decision making:
1. Counter Pattern Recognition Biases by Reframing the Perspective
2. Counter Action-oriented Biases by Recognizing Uncertainty
3. Counter Stability Biases by Changing Things Up
4. Counter Interest Biases by Making Them Explicit
5. Counter Social Biases by Depersonalizing Discussions
The slide deck also includes some slide templates for you to use in your own business presentations.
Creating Actionable Product Strategy by Turo Director of ProductProduct School
Main Takeaways:
- Measure what matters – Establishing the right metrics and KPIs early on can provide tremendous clarity. Driving towards the wrong goals can result in team misalignment, at best, and a failed product strategy, at worst.
- Distinguish the highest impact ideas from the good ideas
- Most companies have lots of good ideas. PMs must separate the great from the good, and craft product strategies that yield the highest impact outcomes for their customers and business.
Iterate, based on customer feedback & data – Great product strategies should evolve over time, with the ongoing incorporation of customer feedback, data, and stakeholder input. Strategies developed in a vacuum are unlikely to succeed, as are strategies that fail to evolve with the changing needs of customers.
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
Social business or social enterprise needs careful planning. This slide series was developed and presented for the Social Business Launch Pad seminars by William P. Kittredge, PhD. The Social Business Launch Pad is a joint education seminar series co-sponsored by the Yunus Center at AIT and the Thai Social Enterprise Office http://www.tseo.or.th/
Edelman & LinkedIn: How Thought Leadership Impacts B2B Demand GenerationEdelman
Edelman and LinkedIn have collaborated on a new research study of more than 1,300 business decision makers and C-suite executives that explores how thought leadership influences their own behaviors throughout the B2B purchase process.
Learn more here: http://www.edelman.com/b2b-thought-leadership
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Whether you are starting or an experienced practitioner, here are 7 CX initiatives that don't take too long to prepare and will bring ROI results - from quick wins to big wins. If you have some time this summer, have a look.
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This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
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Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...
CXPA Networking event Jhb May 2016 - Overview of Customer Experience in South Africa - 2016
1. How frustrated are your customers?
Affiliated to:
All rights strictly reserved. The intellectual capital contained and illustrated in this presentation is the sole property of Consulta Research (Pty) Ltd and may not be copied,
infringed upon in whatever manner, without the written consent of the proprietary owners
Overview of Customer Experience in
South Africa - 2016
Networking Event : 26 May 2016
1
4. Malcolm Gladwell’s Blink popularized “Thin
Slicing” as the new source of human
decision making – BUT it is found “Blinklike"
judgments are not a substitute for critical
thinking!
• Malcolm Gladwell (Blink) describes the main subject of his
book as “thin-slicing": our ability to gauge what is really
important from a very narrow period of experience.
• In other words, this is an idea that “spontaneous decisions
are often as good as—or even better than—carefully
planned and considered ones.”
4
5. T h ! n k
5
• In essence, Mr. Gladwell is making a case for one-half of a classic false
dichotomy. A false dichotomy, sometimes also called “the fallacy of the
excluded middle,” is an either-or proposition presented in such a way as to
make us think only one, not both of the choices, can be true. (ALSO called
Polarity)
• In other words, lying behind these “snap judgments” are educated impressions
formed by years of study, thought, and analysis.
• I am certainly not out to bury intuition, “ah-ha” moments, or emotion … these
elements … are all indispensable to critical and creative thinking. But as far as
delivering results, that is, favorable outcomes, critical thinking and its main
elements, observation, logical reasoning, and skepticism have a demonstrably
better track record.
6. T h ! n k
6
• "We can be distracted by the most visible and salient aspects …," Bernieri (Phd,
Social Psychologist at Oregan State Univ) says. …. can hide the inner layers of
the onion”
• Richard Posner, a Prof at Univ of Chicago and a judge on the US Court of
Appeals for the Seventh Circuit, argues that “Gladwell … makes a variety of
unsupported assumptions and mistakes in his characterizations of the evidence
for his thesis.”
• The Daily Telegraph review writes, "Rarely have such bold claims been advanced
on the basis of such flimsy evidence.”
• Nobel prize winner Daniel Kahneman, author of Thinking, Fast and Slow which
speaks to rationality's advantages over intuition, says, "Malcolm Gladwell
definitely created in the public arenas the impression that intuition is magical...
That belief is false."
8. Evolution of the Brain
400m Yrs 80 m Yrs 10 m Yrs 800k Yrs 50k Yrs
Reptilian
Brain
Mammalian
Brain
Primate
Brain
Homo Sapiens
Brain
Modern
Cognitive
Brain
Limbic
System Neocortex
8
10. SYSTEM 1 DECISIONS vs SYSTEM 2 DECISIONS
Fast
Unconscious
Automatic
Everyday decisions
Error Prone
System 1
Slow
Conscious
Effortful
Complex decisions
Reliable
System 2
10
13. SYSTEM 1 DECISIONS VS SYSTEM 2 DECISIONS
13
System 2System 1
System 2 is the only one that can follow
rules, compare objects on several
attributes, and make deliberate
choices between options.
System 1 detects simple relations
(“ they are all alike,” “the son is much
taller than the father”) and excels at
integrating information about one
thing, but it does not deal with
multiple distinct topics at
once, nor is it adept at at
using purely statistical
information.
… a need for order and structure, a
passion for detail & combining
intuition with knowledge
makes System 2 very effective
14. IT IS NOT SYSTEM 1 vs SYSTEM 2 : RATHER
SYSTEM 1 & 2 INTEGRATED – CONCEPT OF FLOW
14
System 1System 2
15. The Hybrid Model of Experiencing & Remembering
Transactional
Customer Feedback
Reported Customer
Satisfaction
r = 0.40
15
Near-real time
recall of
Experience
Operational
Memory of
experience =
Satisfaction
Strategic
16. feedback programs (see Hayes (2009) for details of the study methodology).
A total of 277 customer feedback professionals from midsize to large
companies completed a survey about their company’s customer feedbac
program. The respondents indicated whether their company adopts 28
specific business practices related to their customer feedback program (e.g.
senior executive is champion of customer feedback program; Web-based
surveys are used to collect customer feedback). Additionally, respondent
were asked to provide an estimate of their company’s customer loyalt
ranking within their industry; this question was used to segment customer
into loyalty leaders (companies with a loyalty ranking of 70% or higher) and
loyalty laggards (companies with a loyalty ranking below 70%).
Table 1. Adoption Rates of Customer Feedback Program Practices of Loyalty
Leaders and Loyalty Laggards
The survey results revealed real differences between loyalty leaders and
loyalty laggards in their customer feedback programs (See Table 1). There
were statistically significant differences in adoption rates between loyalt
leaders and loyalty laggards across many of the business practices. Loyalt
leading companies were more likely to adopt specific practices compared to
their loyalty lagging counterparts, especially in areas related to
strategy/governance, integration and applied research. In upcoming posts,
will explore each component of the customer feedback program and presen
best practices for each.
30,000-ft view of an enterprise-wide customer feedback program. A
r feedback program involves more than simply surveying customers.
seful, a customer feedback program must successfully manage many
parts of the program, each impacting the effectiveness of the overall
. The elements of customer feedback programs can be grouped into
or areas or components. These components are: Strategy,
ance, Business Process Integration, Method, Reporting, and Applied
h. Figure 1 below represents the components of customer feedback
s.
Figure 1. Elements of a Customer Feedback Program
involves the executive-level actions that set the overarching
es around the company’s mission and vision regarding the company
es. Governance deals with the organization’s policies surrounding the
r feedback program. Business Process Integration deals with the
o which the customer feedback program is integrated into the daily
Best Practices in Customer Feedback Programs –
Bob Hayes
16
Source: 20 Best Practices in Customer Feedback Programs: Building a Customer-Centric Company – Bob Hayes (Business over
Broadway Blog - http://www.businessoverbroadway.com
17. Top Customer
experience trends
CX Training &
Engagement
Mobile formulations
Voice of Customer
Renovations
Corporate Culture
Conversations
Source: Temkin Group 2015
Customer Experience Trends – The SA CX-Industry
17
22. A Step-by-Step Plan to Improve CMO-COO Collaboration –
HBR Article by David C. Edelman, Dorian Stone & Harald
Fanderl (HBR Jan 2015)
1. Develop a shared
vocabulary and shared
metrics
2. Build a structure for
collaboration
3. Work together on a few
customer journeys that
matter
4. See the customer journey
all the way through
22
https://hbr.org/2015/01/a-step-by-step-plan-to-improve-cmo-coo-collaboration
CMO
COO
23. Putting Customer Experience in Perspective of
Brand & Future Lifetime value of customers
Adapted from: Bitner M-J, “Building service relationships: It's all about promises”, Journal of the Academy of Marketing Science, Vol
23(4), 1995 & Kirkby J, Wecksell J, Janowski W & Berg T, “The Value of Customer Experience Management”, Strategic Analysis Report,
March 2003
23
CXO
CMO
CMO/
CXO/
COO
24. Porter & Deloitte agree on differentiation as key strategic
option for modern business & only one cost leader can survive…
24
PORTER - Three Generic
Strategies:
• Differentiation
• Cost Leadership
• Focus
Raynor & Ahmed
(Deloitte) – Three Rules:
• Better before Cheaper
• Revenue before Cost
• No other rules …
25. In the 2016 Customer Experience Landscape – do we
believe that customer experience focus will deliver the
promised business outcomes?
25
Lagging Companies
Leading-edge Companies
Tying Customer Experience to Business
Outcomes is difficult for everyone
Source: Harvard Business Review Analytic Services 2014, Sponsored by SAS Institute
19%
34%
38%
Extremely Difficult
Very Difficult
Somewhat difficult
10%
24%
49%
Extremely Difficult
Very Difficult
Somewhat difficult
34. Three Year SAcsi Trend = Flat
76.40 75.80 76.91
SAcsi 2013 SAcsi 2014 SAcsi 2015
76.7 75.8 74.3
ACSI 2013 ACSI 2014 ACSI 2015
*SAcsi Base = Similar industries over 3 years
34
35. Perceived Value – Down over 3 years
60
80
100
Avg: 75.2
Min:
60.6
Avg: 77.1
Max:
88.7
-1.9
60
80
100
2013 2015
Min:
60.7
Max:
85.9
-2.9
35
36. Complaints – The Focus of CX industry
2015
Min:
3.8%
Max:
49.0%Max:
46.6%
Min:
4.7%
60% 0%
2013
30%
60% 0%
30%
-2.4%
+4.1%
<10%
Avg:
17.1%
Avg:
13.0%
36
The 1st Wave focus seems to pay-off since we see Customer Complaints down
& getting closer to the world class benchmark of 10% – although some
companies/industries still struggle (increase in max complaints)
37. Complaints Handling – CX Industry
getting a handle on it
2015
Max:
74.6%
Min:
4.1%
0% 100%
2013
Avg: 55.8%
+8.9%
Avg: 55.1%
Min:
29%
0% 100%
Max:
83.5%
50%50%
+24.9%
>50%
37
The 1st Wave focus seems to pay-off since we see Complaints Handling at
above world class (>50%) on average. Both on the bottom and top end of
complaints handling we see significant improvements (+24.9% & +8.9%)
38. BUT … we do not get the Loyalty
as a result (yet)
60
80
100
Avg: 72.5
Min:
58.8
Avg: 72.1
Max:
82.4
60
80
100
2013 2015
Min:
56.5
Max:
82.3
-2.3
38
… but loyalty over 3 years still flat & even see deteoriation on the bottom end
(minimum down by 2.3 points)
39. … and tracking NPS is not helping either
(we are more confused)
20152013
0%
Avg: 31.1%
Min:
-11.7%
-100%
Max:
60.1%Max:
71.1%
Min:
-19.9%
0%
Avg: 28.8%
+100%
-14%
-100% +100%
-11%
-2.3%
39
… NPS trend more volatile – but also indicating the inability to translate
industry wide CX efforts in complaints handling to better loyalty.
40. Sustainable Key Take outs
• More comprehensive model for CX-measurement – break the
feedback-mentality
• Journey to Customer Centricity will take 3-5 years (of consistent
clear strategy) – break the start-and-stop-and-start
mentality
• We need more evangelist CX professionals by ”educating”
business about the true scope of CX implementation – break the
silver bullet 6-months project mentality
• Business needs to ”walk-the-talk” – break the PR-Ra-ra podium
lip service mentality
• More CCO’/CXO’s that will represent the customer at C-level –
break the “we focus on the customer, but prefer profit”
mentality
40