The document discusses how measuring customer experience has evolved from basic voice of customer surveys to more holistic platforms that combine various data sources to provide insights into customer journeys, experiences, and feedback in order to identify issues, measure satisfaction improvements, and guide customer experience efforts. It also outlines how organizations can utilize these platforms to close feedback loops with customers, analyze trends, share insights across departments, and influence employee behavior to improve business performance.
Your VoC Programme is underperforming - and you know it WebinarFuturelab
The webinar to go with the whitepaper Your VoC Programme is underperforming and you know it - do something about it: https://www.linkedin.com/posts/stefankolle_your-voc-programme-is-underperforming-and-activity-6656138043298324480-t96j
Customer Experience Management ROI: A Sitecore DMS Case StudyRandy Woods
This document summarizes a case study on using customer experience management tools at the Rotman School of Management, University of Toronto. It describes how Rotman implemented tactics like A/B testing, personalization, and analytics over several campaigns from May to September. The results showed reductions in bounce rates and increases in time on site and pages per visit. For example, bounce rates decreased 23% and time on site increased 14% after implementing profile-based personalization. The document concludes by recommending engaging all stakeholders, using analytics to guide strategy, and focusing initial efforts in high traffic or impact areas.
The Global State of Customer Experience 2016CX Netowrk
We have collected the data from the over 700 responses for this report, to provide you with insights into the trends, challenges, investment priorities that will be shaping customer experience and the digital transformation of organisations. We compared the responses from our practitioner community with that of solution providers and analysts, to see where they align and where there is a marked difference.
This report includes:
1. An exclusive foreword by Forrester CMO, Victor Milligan
2. Top tips to overcome the biggest challenges facing CX leaders today
3. Insights from industry experts from Facebook, boohoo, Orange, Time Out, Euroloan Group and more
4. Advice on how organisations can keep the customer at the heart of their digital transformation
5. A look at the leaders within customer experience and what you can learn from them
This document discusses governance models for customer journey mapping efforts. It presents a maturity model with five levels of governance - from decentralized governance with no common tools or processes to a centralized customer-centric center of excellence. The rest of the document outlines key aspects of customer journey mapping (CJM) governance including defining holistic governance processes, implementing tool suites, and enabling auditability and accountability. It also discusses the scope of CJM governance in areas like organization and people, and ensuring consistent, credible data inputs and outputs.
This document discusses recommendations for improving various capabilities in customer experience. It begins with a gap analysis identifying areas where many organizations lack capabilities in technology/data management, knowledge management, quality management, performance management, training/development, workforce management, and customer analytics. For each area, it proposes solutions such as implementing Salesforce for CRM, a knowledge management tool, call recording/speech analytics, an agent scorecard, gamification, online training software, workforce management software, and integrating customer data sources. The goal is to provide a better customer experience, increase metrics like CSAT and FCR, and improve business performance.
The document discusses strategies for optimizing BPO partnerships and customer experience. It recommends moving away from traditional metrics like AHT and focusing on metrics more closely aligned with customer experience, like first contact resolution and customer satisfaction. It proposes a "pay per resolution" model that incentivizes vendors to optimize processes and resolve issues in fewer contacts to improve the customer journey. Centralized analytics are presented as important to accurately measure resolution metrics and inform process improvements across the customer experience.
Driving Growth and Profitability through Customer Experience & Process Trans...Brad Power
A Customer Experience revolution is transforming the business landscape catalyzed by redesigning the 'Process' that connects customers with their channel partners both up- and down-stream. Remarkably, Customer Experience transformation has proven to generate 30-50% revenue and profit improvement for companies, by driving revenues AND reducing expenses. Business Process professionals have a major role to play in this transformation - but new approaches, stakeholders, and technologies are needed to create breakthrough results.
Best practices for contact center performance managementJennifer Whedbee
This webinar covers the best practices for implementing a real-time contact center performance management (CCPM) solution.
- Best-of-breed contact center performance management solution functionality
- Benefits of implementing a contact center management solution
- Top reasons for investing in a real-time contact center management solution
Recorded Thursday, April 21, 2015
Your VoC Programme is underperforming - and you know it WebinarFuturelab
The webinar to go with the whitepaper Your VoC Programme is underperforming and you know it - do something about it: https://www.linkedin.com/posts/stefankolle_your-voc-programme-is-underperforming-and-activity-6656138043298324480-t96j
Customer Experience Management ROI: A Sitecore DMS Case StudyRandy Woods
This document summarizes a case study on using customer experience management tools at the Rotman School of Management, University of Toronto. It describes how Rotman implemented tactics like A/B testing, personalization, and analytics over several campaigns from May to September. The results showed reductions in bounce rates and increases in time on site and pages per visit. For example, bounce rates decreased 23% and time on site increased 14% after implementing profile-based personalization. The document concludes by recommending engaging all stakeholders, using analytics to guide strategy, and focusing initial efforts in high traffic or impact areas.
The Global State of Customer Experience 2016CX Netowrk
We have collected the data from the over 700 responses for this report, to provide you with insights into the trends, challenges, investment priorities that will be shaping customer experience and the digital transformation of organisations. We compared the responses from our practitioner community with that of solution providers and analysts, to see where they align and where there is a marked difference.
This report includes:
1. An exclusive foreword by Forrester CMO, Victor Milligan
2. Top tips to overcome the biggest challenges facing CX leaders today
3. Insights from industry experts from Facebook, boohoo, Orange, Time Out, Euroloan Group and more
4. Advice on how organisations can keep the customer at the heart of their digital transformation
5. A look at the leaders within customer experience and what you can learn from them
This document discusses governance models for customer journey mapping efforts. It presents a maturity model with five levels of governance - from decentralized governance with no common tools or processes to a centralized customer-centric center of excellence. The rest of the document outlines key aspects of customer journey mapping (CJM) governance including defining holistic governance processes, implementing tool suites, and enabling auditability and accountability. It also discusses the scope of CJM governance in areas like organization and people, and ensuring consistent, credible data inputs and outputs.
This document discusses recommendations for improving various capabilities in customer experience. It begins with a gap analysis identifying areas where many organizations lack capabilities in technology/data management, knowledge management, quality management, performance management, training/development, workforce management, and customer analytics. For each area, it proposes solutions such as implementing Salesforce for CRM, a knowledge management tool, call recording/speech analytics, an agent scorecard, gamification, online training software, workforce management software, and integrating customer data sources. The goal is to provide a better customer experience, increase metrics like CSAT and FCR, and improve business performance.
The document discusses strategies for optimizing BPO partnerships and customer experience. It recommends moving away from traditional metrics like AHT and focusing on metrics more closely aligned with customer experience, like first contact resolution and customer satisfaction. It proposes a "pay per resolution" model that incentivizes vendors to optimize processes and resolve issues in fewer contacts to improve the customer journey. Centralized analytics are presented as important to accurately measure resolution metrics and inform process improvements across the customer experience.
Driving Growth and Profitability through Customer Experience & Process Trans...Brad Power
A Customer Experience revolution is transforming the business landscape catalyzed by redesigning the 'Process' that connects customers with their channel partners both up- and down-stream. Remarkably, Customer Experience transformation has proven to generate 30-50% revenue and profit improvement for companies, by driving revenues AND reducing expenses. Business Process professionals have a major role to play in this transformation - but new approaches, stakeholders, and technologies are needed to create breakthrough results.
Best practices for contact center performance managementJennifer Whedbee
This webinar covers the best practices for implementing a real-time contact center performance management (CCPM) solution.
- Best-of-breed contact center performance management solution functionality
- Benefits of implementing a contact center management solution
- Top reasons for investing in a real-time contact center management solution
Recorded Thursday, April 21, 2015
Driving Customer Experience and Business Revenues Through Search EnginesAndrei Lopatenko
Andrei Lopatenko discussed how search engines, recommendations, and conversational interfaces can be improved to enhance customer experience and drive business revenues. Key investments include building a high-quality engineering team with diverse skills, establishing strong business relationships, developing an experimentation platform, and implementing a continuous improvement process to evaluate and update all aspects of the system. The goal is to create a science-driven culture focused on continuously measuring metrics and making data-backed improvements.
I was invited to give a talk at Eastside Incubator on how startups can incorporate customer experience management into their companies. These are the slides. You can read my blog post on this topic (http://businessoverbroadway.com/three-customer-experience-management-tips-for-startups) that are a good complement to these slides.
A Conceptual Framework for Managing Customer Experience and Analytics (using ...Lorien Pratt
The document discusses managing customer experience and analytics. It proposes a conceptual framework that takes a holistic view of the customer experience across touchpoints. It describes how data management and different types of analytics can support various aspects of customer experience management, including decisions at both the tactical and strategic level. It emphasizes that analytics must aid both manual and automated decision making, especially when past data may not predict the future. The framework incorporates decision engineering to help design decisions when data is incomplete or the situation is changing.
This document provides an overview of an Oracle customer experience strategy and design workshop. The workshop aims to teach fundamentals of CX strategy and design to catalyze customer experience transformations. It involves hands-on experience with customer journey mapping and identifying gaps to improve experiences. The workshop also discusses how improving CX can influence business metrics like revenue and customer retention. It promotes embracing opportunities to change ineffective experiences and better align brand promises with customer realities.
New Approach to Customer Experience Management CX Pilots
There are ways to lower risk, cost and speed of effectiveness in raising the Customer Experience bar in your organization. This is a focus on developing quick wins to get better #custexp outcomes in shorter time frames.
Best practices in customer experience mappingsuitecx
6-step guide to conducting a successful customer journey / customer experience mapping exercise. Over 30 years of expertise goes into this best practice guide.
Have you ever heard of building a house without a blueprint? Crazy. The same goes for updating or implementing new CRM software without a blueprint.
To see strong ROI and user adoption from your investment, you need a CRM Solution Blueprint — an action plan to drive the success of new technology.
This document summarizes a presentation by David Hicks, CEO of TribeCX, on practical approaches for improving customer experience. It discusses TribeCX's approach of using a community of CX practitioners and tools to help companies assess their CX capabilities, identify areas for improvement, and develop plans to drive effective change. The summary also outlines TribeCX's focus on customer journey mapping, metrics, and benchmarking as key CX approaches used by successful companies to diagnose issues, prioritize actions, and track progress.
This document outlines a strategic methodology for developing a voice of the customer (VOC) program. It discusses the importance of understanding customers' wants and needs through qualitative and quantitative research. A VOC program provides a complete, prioritized understanding of customers in their own words. The methodology involves gathering customer data and feedback from multiple channels, analyzing insights into frameworks, developing customer segments, and identifying strategic themes to improve the customer experience. The goal is to better understand drivers of customer satisfaction and opportunities.
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to Hire and Compensate Your Customer Success Management Team - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from BllueJeans Network, Zendesk, Demandbase, SAP
Customer Experience & Digital TransformationArke Systems
This document discusses strategies for digital transformation focused on improving the customer experience. It emphasizes the importance of aligning people, processes, technology and data and using data-driven personalized marketing approaches. Examples are provided of how organizations can personalize experiences for customers based on implicit factors like device type and explicit factors from CRM data. Case studies demonstrate how Arke has helped companies implement digital initiatives using various technologies to increase engagement, revenue and customer retention. Arke's services include audits, program management, platform selection assistance and execution of digital transformation projects.
Your VoC Programme is underperforming - do something about itFuturelab
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
Frequently asked questions about customer journey mappingsuitecx
Customer Journey Mapping is a tried and true technique to better understand your customers' experiences as the foundation for driving change and innovation.
This document contains the best of our knowledge from over 50 combined years of consulting using Customer Journey Maps with clients.
Breaking Call Center Rules: Find Time to Wow CustomersKnowlagent
Knowlagent and Ventana Research shares insights into new research about key operational metrics, including idle time. View these slides to learn which call center rules can be broken in order to provide superior customer service.
This presentation on Customer Experience Management was delivered at The Social CRM Conference in Singapore on the 21/01/2014. The event was attended by Senior Marketing Executives from around the Asia Pacific and Japan region.
Learn how you can drive your business forward with confidence by making decisions based on actionable insights gained from organizational data in real-time.
Ten Key Insights from 15 Years of Customer Journey Mappingsuitecx
A set of 20 case studies from 15 years of experience conducting Customer Journey Maps, CX and Technology Vendor Assessments, Voice of Customer and targeted Contact Strategies.
CXCUSTOMER EXPERIENCE
The document discusses customer experience (CX) and its importance for businesses. It defines CX as a customer's holistic perception of their experience with a business or brand resulting from every interaction. A good CX is achieved through listening to customers, using feedback, and reducing friction. Measuring CX through metrics like Net Promoter Score and Customer Satisfaction Score allows businesses to analyze the CX and improve areas that create negative experiences for customers. The document outlines the CX cycle customers go through and how implementing a CX strategy can positively impact each stage of a customer's journey.
The 2016 Customer Success Salary Report surveyed 1000 respondents to establish industry benchmarks for Customer Success professionals regarding compensation trends, the growth and maturity of the role, and the unique challenges and goals in our industry.
This year’s survey saw a 25% increase in the number of respondents, and includes participants from all seven continents.
Are you measuring customer experience (cx) the right way ?groupfio1
A great customer experience can be just like great art; you can’t necessarily describe it in words, but you know it when you see it. Which brings up a great story recently shared by Business and Marketing Reporter Jade Floyd. know more about the right way to measure customer experience please visit our blog here: https://www.groupfio.com/are-you-measuring-cx-the-right-way/
Your VoC Programme is underperforming - and you know itFuturelab
Your VoC Programme is underperforming - and you know it.
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
#customercentricity #cx #customerexperience #voiceofthecustomer #VoC
#NPS
Improve Service Quality Through Enterprise Feedback ManagementSpectos GmbH
How are companies improving their service quality with enterprise feedback management systems? Spectos has compiled a list of tips and hints about how to improve company performance by measuring customer satisfaction.
Driving Customer Experience and Business Revenues Through Search EnginesAndrei Lopatenko
Andrei Lopatenko discussed how search engines, recommendations, and conversational interfaces can be improved to enhance customer experience and drive business revenues. Key investments include building a high-quality engineering team with diverse skills, establishing strong business relationships, developing an experimentation platform, and implementing a continuous improvement process to evaluate and update all aspects of the system. The goal is to create a science-driven culture focused on continuously measuring metrics and making data-backed improvements.
I was invited to give a talk at Eastside Incubator on how startups can incorporate customer experience management into their companies. These are the slides. You can read my blog post on this topic (http://businessoverbroadway.com/three-customer-experience-management-tips-for-startups) that are a good complement to these slides.
A Conceptual Framework for Managing Customer Experience and Analytics (using ...Lorien Pratt
The document discusses managing customer experience and analytics. It proposes a conceptual framework that takes a holistic view of the customer experience across touchpoints. It describes how data management and different types of analytics can support various aspects of customer experience management, including decisions at both the tactical and strategic level. It emphasizes that analytics must aid both manual and automated decision making, especially when past data may not predict the future. The framework incorporates decision engineering to help design decisions when data is incomplete or the situation is changing.
This document provides an overview of an Oracle customer experience strategy and design workshop. The workshop aims to teach fundamentals of CX strategy and design to catalyze customer experience transformations. It involves hands-on experience with customer journey mapping and identifying gaps to improve experiences. The workshop also discusses how improving CX can influence business metrics like revenue and customer retention. It promotes embracing opportunities to change ineffective experiences and better align brand promises with customer realities.
New Approach to Customer Experience Management CX Pilots
There are ways to lower risk, cost and speed of effectiveness in raising the Customer Experience bar in your organization. This is a focus on developing quick wins to get better #custexp outcomes in shorter time frames.
Best practices in customer experience mappingsuitecx
6-step guide to conducting a successful customer journey / customer experience mapping exercise. Over 30 years of expertise goes into this best practice guide.
Have you ever heard of building a house without a blueprint? Crazy. The same goes for updating or implementing new CRM software without a blueprint.
To see strong ROI and user adoption from your investment, you need a CRM Solution Blueprint — an action plan to drive the success of new technology.
This document summarizes a presentation by David Hicks, CEO of TribeCX, on practical approaches for improving customer experience. It discusses TribeCX's approach of using a community of CX practitioners and tools to help companies assess their CX capabilities, identify areas for improvement, and develop plans to drive effective change. The summary also outlines TribeCX's focus on customer journey mapping, metrics, and benchmarking as key CX approaches used by successful companies to diagnose issues, prioritize actions, and track progress.
This document outlines a strategic methodology for developing a voice of the customer (VOC) program. It discusses the importance of understanding customers' wants and needs through qualitative and quantitative research. A VOC program provides a complete, prioritized understanding of customers in their own words. The methodology involves gathering customer data and feedback from multiple channels, analyzing insights into frameworks, developing customer segments, and identifying strategic themes to improve the customer experience. The goal is to better understand drivers of customer satisfaction and opportunities.
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to Hire and Compensate Your Customer Success Management Team - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from BllueJeans Network, Zendesk, Demandbase, SAP
Customer Experience & Digital TransformationArke Systems
This document discusses strategies for digital transformation focused on improving the customer experience. It emphasizes the importance of aligning people, processes, technology and data and using data-driven personalized marketing approaches. Examples are provided of how organizations can personalize experiences for customers based on implicit factors like device type and explicit factors from CRM data. Case studies demonstrate how Arke has helped companies implement digital initiatives using various technologies to increase engagement, revenue and customer retention. Arke's services include audits, program management, platform selection assistance and execution of digital transformation projects.
Your VoC Programme is underperforming - do something about itFuturelab
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
Frequently asked questions about customer journey mappingsuitecx
Customer Journey Mapping is a tried and true technique to better understand your customers' experiences as the foundation for driving change and innovation.
This document contains the best of our knowledge from over 50 combined years of consulting using Customer Journey Maps with clients.
Breaking Call Center Rules: Find Time to Wow CustomersKnowlagent
Knowlagent and Ventana Research shares insights into new research about key operational metrics, including idle time. View these slides to learn which call center rules can be broken in order to provide superior customer service.
This presentation on Customer Experience Management was delivered at The Social CRM Conference in Singapore on the 21/01/2014. The event was attended by Senior Marketing Executives from around the Asia Pacific and Japan region.
Learn how you can drive your business forward with confidence by making decisions based on actionable insights gained from organizational data in real-time.
Ten Key Insights from 15 Years of Customer Journey Mappingsuitecx
A set of 20 case studies from 15 years of experience conducting Customer Journey Maps, CX and Technology Vendor Assessments, Voice of Customer and targeted Contact Strategies.
CXCUSTOMER EXPERIENCE
The document discusses customer experience (CX) and its importance for businesses. It defines CX as a customer's holistic perception of their experience with a business or brand resulting from every interaction. A good CX is achieved through listening to customers, using feedback, and reducing friction. Measuring CX through metrics like Net Promoter Score and Customer Satisfaction Score allows businesses to analyze the CX and improve areas that create negative experiences for customers. The document outlines the CX cycle customers go through and how implementing a CX strategy can positively impact each stage of a customer's journey.
The 2016 Customer Success Salary Report surveyed 1000 respondents to establish industry benchmarks for Customer Success professionals regarding compensation trends, the growth and maturity of the role, and the unique challenges and goals in our industry.
This year’s survey saw a 25% increase in the number of respondents, and includes participants from all seven continents.
Are you measuring customer experience (cx) the right way ?groupfio1
A great customer experience can be just like great art; you can’t necessarily describe it in words, but you know it when you see it. Which brings up a great story recently shared by Business and Marketing Reporter Jade Floyd. know more about the right way to measure customer experience please visit our blog here: https://www.groupfio.com/are-you-measuring-cx-the-right-way/
Your VoC Programme is underperforming - and you know itFuturelab
Your VoC Programme is underperforming - and you know it.
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
#customercentricity #cx #customerexperience #voiceofthecustomer #VoC
#NPS
Improve Service Quality Through Enterprise Feedback ManagementSpectos GmbH
How are companies improving their service quality with enterprise feedback management systems? Spectos has compiled a list of tips and hints about how to improve company performance by measuring customer satisfaction.
This document discusses measuring customer experience metrics and their ability to demonstrate return on investment. It provides an overview of various customer experience measurement approaches such as customer satisfaction indices, net promoter score, and customer advocacy/bonding. Customer advocacy/bonding measures both rational and emotional customer attitudes toward a brand as well as downstream communication behaviors. It is seen as a contemporary approach to understand customer loyalty and business performance. Experts agree that customer advocacy has the power to boost a company's reputation through unpaid customer marketing if advocates are mobilized, listened to, and engaged.
The document provides an overview of defining success metrics using the 7 Domains framework. It discusses the 7 Domains, which are Vision, Metrics, Roadmap, Governance, Adoption, Process, and Technology. The agenda includes an overview of the 7 Domains, explaining why defining success metrics is important, discussing business goals, value drivers, metrics/KPIs, and capability mapping. It emphasizes aligning metrics with business objectives and value drivers, defining relevant KPIs to measure success, implementing KPIs with supporting data and buy-in, and optimizing KPIs through feedback.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Customer Experience is a key differentiator – globally, 81% of consumers are willing to pay more for a better experience [Capgemini]. Learn about the changing customer environment, how to go about creating a customer experience-led approach and the benefits it will bring!
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and HowVishal Kumar
This is a CEM tutorial & TCELab introduction presentation we put together for our TCELab Sales Affiliates and Partners -- explains an overview of Total Customer Experience Management, Why your customer's CEO's will love it, your opportunity, and how TCELab's products and services fit into the CEM / Big Data / Customer Loyalty Space.
A must watch for CEM enthusiast or any business professionals interesting in reducing churn.
Find video at: http://www.youtube.com/watch?v=BFPDmM4Ct1E
Or read it in our corporate blog: http://tce.io/tutecast
Video itinerary:
0:00:07 What is Customer Experience Management (CEM)?
0:02:04 Why do CEO’s care?
0:04:15 Why CEM vendor should be excited?
0:07:15 What does CEM Program looks like?
0:07:45 Design of a CEM Program: CEM Program Components
0:11:20 Design of a CEM Program: Disparate Sources of Business Data
0:14:23 Design of a CEM Program: Data Linkage (connecting data to answer different question)
0:17:17 Design of a CEM Program: Integrating your business data (mapping organization silos with survey type)
0:20:58 Design of a CEM Program: Three ways to grow business… why just NPS is not enough?
0:25:40 TCELab product plug but some cross winds of CEM gold information
0:33:10 TCELab CLAAP Platform but some cross winds of CEM gold information
0:39:00 TCELab product execution process, time-lengths & other relevant information around it (information relevant to affiliate networks)
0:43:30 TCELab product lists (information relevant to affiliate networks)
0:52:40 TCELab case study: Kashoo + lot of good information for SAAS companies CEM program
For More, please visit http://www.tcelab.com
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and HowTCELab LLC
This is a CEM tutorial & TCELab introduction presentation we put together for our TCELab Sales Affiliates and Partners -- explains an overview of Total Customer Experience Management, Why your customer's CEO's will love it, your opportunity, and how TCELab's products and services fit into the CEM / Big Data / Customer Loyalty Space.
A must watch for CEM enthusiast or any business professionals interesting in reducing churn.
Find video at: http://www.youtube.com/watch?v=BFPDmM4Ct1E
Or read it in our corporate blog: http://tce.io/tutecast
Video itinerary:
0:00:07 What is Customer Experience Management (CEM)?
0:02:04 Why do CEO’s care?
0:04:15 Why CEM vendor should be excited?
0:07:15 What does CEM Program looks like?
0:07:45 Design of a CEM Program: CEM Program Components
0:11:20 Design of a CEM Program: Disparate Sources of Business Data
0:14:23 Design of a CEM Program: Data Linkage (connecting data to answer different question)
0:17:17 Design of a CEM Program: Integrating your business data (mapping organization silos with survey type)
0:20:58 Design of a CEM Program: Three ways to grow business… why just NPS is not enough?
0:25:40 TCELab product plug but some cross winds of CEM gold information
0:33:10 TCELab CLAAP Platform but some cross winds of CEM gold information
0:39:00 TCELab product execution process, time-lengths & other relevant information around it (information relevant to affiliate networks)
0:43:30 TCELab product lists (information relevant to affiliate networks)
0:52:40 TCELab case study: Kashoo + lot of good information for SAAS companies CEM program
For More, please visit http://www.tcelab.com
Secrets to Revolutionizing Enterprise Sales Growth with End-to-End RevOps wit...saastr
We are amidst the emergence of a new enterprise buyer era, where customers have the power and are engaging in more places than ever before. Companies need to reassess their business models, which requires best-in-breed solutions to drive adoption and accelerate growth. This is an age where the first vendor to respond to the customer wins. It’s a world where Gartner predicts that 75% of the highest growth companies will need to deploy revenue operations by 2025.
In this session, Calendly Chief Revenue Officer Kate Ahlering will advocate for embracing an accelerated sales strategy to support faster company growth and what this looks like. She will share insights into the end-to-end enterprise sales processes, playbooks, and tools to lead competitive revenue operations in the new world of work.
[DSC MENA 24] Ahmed_Refaay_- Where to Start Your Data Analytics Journey.pptxDataScienceConferenc1
The world of data analytics is booming, offering exciting opportunities to those who can unlock the power of information. This talk will equip you with a roadmap to kickstart your data analytics journey. We'll explore three key areas to empower your beginning: Business Acumen: Gaining a business understanding is crucial. We'll discuss how to translate business problems into data-driven solutions, ensuring your analysis is relevant and impactful. Six Sigma Foundations: This problem-solving methodology can be a valuable asset. We'll delve into the basic principles of Six Sigma and how they can improve your data analysis approach, leading to more efficient and accurate insights. Data Analytics Fundamentals: We'll introduce essential data analysis concepts like data wrangling, visualization, and basic statistics. Understanding these fundamentals will equip you to handle and interpret data effectively. By combining business acumen, Six Sigma principles, and foundational data analysis skills, you'll be well-positioned to embark on a rewarding data analytics journey. This talk will provide a clear starting point and ignite your curiosity to explore this dynamic field further. at the end we shall share some business cases from our success stories.
This document provides an overview of performance measurement and discusses key concepts. It covers:
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- Indicators should be developed based on goals and track critical success factors over time. Both lagging and leading indicators are needed.
- Indicators can characterize internal vs. external performance and process vs. outcome measures. A balanced set is ideal.
- Performance measurement maturity evolves from basic budget and cost tracking to continuous learning and improvement culture.
The document discusses the importance of the voice of the customer (VOC) practice for businesses. It defines VOC as focusing on collecting customer data through questions and feedback to understand expectations and improve products and services. Developing a strong VOC program requires time, employee commitment, and focusing on customer experience, satisfaction, and loyalty. The document provides tips for developing a VOC program, including designating leaders, setting goals, engaging customers, and measuring business metrics.
The document provides an overview of using the voice of the customer (VOC) to develop a customer-centric organization. It discusses key aspects of an effective VOC program including capturing customer feedback through various techniques, analyzing trends and drivers of satisfaction, and taking action and monitoring impact.
Examples are provided of how VOC can be used, including a telecom company that addressed billing complaints by inviting employee feedback on customer problems and taking corrective actions like advisory notices and rate changes to build trust. Harnessing customer and employee feedback through various touchpoints and recognizing contributions are emphasized as ways to continuously improve through VOC insights.
The document discusses the rise of customer success operations (CS Ops) teams at companies. It provides examples of how CS Ops teams can design processes to manage the customer lifecycle and identify customer risks. This involves coordinating cross-functional teams and technologies to improve renewal rates, upsell metrics, and other customer success metrics. The role of CS Ops is seen as analogous to sales operations and is expanding as companies scale their customer success teams.
Total Customer Experience Management Overview #TCE #CEM -- The Why, What and...Stephen King
This is a presentation we put together for our TCELab Sales Affiliates and Partners -- explains an overview of Total Customer Experience Management, Why your customer's CEO's will love it, your opportunity, and how TCELab's products and services fit into the CEM / Big Data / Customer Loyalty Space
Empowering retention strategiesin the age of the customer
This white paper addresses:
– Why measurement programs need to change
– Six proven steps for a successful measurement program
– Using customer intelligence to predict and drive change
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To differentiate customer experience, do something your competitors aren't doing in customer experience management. Re-examine how you're listening to customers, viewing customers' expectations, and focusing your employees and business rituals on customers. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
The document discusses the importance of measuring customer experience through various metrics in order to improve customer satisfaction and loyalty. It explains that only 11% of marketers' decisions are currently based on data, despite customers now controlling information flow. The document outlines three key reasons for measurement: return on investment, optimizing key performance indicators, and gaining strategic insights. It then provides a framework for implementing a measurement process through defining objectives, metrics, analytics, and continuous improvement. The impacts of effective measurement include becoming more customer-centric, leveraging big data and technologies like gamification to enhance engagement.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
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- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
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2. Voice of customer (VOC) platforms used to be thought of as systems that sent surveys to collect
feedback about customer satisfaction so that the data could be exported and distributed across an
organisation. As the sophistication for customer experience has grown, so has VOC. Today, these
platforms have become tools to combine customer feedback with other indirect, unstructured and
inferred data so as to view customer journeys, understand customer experiences, employee
experiences, identify and resolve issues, measure improvement in satisfaction, loyalty, brand advocacy
and business performance.
Surveys have become table stakes, VOC platforms have become much more holistic in order to
differentiate themselves, including:
• Absorbing and analysing data from other systems, such as CRM, call center, social media
and web analytics platforms.
• Providing ways to close the loop with customers using alerts and workflow management.
• Analysing unstructured data, not merely text answers to open-ended survey questions, but
emails, social media and voice calls.
• Sharing the customer stories across the organisation with interactive and individual
dashboards for employees, managers, functions and leaders.
• Integrating and capturing the voice of the employee (VOE).
• Using predictive analyse to influence the future not just measure the past
• Offering powerful analysis to identify trends and discover insights to guide CX efforts and
investments.
The opportunity, however, is for organisations to make the most of this cacophony of data and utilise
the insight to influence behaviour and bring the VOC out from the technology and into the head,
hearts and hands of the people
Measuring the Customer Experience
3. PROCESS/TECHNOLOG
Y
CUSTOMER
EXPERIENCE
CUSTOMER
BEHAVIOUR
PEOPLE
BUSINESS RESULTS
PRODUCTS/SERVICES
PURPOSE
• Employee NPS
• Team engagement
• Team turnover
• Product performance
• Service standards
• Digital transformation
• Process improvement
• Performance at
hallmark moments
• Delivery of the
customer promise
• Repeat
purchase/retention
• Customer
recommendation
• NPS
• revenue
• Profit
• efficiencies
• brand
perception
• Brand
consideration
We think about the CX scorecard as a holistic way to link the leading indicators to the
business performance. The scorecard is not static so a dynamic real time view in a
VOC platform is required to effectively manage the customer experience
Customer Experience Scorecard
4. The purpose of your VOC program is not to chase numbers and metrics.
The metric is not your target the purpose is to positively impact on
customer behaviour in terms of loyalty and advocacy. It is easy to get this
mixed up, especially in most organisation who are primarily focused on
output metrics.
If we take NPS as an example the metric itself is good to know and try to
improve. But the economic impact is not driven by the score, it is driven by
by the behaviour of the customers. The individual buckets of Detractors,
Passives and Promoters better represent this behaviour than the score
If we take an NPS of 30 this can be made up in many different ways
between the number of Detractors, Passives and Promoters. The positive
economic impact, however, is much greater from Promoters than it is
negatively impacted by Detractors. For the greatest economic impact we
are better served focusing on creating more Promoters, than on reducing
detractors. So an active program of promoter management is important.
This includes resolving customer issues because in many organisations
some of the best Promoters are those that have been impressed by how
issues have been resolved
Its not numbers we are chasing
FY15 FY16 FY17 FY18 FY19 FY20 FY21
NPS Growth
%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1 2 3 4 5 6 7 8 9 10
Loyal Customers Satisfaction Ratings
Repurchase intention
5. Each department/function has different objectives/requirements
Executive
• Demonstrate the link to commercial performance
• Help bring the customer to the four front and share the
story
• Create operational efficiency
• Improve business performance
Front line teams
• Real time action – close the loop
• Know how well they are performing for CX
• Bring the customer front and centre
Senior Management
• Demonstrate the link to commercial performance
• Help bring the customer to the four front and share the
story
• Create operational efficiency
• Benchmark performance
• Simplify processes and reporting
Head office
• Bring the customer story alive for people who don’t
normally see the customer
HR
• Show the link employee experience to CX
• Reward & recognition on delivery of the CX and EX
CX team
• Continuous learning
• Root cause analysis to solve issues
• Help bring the customer to the four front and share the
story
• Create operational efficiency
• Analyse the huge amounts of unstructured open comments
and turn them insight and action
• Self serve tool – rather than using consultants and analysts
• Ability to see performance across the customer journey
• Ability to drive ongoing innovation and design
• Ability to measure the impact of their strategy
• Capability to predict customer behaviour
Customer Service
• Real time action – close the loop
• Root cause analysis
• Ability to respond fast
Like any multi-stakeholder project collecting and manging these expectations is difficult. As long as your VOC platform is
scalable to your needs we recommend taking a more agile approach - start small and evolve as you go. The speed to set up
and get value out of VOC platforms is weeks not months so get going and show value early
6. There are different levels of VOC program
a
• Low Cost
• Low frequency NPS/relationship data
• Manual analysis BASIC SURVEYS
OPERATIONAL VOC PROGRAM
TRANSFORMATIONAL VOC
• Multiple touchpoints, periodic NPS
• Non-integrated data
• Manual analysis
• Continuous, real-time data
• Complete customer journey view
• Robust, effective closed loop
• Dashboards for different business units,
functions and levels
• Broadening employee engagement
• In built automated analysis
• Predictive analytics
• Integrated operational data hub
• All-employee engagement
KEY FEATURES LEVEL
ENHANCED SURVEYS
7. VOC program maturity model
BUSINESS BENEFITS
Quick Wins Improve Retention & Repurchase Reduce Cost to Serve
Price Premiums
Lower Acquisition Costs
ENGAGE THE
ORGANISATION
► Stakeholder alignment
► Connect employees to the customer
journey
► Closed loop processes
► Baseline performance
IMPROVE THE EXPERIENCE
► Prioritized investments based on
drivers
► Net Promoter economics
► Monitor trends against baseline
► Enterprise expansion
MARKET LEADERSHIP
► Business integration
► Customer centric decisions
► Operational efficiencies
► Focused acquisition
Its not the technology itself that moves you up the maturity ladder, it’s how you use
the insight to impact on behaviour within your organisation
8. Need to create actionable insights for different groups
► Closed loop workflow
► Individual feedback
► Positive comment streaming
Goal
Increase Retention
FRONTLINE
► Loyalty drivers
► Staff performance
► Experience gaps
Goal
Improve Experiences
MANAGEMENT
► NPS by function
► Trend analysis
► Financial linkage
Goal
Profitable Growth
EXECUTIVE
9. The double feedback loop
Many organisation now have a closed loop for dealing with negative
comments within their VOC system. This allows them to quickly respond
and solve negative comments. Couple this with route cause analysis and
you have a powerful process for identifying and fixing customer issues for
good.
But as we stated earlier improving your customer experience is not just
about decreasing the number of Detractors. The bigger economic impact
is on creating and keeping Promoters.
If a promoter has provided feedback the least we can do is acknowledge it
and thank them as common courtesy. We suggest going further and
actually having a second feedback loop for Promoter management. With
this you contact your promoters to listen to them and take on what they
are saying to recognise their importance and as a way of continuous
improvement
10. You need action loops for continuous improvement
FRONTLINE
► Service recovery
► Promoter Management
► Root cause analysis
► Develop relationships
OPERATIONAL
Closed Loop (1:1)
LEADERS
► Operational
improvements
► Team performance
► Account planning
ACTION
PLANNING
(1:many)
EXECUTIVES
► Investment decisions
► Employee recognition
► Communication
RESOURCE
PRIORITIZATION
Learning Priorities
Communication
Customers
Employees
Governance
Mobilise Promoters
11. Engaging employees
A distinctive customer experience is delivered by your people and the
employee experience. A holistic customer experience dashboard should
therefore, be able to capture and integrate the voice of the employee
(VOE) as a core function.
Bringing together the VOC and the VOE provides managers and leaders
with powerful ongoing insight into the drivers and output of the experience.
It is critical to design from the outset to show how improving the employee
NPS, correlates to improving the customer NPS. For people managers
and HR departments this insight is a powerful call to continually improve
the employee experience and the customer experience
12. Creating efficiencies
As VOC programs have matured and advanced beyond simple survey
and dashboard tools the benefits have increased. One of the more
overlooked benefits is creating operational efficiencies and cost savings.
For example:
• Most organisations have lots of unstructured data that either sits doing
nothing or is a significant expense to analyse. The leading VOC
platforms have inbuilt text analytics creating real-time insight and
saving additional time and costs
• Someone in the organisation undoubtedly spends a significant amount
of time pulling together the CX reports together and carrying out
manual analysis. Automate this with real time data distributed
throughout the organisation and you save hours of time that can be
used for more value adding work
13. The future
The world is getting survey fatigue as every brand and business wants to
know if you would recommend them. Survey response rates are low and
likely to get lower so having ways of understanding what customers who
do not fill surveys in are thinking, feeling and doing will become more
important. This will mean using data from digital, CRM, contact centres
and across the business to create a ‘synthetic NPS’ that does not rely on
surveys and can be applied to the entire customer base to predict
behaviour.
While NPS and the field of customer experience is over a dozen years old, and is enjoying wide adoption, only a small number of companies have advanced their use of it beyond the first few basic stages.
As we’ve seen, one of the greatest attributes of CEM is its ability to quickly provide value and distribute it evenly throughout the organization.
But that requires a minimum level of maturity that most companies simply aren’t achieving.
Our experience and data tell us that a CEM program can’t really make a significant impact until it reaches the Operational Stage.
If you’re stuck at one of the first two stages, you know the limitations of just collecting survey data occasionally or even doing it more frequently but not in any integrated or coordinated fashion.
I assume that is one of the reasons I’m here today.
The goal of any CEM implementation should be to get you to that operational level.
It’s here where CEM really gets interesting and valuable.
Only at the operational level can you decentralize the data and put it into the hands of the people who need it -- in a form they can understand and immediately act on.
The closer you get to this level and beyond, the greater the impact you’ll make on the customer experience and its bottom line benefits.
5:34
Key points are the type of data you need to inform actions. This includes:
Driver analysis
Unstructured data
Data Segmentations
Data restrictions
Operational linkage – data diversity
Financial linkage