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WHY CX MEASUREMENT IS SCALING THE MARKETING VALUE CHAIN
TUNE IN OR LOSE OUT
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TODAY’S PRESENTERS
Chris Dann
[email protected] Director, Customer Experience Southeast Asia, North Asia and Pacific Nielsen
Chris Randall
[email protected] Vice President, Client Services ResponseTek
WHY CX MEASUREMENT IS SCALING THE MARKETING VALUE CHAIN
TUNE IN OR LOSE OUT
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EVOLUTION OF CUSTOMER EXPERIENCE (CX)
FUTURE 1980s 1990s Customer
Satisfaction Customer Loyalty
On-Brand Strategy
TODAY Customer
Experience/Relationships
Differentiate on
service quality
and experience
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CREATE AND COMMUNICATE CLEAR BRAND VALUES/PROMISES
• Relevant
• Differentiated
• Sustainable
DELIVER THE BRAND VALUES/PROMISES AT EVERY TOUCH POINT
• Effectively
• Efficiently
HIGH BRAND EQUITY,
HIGH LOYALTY BEHAVIOURS,
HIGH DIFFERENTIATION
BEING ON-BRAND IS A SIMPLE FORMULA
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COMMON MISTAKE: EITHER PROMISE OR DELIVERY
BRAND PROMISE SERVICE DELIVERY BRAND EQUITY
ACQUISITION
RETENTION
AWARENESS SEARCH AND CONSIDERATION
“I have heard about this brand.”
“I need to understand it better.”
“This brand fits my needs and requirements.”
SATISFACTION
“I am very happy with my experiences with this brand.”
“It has delivered on its promises.”
The experience compares well with other brands.”
PURCHASE
“This is the brand that compares well with other
brands. I will buy it.”
“I am willing to pay more for this brand.”
“This is the one brand I would recommend.”
“I prefer this brand over all other brands.”
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TWO GREAT EXAMPLES
THE SOUTHWEST AIRLINES STORY THE DISNEY STORY
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ON-BRAND STRATEGY KEY TO DIFFERENTIATION
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Average market share (percentage)
Base: 24 brands across 6 countries #Results are indicative
SEIZE LION’S SHARE OF MARKET WITH HIGH BRAND EQUITY AND STRONG CX DELIVERY
HIGH EQUITY
MEDIUM SATISFACTION
HIGH EQUITY
HIGH SATISFACTION
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40 42
HIGH EQUITY
LOW SATISFACTION
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SCORE EVEN HIGHER ON LOYALTY
Continue to use
Recommend
Rarely think about
leaving current
provider
Take a lot to leave
current provider
HIGH CX, HIGH BRAND LOW CX, LOW BRAND
51%
9%
34%
30%
95%
62%
82%
81%
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DELIVER BRAND PROMISE, NOT JUST OPERATIONAL EFFECTIVENESS
After a decade of impressive gains in operational effectiveness,
many companies are facing diminishing returns. Continuous
improvements has been etched on managers brains. But its tools
unwittingly draw companies toward imitation and homogeneity.
Gradually, managers have let operational effectiveness supplant
strategy. The result is zero sum competition, static or declining
prices, and pressures on cost that compromise companies ability
to invest in the business for the long term.
Michael E. Porter
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HOW IS SERVICE VIEWED IN YOUR ORGANISATION?
Source: Branded Customer Service by Janelle Barlow and Paul Stewart
Not necessary and as a transaction
COST
Required because competition is
offering it; a cost and not as
an investment
NECESSITY
Strategic measure to develop business
COMPETITIVE
ADVANTAGE
Vital aspect of the organisation and
the brand in action
EXPRESSION OF
THE BRAND
COST OR STRATEGIC TOOL?
Customer service as a…..
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A: COST
B: NECESSITY
D: EXPRESSION OF THE BRAND
C: COMPETITIVE ADVANTAGE
POLL 1: WHICH CUSTOMER SERVICE SEGMENT WOULD YOU PLACE YOUR ORGANISATION IN?
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Measuring and monitoring Brand Equity has become mandatory for organizations as the position of the brand in the market drives business.
EXPERIENCE
INDEX
BRAND EXPERIENCE ADVISOR
BRAND
EQUITY
STRONG BUSINESS
OUTCOMES
Brand Strength
Associations
Associations
Associations Associations
BRAND EQUITY DRIVERS
1 Today’s more evolved view is that in order to build BE, the monitoring must go beyond measuring Brand Equity to include assessing the ability of the brand to consistently deliver Brand promise across all touch points.
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EXPERIENCES IMPACT EQUITY
3
Conventional Brand Equity monitoring approaches measure the ‘what’ but not the ‘why’. The new approach measures Experience aligned to brand Promise and helps diagnose the ‘Why’ as well as ‘Way Forward’
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Delivery &
Installation
Website &/or
Mobile
Sales
Call Center
Billing
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TACTICAL MEASUREMENT LIVING THE BRAND PROMISE AT THE FRONTLINE
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NETWORK ACTIVATION BILLING/
RECHARGE CALL
CENTRE STORE VAS WEBSITE
ALWAYS AVAILABLE
CONVENIENCE
FRIENDLY STAFF
FUN
INTERNALISING BRAND INTO DELIVERY
Value Delivery Channels Moments of Truth
V
alu
e B
en
efit
s/ P
rom
ises
PERFORMANCE OF A FACTOR COULD BE THE AGGREGATE OF ALL THE ATTRIBUTES UNDER THAT FACTOR (THE COLUMN AVERAGE)
PERFORMANCE OF A BENEFIT COULD BE THE AGGREGATE OF ALL THE ATTRIBUTES UNDER THAT BENEFIT(THE ROW AVERAGE)
The Promise-Delivery Matrix
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AVAILABILITY, CONVENIENCE, FRIENDLY STAFF
FUN
BRAND PROMISE
DELIVER VALUE EFFICIENTLY
AND EFFECTIVELY TO CUSTOMERS WHO CALL INTO THE CALL CENTRE
BRAND DELIVERY
INTERNALISING BRAND INTO DELIVERY Alignment at Call Centre – An Illustration
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SERVICE RECOVERY THE UNSUNG HERO
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CHERISH THAT SECOND CHANCE TO DO IT RIGHT Case study with a bank
Had problems and complained
Problems resolved to customer’s satisfaction
Had problems but did not
complain
Had problems and complained
Problems not resolved
+
+
RSI, EI, CBI levels GLOBAL AVERAGE
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CAPITALISE ON POSITIVE RIPPLE EFFECT
CUSTOMERS WHO HAVE • their problem resolved • had a satisfactory
resolution
Speak positively about your brand
Recommend your brand
Spend more
Report ‘delightful’ experiences
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THE NEED FOR OMNI-CHANNEL AND REAL-TIME LISTENING
More Players
More Global
More Connected
Loyalty
Omni-channel listening
Differentiate
More complexity, less boundaries
Stronger business case for CX
MARKETPLACE
SERVICE PROVIDERS
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INTRODUCING THE NIELSEN LISTENING PLATFORM
Temkin Customer Experience Vendor Excellence Award (CxVE)
2015
Loyalty 360’s CX – 360 Degree Gold Award for Best CEM Program
2015 - ANZ
UK Customer Experience Award 2015 - MBNA
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COVERING YOUR MULTIPLE SERVICE CHANNELS A Financial Services example
LINE OF BUSINESS
INSURANCE CREDIT CARDS MORTGAGE RETAIL
CHANNEL
CONTACT CENTRE
SELF-SERVE E-SERVE FACE-TO-FACE
TOUCH POINT SURVEY EXAMPLES
AWARENESS APPLICATION APPROVAL
AND ONBOARDING
TRANSACTION SUPPORT AND HELP
RENEW/ CANCEL
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LISTEN
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LEARN
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ACT
CUSTOMER INSIGHTS
PROMOTERS DETRACTORS
DRIVE REFERRALS
DRIVE SERVICE RECOVERY
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HERE’S HOW
Interaction
Sarah goes to a retail location to upgrade her mobile phone as it’s no longer meeting her needs. Lauren is the sales representative that helps Sarah with her questions and purchase.
Dissatisfied Receives Survey
A personal telecom experience
Sarah upgrades her phone, but leaves the store confused by Lauren’s answers.
Immediately after leaving the store, Sarah receives a personalised SMS survey asking about her handset purchase and the service that Lauren provided.
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4
Sarah provides negative feedback and leaves a comment expressing her dissatisfaction, indicating that she will tell her friends not to buy phones from that store.
Lauren’s manager receives an alert immediately after Sarah’s feedback is submitted. An action is assigned for him to review her survey response and follow up.
5 6
The manager calls Lauren and apologizes for her poor experience and responds to her unanswered questions.
Interaction Alert Received Contacts Customers
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Customer Satisfied
Sarah really appreciates the call back and is left feeling better about her experience.
Positive Feedback
Her satisfaction score improves on the triggered follow-up survey.
Based on her positive experience, Sarah makes a recommendation to her family and friends.
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Recommends
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REAL-TIME FEEDBACK BRINGS SEVERAL BENEFITS TO YOUR CEM STRATEGY...
Performance scorecards enable
targeted training & coaching
IMPROVED FRONTLINE
PERFORMANCE
Ongoing tracking of key moments of truth
across all channels
CONTINUOUS PROCESS
IMPROVEMENT &
MEASUREMENT
Listen to and address your customer’s
feedback in a timely manner
INCREASED
SATISFACTION AND
ADVOCACY
Timely insights with real-time customer
feedback
TRANSACTIONAL LEVEL
ON-BRAND CX
DELIVERY FEEDBACK
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BE STRATEGIC ABOUT WHERE YOU LISTEN
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WHICH MOMENTS OF TRUTH TO MEASURE?
HIGH
TOUCH
HIGHLY
COMPETITIVE
HIGH
USAGE
HIGH
IMPACT
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UNDERSTANDING THE ‘MACRO’ JOURNEY What and Where
Call Centre
Corp Retail
Dealer Retail
Online
E-Care / Chat
Credit Ops
IVR Self Serve
Technician
B2B/F2F Sales
Relationship
Attract
Buy
Install
Use
Support
Billing
Move
Add
Credit
Retention
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UNDERSTANDING THE ‘MACRO’ JOURNEY What and Where
Call Centre
Corp Retail
Dealer Retail
Online
E-Care / Chat
Credit Ops
IVR Self Serve
Technician
B2B/F2F Sales
Relationship
Attract
Buy
Install
Use
Support
Billing
Move
Add
Credit
Retention
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UNDERSTANDING THE ‘MACRO’ JOURNEY What and Where
Call Centre
Corp Retail
Dealer Retail
Online
E-Care / Chat
Credit Ops
IVR Self Serve
Technician
B2B/F2F Sales
Relationship
Attract
Buy
Install
Use
Support
Billing
Move
Add
Credit
Retention
= Not being measured = Positive experience = Negative experience
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BRINGING IT ALL TOGETHER
Make a clear promise to your customer
Deliver promises at every touch point – effectively, consistently and efficiently
Need for on-going measurement – real-time, across key service channels
Take a strategic approach to deciding where to listen
ON-BRAND PROMISE = STRONGER BRAND EQUITY = LOYALTY & PROFITS
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QUESTIONS?
