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QuestionPro TribeCX Webinar - Introduction to Customer Experience Part 1: CX Metrics

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Introduction to Customer Experience Metrics: Which Metrics Should I Use?

Deciding where to start when measuring Customer Experience can be overwhelming, even for those with years of experience. The first place to start is measuring your key CX metrics through collected feedback. But when it comes to a qualitative concept like CX, how exactly do you measure it? What kinds of metrics should be used?

In Part One of the webinar, David Hicks, CEO of TribeCX will share some common metrics that companies with successful CX programs use to evaluate and measure their customer experience.
You'll learn about:

• CX metrics such as Net Promoter Score (NPS) and Customer Effort Score (CES)

• Choosing the most appropriate and valuable metrics, based on your customers and organization

• Best Practices for measuring and managing your CX metrics

Published in: Education
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QuestionPro TribeCX Webinar - Introduction to Customer Experience Part 1: CX Metrics

  1. 1. © TribeCX Ltd 2017 Using Customer and Employee metrics to drive a step change in Customer Experience David Hicks CEO TribeCX Ltd QuestionPro, July 2017
  2. 2. Founders : Globally recognised leading CX Practitioners Best practice CX calibration & capability development CX toolkit & remote support Practitioner led : outcome focused Calibrate your CX @ www.TribeCX.com For a copy of slides – email Help@Tribecx.com TribeCX: Brief Intro
  3. 3. Overview: Customer Experience - Definition Customer experience is “a blend of a company’s rational performance and the emotions evoked in all the interactions with the customer, across all touch points”
  4. 4. Consistently great experiences don’t happen by chance. They are the outcome of deliberately designed customer journeys. The challenge is to get the entire business aligned behind a purposely designed experience that is persistently and consistently delivered Customer Experience - Definition
  5. 5. Purposefully designed end to end Customer Experience drives improvements in: business efficiency & customer effectiveness Customer Experience Leaders Outperform Watermark defines Customer Experience Leaders and Laggards as the top ten and bottom ten rated public companies in Forrester Research 2007 – 2016 Customer Experience Index studies. Comparison is based on performance of equally – weighted, annually adjusted stock portfolios of Customer Experience Leaders and Laggards relative to the S&P 500 index. Customer Experience Leaders 45.1% Customer Experience Laggards -38.7% S&P 500 Index 16.2% © TribeCX Ltd 2017
  6. 6. Fix Standardise Embed Time Customerexperiencequality Tactical actions are not enough: It ALL needs to work Functionally driven tactical Experience improvements will only get you a limited way Concerted cross business effort to purposefully design Experience and align the organization to deliver it Optimise Develop core CX capabilities Source: Bain & Forrester 2016 © TribeCX Ltd 2017
  7. 7. 7 Just start…it’s a journey! Strategy/Vision Tactics/Design Ethos/Culture Learning/Feedback © TribeCX Ltd 2017
  8. 8. The CX approaches used by successful companies: Metrics Mapping Benchmarking © TribeCX Ltd 2017
  9. 9. Like to read more …? REPRINT H03D2O PUBLISHED ON HBR.ORG DECEMBER 28, 2016 ARTICLE CUSTOMERS The Most Common Reasons Customer Experience Programs Fail by Ryan Smith and Luke Williams Join TribeCX Linked in group © TribeCX Ltd 2017
  10. 10. The CX approaches used by successful companies: Metrics Mapping Benchmarking © TribeCX Ltd 2017
  11. 11. 11 Customer Metrics: An “outside in” view of your organization © TribeCX Ltd 2017
  12. 12. But, measuring alone is not enough © TribeCX Ltd 2017
  13. 13. Net Promoter Score (NPS) Net Promoters = % promoters - % detractors 2 vital questions : 1. Would you recommend? 2. Why? © TribeCX Ltd 2017
  14. 14. Customer Effort Score • Stronger link to business performance • Less “cultural” bias • Same mechanics • (Same risks!) © TribeCX Ltd 2017
  15. 15. The CX approaches used by successful companies: Metrics Mapping Benchmarking © TribeCX Ltd 2016 © TribeCX Ltd 2017
  16. 16. © TribeCX Ltd 2017 www.tribecx.com CLIENT’S NAME AREAS DIMENSIONS THE TRIBECX ENGAGEMENT MODEL D efin e vision Createstrategy A lign organisation V ISION D ESIGNCU LTURELEA RNING TH E TRIBECXENGAGEMENTMODEL TribeCX’s model explores four areas of the customer experience eco-system where Vision, Design, Culture and Learning are harmoniously aligned to deliver best-in-class experiences. You can’t do one without the other.This personalised report illustrates where your organisation sits against these areas, and where you compare with other organisations (benchmarks). Vision: direction and purpose – ‘why we do things’. It aligns customer experience strategy across the organisation, both internally and externally. Design: answers the question ‘what we do’. It directs the activities of customer experience implementation and delivers efficiency in execution. Culture: defines ‘how we do things’. It creates the right mindset and behaviours to deliver on authentic experiences. Learning: sharing ideas for continued improvement. It ensures organisations continuously better themselves. Focusgrowth D esignexperience Enablechange Inspiremindset Rew ardbehaviour Energise Engageandsense Connectthedots Ignitegrowth BENCHMARK ASSESSMENT REPORT August, 2015 Important to Client Client Benchmark 100 50 0 100 50 0 40% CLIENT’S NAME ATTRIBUTES Client PERFORMANCE ASSESSMENT REPORT August, 2015 Understands that customer advocacy, effortless CX and retention drivesustainablegrow th&profit a bility Clearlydefin e s aservicepromi seand CX principles to foster a sense of belonging and shared purpose Aligns CX with brand promise, marketing & sales strategies and company values Refle c ts and articulates the DNA ofthe organisation in simple customer and employee terms Has a comprehensive CX strategy outlining vision, mission, goals and roadmap Co-creates CX design standards and processes with customers, employees and service partners Constantly communicates on the importance of CX, using metaphors and visualisations Has a Senior Leadership Executive appointed that ensures CX-motivated decisions are always taken Does not see CX as a function but as a competence embraced across the organisation Understands what is valued by customers and what is valuable to the organisation Constantly reassesses activities and resources based on CX ROI and success metrics Targets mostprofit a blecus tomers,based on demographics /value/life-stage/futureprofita bility Knows what makes or breaks the brand promise at each touch-point Delivers consistent brand experience treatments across all service channels Knows which customer journey touch-points and which customer personas to focus on Supports data roll-up and unique customer ID at enterprise level through platforms and technology Gives front-lines access to tools providing customer- centricinsights (profil i ng,value,behaviours,etc.) Enables highly personalised, multi-channel, social & mobile approach through technology Encourages employees to sense and understand observed, anecdotal and transactional information Uses self-audit, mystery shoppers and social media to gather collated feedback and insights. Sees measurement as part of the organisation's DNA and continuously measures key touch-points (CES, CSaT, NPS, etc.) Integrates multiple insights (needs, attitudes, advocacy, market share, benchmarking) into a coherent picture Involves employees across multiple touch-points in product and service co-development Actively promotes service design thinking to co-create and test solutions in response to customer and employee issues Challenges employees to embrace change, initiate debate and continuously improve Systematically ensures customers are represented at the table through VOC insights (complaints, compliments, etc.) Selects employees forattitudeandculture-fitand trains them with skills Ensures leaders inspire, mentor and coach employees to deliver the right CX-centric behaviours Gets employees to connect CX values to both their professional and personal developments Leads by example and creates a show me, don’t tell me culture across the entire organisation Cares for employees and ensures leaders value and celebrate employees positive CX-centric behaviours and competencies Bases employee reward and recognition on customer feedback, advocacy and organisational performance Gets employees to take ownership of issues and to see things through to resolution Encourages cross-functional collaboration and makes it part of the organisation's formal performance management system Increases employees awareness and management of their energy levels (physical, mental, emotional, spiritual) Focus growth Design experien ce Enable change Inspire mindset Rewardbehaviour Energise Engage andsense Connect thedots Ignite grow th Defin e vision Create strategy A lign organis ation Never 0 1 3 6 Sometimes Almost Fully Never 0 1 3 6 Sometimes Almost Fully Fosters employee empathy and advocacy to get them to engage customers in a more personal and value-driven manner
  17. 17. It only works when it all works! We can help: Best practice CX calibration & capability development CX toolkit & remote support Practitioner led : outcome focused Calibrate your CX @ www.TribeCX.com For a copy of slides – email Help@Tribecx.com
  18. 18. … if this is useful, calibrate your CX @ www.TribeCX.com David Hicks Tel: +1 347 227 5182 David.Hicks@tribecx.com Vivek Bhaskaran Vivek.bhaskaran@questionpro.com Find us at www.tribecx.com Follow us on Twitter @TribeCX Like us on Facebook @ Tribecx London Office HQ Suite 1307, 601 International House, 223 Regent Street, London, W1B 2QD, England T: +44 7940 344924 Dubai Office Suite 313, Building 10, Dubai Media City, Dubai, UAE T: +971 4 390 1997 New York Office Suite 14D, 171 East 84th St New York, NY 10028 USA T: +1 347 227 5182

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