Recommended
More Related Content
What's hot
What's hot (20)
Similar to Nice Interations: Customer Experience Strategy
Similar to Nice Interations: Customer Experience Strategy (20)
Recently uploaded
Recently uploaded (20)
Nice Interations: Customer Experience Strategy
- 1. From Strategy to Delivery NICE Interactions March 24, 2016 Randy A. Delgado Sr. Director & Global Head of Strategy
- 2. Goal 2 Understand the impact and headwinds in developing a CX DNA Highlight ways to move forward Appreciate the CX journey
- 4. 4 Customer Experience My job is to make sure people have the experience they expect and that’s what I gave him
- 5. 5 5000+ Facebook shares in hours “I have been learning ASL just so you can have the same experience as every one else” 1 Good Deed 1 Simple Note Endless Publicity & Goodwill
- 6. 6 $500m WoM Revenue $800m Churn Reduction $900m Additional Purchases Better CX impacts well over $2bn in revenue across industries
- 7. 7 All CX efforts face headwinds
- 8. 8 Only 13% of employees worldwide are actively engaged at work, and more than twice that number are so disengaged they are likely to spread negativity to others
- 9. DNA Biases How do I affect CX when other functions are involved? Is customer experience my top priority as I have too much to do? How do I affect customer experience? Is CX simply another initiative that may not last? 9
- 10. 10 CX DNA Change Does Not Come Overnight
- 11. 11 Enhance Focus of team is on sustaining, enhancing and optimizing CX. CX is embedded within the organization. Incorporate The definition of CX is focused and standardized across the global organization. Individuals within company develop a clear understanding of how CX affects their roles and how they can actively contribute to CX. Experiment CX is loosely defined within company and starts to be disseminated. The spread of CX is uneven, predominantly top-down and characterized by regional nuances. Awareness Identifying the need for CX and tying it to your companies business objectives and strategy. Dedicated resources are directed towards CX and top-level leadership has bought into CX 4 Stages of CX DNA Change
- 12. 12 “If you want to build engagement you need to stop thinking in a conventional manner… … because if employees feel that they are listened to and appreciated- that is when they are engaged –great things can result”
- 13. 13 Going Beyond Convention 01 SEGMENT & IDENTIFY EXPERIENCE CHANGE AGENTS (XCATM) 02 COMMUNICATE WITH PRECISION 03 DELIBERATELY ENGAGE
- 14. 1. Segment With Purpose 14
- 15. 15 Step 1 Identify constituents groups and roles Select change agents that will carry the message and co- create engagement Assess the type of fans within each constituent group Understand each groups Impact, Influence and Belief
- 17. 17 Impact, Influence and Belief B A C Impact Influence Low Influence High Influence HighImpactLowImpact Identify those constituent groups that will have immediate impact on the customer and their peers IIB Objectives Priority: Co-Create B C A Strategically Engage Allow Others To Influence Lower Belief High Belief Find unique ways to engage with constituent groups that may not touch many team members but have significant impact on the consumer Allow others to come along at their own pace
- 18. 18 Fan Type Enthusiast Casual Fair Weather Detractor Belief: CX can help and will do no harm if incorporated into daily activities Motivation: Why not join? CX is generally a good thing to do Belief: CX prevents me from doing my job Motivation: CX isn’t a priority–in fact, it prevents me from succeeding Belief: CX drives business growth and is important to the future of the company Motivation: CX is the right thing to do, and it impacts my ability to perform well Belief: Not sure how CX helps the company or is related to job Motivation: Apathetic to CX but willing to join in if value is demonstrated
- 19. Able to establish concrete links between company objectives, workforce capabilities and market realities. Communicates executive goals to lower tiers in meaningful and action-inspiring ways 19 Experience Change Agents Influence in a wide range of ways depending on the people being managed or problem to be solved. Co-Create with all of the various teams and customer experience leadership innovative ways to engage junior staff 1. Inspiring Able to inspire superiors, peers and subordinates to change. Can transcend vertical hierarchies and partner with leadership. 2. Business Focused 3. Creative Able to employ a diverse range of approaches to a problem based on the needs of team and task at hand. Experience Change Agents (XCATM) Mid-level managers that believe real change requires challenging the status quo, developing human capital, and innovating existing processes
- 20. Key Takeaways 20 Segmentation must go beyond simple functional role mappings Focus energy on those that will listen and not on those that have no interest Quickly identify XCA’s and get them onboard early in the process
- 22. 22 Step 2 Carrier & Ambassador Planning Identify those executives that will both host and carry message 02 01 03 Message Activation Plan a clear path to delivering message through appropriate channels Message Creation Develop CX core messaging theme, align with brand and account for constituent nuances
- 23. 23 Message Creation Corporate Benefit Experience Change Agents Theme Employee Behavior Internal Colleague Beliefs Customer Beliefs CX Theme and Brand Alignment
- 24. 24 Carrier & Ambassador Message Carrier: Drive core top level Customer Experience Message Role Message Carrier + Ambassador: Drive constituent specific Customer Experience Message and enable tactic execution Role Digital: News Letter, Email Onsite: Desk Drop In Person: All-hands, Town Halls, One-on- One Channel Practical messages delivered within function Goal Digital: Newsletter, Email Onsite: Desk Drop In Person: All-hands, Town Halls Channel Continuous anchor of core CE message at strategic points of the year Goal Corporate Leadership Experience Change Agents
- 25. 25 Message Activation Constituent Groups Message Recipients focused on participation in tactics and customer experience as a whole Amplify customer experience awareness with focus on three core messages Listen and learn and adjust messaging to incorporate findings over the first two waves Support tactical efforts with targeted constituent messaging that highlights current success metrics Corporate Leadership Experience Change Agents Emphasize customer experience awareness with focus on constituent focused messaging Listen and learn and adjust messaging to incorporate findings and deploy across fan type Drive tactical adoption by aligning tactics to core message for constituent group
- 26. Key Takeaways 26 Create relevant messages for your constituent groups Understand messaging will be different between Carrier’s and Ambassador’s Allow the focus of your messaging to evolve
- 27. 3. Go Beyond Words 27
- 28. 28 Step 3 • CX Performance Award • CX All-Star Team • CX Champion • CX Vanguard • Partners CX Success • CX Task Force • CX Seekers • Living CX • CX in Action Reinforcing 01 Engagement techniques identified to amplify constituent enthusiasm for CX Applied Learning 02 Engagement techniques developed key CX skills through active participation in groups, exercises, etc. Teaching 03 Engagement techniques used to enable constituents with the relevant capabilities needed to deploy CX within their function XCA’s will be the drivers of selecting appropriate tactics and can leverage the Tactic Application process to decide tactics best suited for their constituent group
- 29. 29 Reinforcing Internal, CX team competition based on customer experience rankings Winner receives either a financial or experiential award reward includes access to top leadership CX Performance Award Top functional employees qualify to be a part of a CX All- Star team. While top employees qualify, individuals must choose to opt-in. This Team used to support training of new hires, serves as resource for HR to consult during company-wide training development. CX All-Star Team A formalized award that recognizes individuals for outstanding CX delivery. Non- monetary award involving substantial internal recognition. Reward includes access to top leadership CX Champion
- 30. 30 Applied Learning Employees are invited to sign- up for CX activation team. After completing training they are given an activation pack that can be used to promote CE internally. Must pass final CX assessment to qualify to be a part of the Vanguard CX Vanguard Partnership that links non- customer facing teams to customer facing teams to help them understand how their actions affect CX & how experiences are built over time. A clear CX project over 4 weeks is given to team and presented to cross functional leadership Partners for CX Success Top CE candidates within each business group combine to create a cross-functional task force that is used to improve internal customer touch points, specifically serving as an additional resource for teams charged with customer experience CX Taskforce
- 31. 31 Teaching Focus recruitment efforts on CX evangelists by linking hiring criteria directly to CX, highlighting the role all functions play in creating CX. CX Seekers help work with HR to develop hiring criteria for their function and act as new hire ambassadors CX Seekers Create continuous training modules on the topic of activating CX within functional roles, with a focus on how CX applies to functional areas and the role functions have in contributing to CX and function success. Living CX Leverage and supplement existing communications series that highlights a function's contribution to CX. Develop a system where employees can submit examples of CX in action. Feature the best entries prominently on internal portals and in marketing campaigns CX in Action
- 32. Key Takeaways 32 Identify initial tactics that will apply most to each constituent group Co-create with XCA’s Pilot, Analyze and Pivot Be Agile
- 33. Keep In Mind 33
- 34. Bringing It Together 34 Listen to your internal customer Communicate the value of CX Deliberate focus will be the key to reaching the highest CX goals Calculate Impact Allow the program to be insight-driven
- 35. Don’t Wait, Get Started 35
Editor's Notes
- Barista: Krystal Payne, she only waited on him once to decide to take ASL classes online Customer: Ibby Piracha "Maybe I spent like three or more hours on it," Krystal said. For one order. "If he's a regular, and I want to make that connection with my regulars, I should be able to at least ask him what he wants to drink," Krystal said. Today, Krystal knows everything she needs to wait on Ibby. To Krystal, it's no big deal, but to Ibby, who says navigating a hearing world is often frustrating, what Krystal did was a wonderful gesture that he will never forget. He even saved the note. "It was something that was very inspirational, so I wanted to keep it in a frame," Ibby said. Sometimes customer service gets a bad rap. It's often well-deserved. But there are those front-line workers who go above and beyond -- not for a tip or because the boss is watching -- but because kindness is who they are. And the customer all they care about. "It's just something that really gave me genuine happiness," Ibby said. Even now? "Yeah, even now, still smiling."
- https://news.starbucks.com/news/starbucks-barista-learns-sign-language-for-a-customer
- Forrester: Business Impact of CX 2014 $887m – Wireless Service Provider Additional Purchases $807m – Airline Churn Reduction $491m – Healthcare Word of Mouth New Revenue
- We should understand that all efforts to increase employee engagement face headwinds
- We should understand that all efforts to increase employee engagement face headwinds
- DNA: The subconscious state in which every employee functions that has been built over time within an organization Have focused on core responsibility with little understanding of other functions A focus on profitability and operational efficiency has most people functioning at maximum capacity A “culture of change” has created questions around the longevity of new corporate initiatives Specialized skillsets that naturally focuses understanding on specific function
- While technology has automated rote communication task and extended reach in proactively pushing out information it does not serve as the only means to engagement
- Enthusiast Considerations: You are the example, and we look to you to lead You have the most experience and can show the rest of the company how to deliver great CE Casual Considerations: You lead by example and can make an impact By focusing on the customer, you are moving yourself and the company forward Detractor Considerations CE is the ultimate end result of your job, whether or not you touch the customer directly CE is here to last, so it’s better to be on board Fair Weather Considersations Many people rely on you to make each experience meaningful Future success is dependent on you and your daily work