The State of Customer Experience Management in Belgium
1. Your CONTACTS
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The state of customer experience
management in Belgium – Weave
study 2013
Are companies creating a “wow”
experience for their customers?
Alexandre Gangji
Partner
alexandre.gangji@weave.eu
+32 (0) 477 597 398
Weave Belgium
Avenue de l’Uruguay , 3
1000 Bruxelles
May 2013
2. 2
Table of content
1. Objectives and methodology of the study
2. Main results of the study
3. The 2013 Customer Experience Management Index
4. 4
About the study
• The objective of this study is to assess the level of maturity and the efficiency of the customer experience
management for the top companies on the Belgian market
• This first edition of this study covers four different industries:
- Energy
- Retail Banking
- Telecommunications
- Transportation
• The report is based on the results of a quantitative survey conducted among senior executives and/or
middle-managers in charge, directly or indirectly, of customer experience in their companies. The survey
was conducted between September 2012 and January 2013
• In order to assess the performance of customer experience management in companies, we have developed
a questionnaire based on the weave Customer Experience Management Framework. This framework helps
companies define, prioritise and implement an effective customer experience management programme
5. 5
The state of the customer
experience management in
Belgium
Energy
“Answers from 5 energy
companies including
the two market
leaders”
Retail Banking
“Answers from 8retail
banks»
Transportation
“Answers from 6 very
different companies”
Telecommunications
“Answers from the 5
main actors on the
Belgian market”
We have included in the study a total of 34 answers from 24
companies key players in their industry
6. 6
The study is based on the weave Customer Experience
Management Framework
3
Customer
Experience
Strategy
Voice of the
Customer
&
Voice of the
Employee
Customer
Experience
Vision
1
2
Customer
Experience ROI
People
Organization
Value
proposition
Operations
Technology
CE
Implementation
Levers
5
4
7. 7
Scores were grouped in categories to facilitate interpretation
of results
10
9
8
7
6
5
4
3
2
1
Score
Color
code
Contribution to
customer experience
Excellent
Neutral
Unsatisfactory
NPS (Net Promoter
Score) equivalent
“Promoters”
“Passives”
“Detractors”
8. 8
Scores are computed using a non respondent-weighted
average
Respondents score : 34
Company score :
Average of respondents scores
24
Industry score :
Average of company scores
4
National score :
Average of industry scores
1
9. 9
Main results of the study
2
Without defining and implementing an efficient CE
programme, companies will continue to struggle creating
a “wow” experience and satisfying, retaining and co-
creating value for their customers
10. 10
Without defining and implementing an efficient CE programme,
companies will continue to struggle creating a “wow” experience and
satisfying, retaining and co-creating value for their customers
While 83% of the companies recognize the importance of delivering an outstanding customer
experience, 100% rate their performance as not satisfactory or neutral
<7 >= 7 & <9 >=9
Energy 8.6
National
average
9.1
Retail banking 9.0
Telecom. 9.5
Transportation 9.2
Energy 6.0
National
average
6.2
Retail banking 5.6
Telecom. 6.0
Transportation 7.4
How would you rate the importance of
delivering an outstanding Customer Experience
in your company's strategy?
4% 13%
83%
How would you rate the performance of your
company against Customer Experience
Management?
54%
46%
0%
11. 11
Without defining and implementing an efficient CE programme,
companies will continue to struggle creating a “wow” experience and
satisfying, retaining and co-creating value for their customers
The results of our study reveal that the respondent companies are struggling to implement an
efficient customer experience management programme
• 46% of companies consider the implementation of a customer experience management programme in their
company as not satisfactory
• Only 12% of companies consider it as successful (9 or 10 on a scale of 1 to 10)
<7 >= 7 & <9 >=9
To what extent has your company implemented a Customer Experience Management Program?
Energy 5.5National
average
6.6
Retail banking 6.4
Telecom. 6.8
Transportation 7.8
42%
46%
12%
12. 12
Main results of the study
2
Companies must define and disseminate across the
company a well-articulated customer experience
vision, with buy-in from all stakeholders
13. 13
Companies must define and disseminate across the company
a well-articulated customer experience vision, with buy-in
from all stakeholders
Only 29% of companies have developed a concrete customer experience vision, only 13% consider
that their vision is adequately shared across the company and merely 21% of companies claim to
have it satisfactorily translated into strategic objectives
7.4
7.4
6.6
6.8
7.2
7.3
5.9
5.3
7.9
7.5
7.9
7.8
8.5
8.3
8.0
8.3
6.2
6.6
4.7
6.3
<7 >= 7 & <9 >=9
33%
29%
29%
25%
46%
58%
50%
46%
21%
13%
21%
29%
Your company has a concrete
Customer Experience Vision
Your company has a brand promise
reflecting Customer Experience
The Customer Experience Vision is
shared within the entire company
The Customer Experience Vision is
translated in strategic objectives
Regarding the definition of a Customer Experience Vision in your company,
please evaluate the following statements :
14. 14
Companies must define and disseminate across the company
a well-articulated customer experience vision, with buy-in
from all stakeholders
While senior executives recognise the importance of customer experience, they fail to translate it into
concrete operational actions and behaviours
• Results show that senior executives are struggling in particular to communicate a shared image of the ideal
customer experience they want to deliver. Hence, executives manage to consistently communicate this
shared image in only 17% of companies
7.4 6.6 7.4 8.67.3
7.1 5.9 8.0 8.46.5
6.9 6.0 7.4 8.26.3
6.5 5.4 7.1 7.36.6
7.0 5.3 7.8 8.76.9
<7 >= 7 & <9 >=9
37%
46%
33%
29%
25%
21%
37%
38%
46%
38%
42%
17%
29%
25%
37%A senior executive is leading Customer Experience
efforts within your company
Executives define guiding principles for Customer
Experience actions
Executives consistently communicate about the
importance of the Customer Experience
Management
Executives consistently communicate a shared
image of the ideal Customer Experience to offer to
the customers
Customer Experience is a recurring agenda item for
the top management
Regarding the role of your company's executives toward Customer
Experience Management, please evaluate the following statements :
15. 15
Main results of the study
2
Companies especially fail to effectively integrate the
customer segments and the customer lifecycle dimensions
into their customer experience strategy
16. 16
Companies especially fail to effectively integrate the customer
segments and the customer lifecycle dimensions into their
customer experience strategy
Only 21% of companies have a clearly defined customer experience management strategy
<7 >= 7 & <9 >=9
Energy 6.2National
average
7.3
Retail banking 7.1
Telecom. 7.9
Transportation 8.2
To what extent has your company a clearly defined Customer Experience
Management strategy?
25%
54%
21%
17. 17
Companies especially fail to effectively integrate the customer
segments and the customer lifecycle dimensions into their
customer experience strategy
3 out of 4 companies fail to manage and integrate customer experience dimensions such as products,
segments, channels, customer lifecycle, moments of truth and customer touchpoints
6.8 6.6 7.6 7.45.8
6.2 5.8 6.8 7.74.6
6.4 6.3 7.6 5.86.1
7.2 7.0 7.0 7.76.9
7.1 6.1 8.0 7.57.6
7.3 6.6 7.2 8.27.4
<7 >= 7 & <9 >=9
To what extent does your company integrate the following dimensions in
the definition and prioritization of the Customer Experience Management
Program?
25%
38%
33%
46%
42%
38%
50%
37%
54%
41%
46%
54%
25%
25%
13%
13%
13%
8%Products
Customer segments
Customer lifecycle
Channels
Moments of truth
Customer touch-points
18. 18
Main results of the study
2
A shift is required in the organisation’s DNA to better
examine the experience from the customer’s point of
view, and to use that perspective to make improvements
and manage the experience
19. 19
A shift is required in the organisation’s DNA to better examine the
experience from the customer’s point of view, and to use that
perspective to make improvements and manage the experience
Though 1 out of 2 companies have very satisfactorily implemented a VOC programme, our study
reveals that only 8% of companies efficiently use the collected customer insights to define and
enhance customer experience management
Energy 6.0
National
average
7.6
Retail banking 7.5
Telecom. 8.0
Transportation 8.6
Energy 5.6National
average
6.8
Retail banking 6.4
Telecom. 7.8
Transportation 7.6
<7 >= 7 & <9 >=9
To what extent does your company have a
formalized program in place to collect the Voice
of the Customer?
To what extent is your company using
efficiently the collected customer insights to
define and enhance the CEM program?
33%
17%
50%
33%
59%
8%
20. 20
A shift is required in the organisation’s DNA to better examine the
experience from the customer’s point of view, and to use that
perspective to make improvements and manage the experience
Several improvement opportunities remain for the respondent companies in terms of potential
sources/means to collect the Voice of the Customer
6.7 6.6 7.3 7.05.8
6.3 6.6 7.2 6.84.1
6.8 7.5 6.4 7.84.7
6.1 6.0 5.6 7.15.5
8.0 8.0 6.9 8.58.3
5.8 5.4 5.5 7.05.3
6.2 6.5 5.3 6.85.8
<7 >= 7 & <9 >=9
50%
67%
17%
63%
42%
46%
37%
38%
21%
37%
29%
42%
42%
42%
12%
12%
46%
8%
16%
12%
21%
Customer communities
/forum/social media
CRM
Customer data analysis
Users groups/advisory board
Customers' complaints
All influencers in the buying
decision process
Front line employees'
observations
To what extent does your company use the following sources / means to
collect the Voice of the Customer?
21. 21
Main results of the study
2
Companies need to engage the whole organisation and
specifically the employees to create a great experience
22. 22
Companies need to engage the whole organisation and
specifically the employees to create a great experience
The results show that some useful levers to improve customer experience are unexploited by
companies
6.3 5.8 6.4 6.86.5
7.6 7.8 8.2 7.37.1
6.8 6.4 7.4 7.26.4
7.2 6.7 7.9 7.27.4
7.1 5.9 8.0 7.77.2
<7 >= 7 & <9 >=9
37%
29%
34%
21%
50%
42%
46%
58%
54%
46%
21%
25%
8%
25%
4%Develop and implement new technologies to
improve the Customer Experience
Optimize operations and processes which
support the delivery of the best experience to
your customers
Offer a new/improved value proposition linked
to the Customer Experience Vision
Enhance the organization of the company to
become more customer-centric
Engage employees to deliver an outstanding
Customer Experience
Regarding the efforts your company is doing to deliver the best Customer
Experience, please evaluate the use of the following levers to improve
Customer Experience :
23. 23
Main results of the study
2
Understanding the customer experience economics allows
companies to build the business case for change; customer
experience directly impacts your bottom line
24. 24
Understanding the customer experience economics allows
companies to build the business case for change; customer
experience directly impacts your bottom line
Our study reveals that only 1 company out of 5 manages to appropriately understand and measure
the customer experience business case
• Only 17% of companies successfully measure the impacts of the customer experience management
programme on customer satisfaction and only 13% of companies on business performance
• Executives use the customer experience measures to make investment decisions in only 4% of companies.
7.4 6.2 7.9 8.27.6
7.5 6.3 8.0 8.18.0
7.3 6.6 7.6 8.07.6
7.0 6.2 7.3 7.27.6
6.2 5.9 6.0 6.86.1
<7 >= 7 & <9 >=9
58%
37%
29%
33%
17%
38%
50%
54%
29%
67%
4%
13%
17%
38%
17%Your company measures the performance of the
Customer Experience Management Program
Your company has developed metrics to measure the
Customer Experience Management performance
Your company measures the impacts of the
Customer Experience Management Program on the
customer satisfaction
Your company tracks the effectiveness of Customer
Experience Management actions on the business
Executives use these measures to make investment
decisions
Regarding the measure of your company's performance in the field of
Customer Experience Management, please evaluate the following statements:
26. 26
The 2013 Customer Experience Management Index (CEMI)
Based on the evaluations shared by the respondents about their company’s performance on each
dimension of the weave Customer Experience Management Framework, the CEMI gives an overall
score reflecting the general level of customer experience management maturity and performance
Customer Experience Vision
Voice of the Customer
Customer Experience
Strategy and Design
CE Implementation Levers
Customer Experience ROI
Customer Experience
Management Index
National
average
7.0
6.6
7.0
7.1
7.6
7.0
0 5 10
Retail Banking
6.2
6.7
6.4
6.5
6.7
6.5
0 5 10
Telecom
7.5
6.7
7.5
7.6
7.9
7.4
0 5 10
Transportation
8.4
7.6
7.6
7.2
8.1
7.8
0 5 10
Energy
6.1
5.5
6.5
6.9
7.5
6.5
0 5 10
<7 >= 7 & <9 >=9
27. Weave Belgium – Avenue de l’Uruguay n 3 – 1000 Brussels – Tel: +32(0)2 669 77 82
