White Paper - Effectively Managing your Customers Experiences through EF.._.pdf

8/11/2019 White Paper - Effectively Managing your Customers Experiences through EF.._.pdf

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breakfast habits change as they grow

older. Take hot cereal as an example,

there is a clear relationship between age

and consumption incidence:

15-24 years old: 37%

25-34 years old: 45% 35-49 years old: 53%


[insert chart?]

The percentage of those aged 50-64

consuming hot cereal for breakfast is

1.7 times that of the younger generation

(aged 15-24)! The greatness of hot

cereal is not to be denied and muchappreciated by the older clan. As one

becomes older, a lower cholesterol diet

is preferred for health and well-being,

making hot cereal the ideal choice over

others.

YOU ARE WHAT YOU EAT

The younger generations (15-24s) in

Hong Kong have specic needs and

wants. In the past, milk may not have

been a popular food item in Asia,

however, 64% of this younger segment

now regularly drink milk in the morning

(and 29% have yoghurt drinks) the

highest rate among all age groups.

They are also the most likely to eat cold

cereals or even dim sum (both 49%).

Isotonic and energy drinks, which have

become a trend in the West over the

last decade, are also most popular withthis group, with 22% drinking it regularly

for breakfast. By contrast, the more

traditional drinks such as tea (48%) and

coffee (34%) are less popular with them,

although still at a reasonably high level.

[insert chart?]

The next group (25-34s), having proudly

grown up and leading an active life,sees small changes in their breakfast

habits; a bit less milk (58%) or fruit and

vegetables (34% lowest score among

all age groups). Instead they drink more

coffee (38%), could be as wake-up

routine, as stimulant to cope with their

busy lifestyle; and interestingly, more

yoghurt (26% most consumed within

this age group).

[insert chart?]

Age brings more responsibilities and

more stress, too, to the 35-49 year olds.

EffectivelyManaging your

Customers

Experiencesthrough EnterpriseFeedback

Management

Ipsos Hong KongThought Piece

2014


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There has been much talk aboutEnterprise Feedback Management inrecent times, but to many, it may bedifcult to understand how to achievereal business success with it.

This paper is designed to providean overview and explain how, whendeployed correctly, it can signicantlybenet customer-facing organizations.

First, lets clarify what EFM is. EffectiveEFM requires two main components:

1. A software platform responsible

for handling customer sample,distributing survey invitations,collecting data and reportinginformation relevant to user role.

2. A partner company to assistthroughout EFM implementationand ongoing delivery with taskssuch as face-to-face reviews anddata interpretation with insight and

actionable recommendations forimprovement.

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Get with the times

In todays day and age, traditional formsof customer experience measurementare becoming less useful than they

once were. When I say traditionalforms, I refer to lengthy questionnaires(50/60/70 + questions) conductedthrough either a face-to-face ortelephone interview and deployed once,twice or maybe three times per year.

More and more customers do nothave the time or inclination to completesurveys of this nature and such

infrequent data prevents a businessfrom being able to be nimble andact quickly. Such extended forms ofcustomer engagement can also reectnegatively on a brand. Compare forinstance, the two following examples:

1. An interviewer calling you up in theevening, requesting 30 minutesof your time to run through a

questionnaire.

2. An SMS sent to you within a fewminutes of your last interactionasking you just two or threequestions.


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One is delayed, intrusive (likely to beinterrupting your dinner) and lengthy,whereas the other is prompt,unintrusive and quick.

At Ipsos, we work with a major GlobalBank to measure the customerexperience being delivered by morethan 3,000 contact center agents. Wedo this by a) asking the customer if theywish to participate and b) for those whoopted in, sending them an outboundSMS asking them two questions abouttheir recent experience.

We collect in the region of 15,000surveys per month for this client with anaverage response rate of 12%. Whatsmore, their Net Promoter Score (NPS)has increased from the low 20s to thehigh 40s since the study began.

This is a great example of a forwardthinking organization that recognizedthe need to engage with their customers

in a modern and appropriate way,which serves to provide them with thefeedback they need without irritatingtheir customers.

throughout the organization, this willbe a slow process often simplydue to the size of many of our clients.

EFM delivers the data in real-time to

hundreds, if not thousands of peoplethroughout the Enterprise, all theway from the CEO to the front lineteams interacting with customersevery single day. This is achievedvia a scalable, online reportingplatform, accessible by individualsthroughout the entire organization.Its possible for everyone to

Democratize your data

Having worked in Market Research forsome time and having delivered studiesfor many different clients, there has

often been one thing that has frustratedme: what is done with the information?

We present the data back, heads inthe audience nod, but all too oftenthat data serves to feed a scorecard,rather than be used directly tomake a change for the better. Evenif the ndings are disseminated

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have visibility of the customer

feedback at the level relevant tothem. For example, a retail branch/shop manager will see data for theirspecic location, a regional manager for

their specic region and the Director ofCustomer Experience, everything.

The data is democratized and as such,people have something in their handsfurther enabling them to take ownershipof their area and the level of serviceprovided. The immediacy of both thesurvey invitation and presentation ofndings means data is recent, relevant

and therefore actionable.

Consider the example of a team leaderin a contact center who would typicallyhave approximately 10 people in his/her team. One study could take placeperiodically lets say once per quarterthrough telephone interviews. The datawould typically require analysis beforea report can be produced and as such,

they may receive visibility of the ndingsapproximately six weeks after theresearch was undertaken.

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Then on the other hand, consider thesame team leader having their ownaccess to an online, real-time platformshowing customer feedback for theirteam immediately after the customer

has completed the survey. Imagine howvaluable that is for the team leader!

They can provide feedback to theirteams straight away if desiredand congratulate individuals infront of their peers in the event ofexceptional service. Equally, in theevent of negative feedback, theycan speak one on one to others

when needed to try and understandwhat went wrong and identify anopportunity for learning and retraining.

It provides them with the necessarydata, from which to more effectivelymanage their teams and the level ofcustomer service being provided.

To illustrate how this looks in real-

life, allow me to share anotherexample of a client of ours: a Top10 Hotel Chain with more than4,000 properties across the world.

The immediacy

means data is

recent, relevantand therefore

actionable.


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[insert chart?]









others.



Hong Kong have specic needs andwants. In the past, milk may not have










last decade, are also most popular with

this group, with 22% drinking it regularly





[insert chart?]










this age group).[insert chart?]



Relevant people

within the chain

are now in a

position to do

something quickly

- How long have they beencustomers?

- What products do they hold?

- How much do they spend?

The above seven additional pieces ofinformation would allow for a far moreinformed and holistic understandingof how to improve the situation. Daysand times of the week would allow forspecic attention to those periods rstly.

event of any negative feedbackcoming through. Relevant peoplewithin the chain are now in a positionto do something quickly, whether itbe to speak to the teams internally

or proactively contact the customerto resolve the outstanding issue.

Stop looking at your customerfeedback in isolation!

So your data is telling you that 20%of customers are dissatised with theoverall level of service provided due toa combination of reasons including rude

staff and long wait times. This is a highproportion of unhappy customers andclearly something that needs to change,however there is plenty of informationthat we still dont know here

For example:

- Are there any specic days of theweek when this feedback occurs?

- Any specic times of the day?

- Which staff members / teams?

- Which customers are providing thisfeedback?

For this organization, every single hotelmanager has access to their own dataincluding Assistant Managers andHeads of Departments. In total, thischain has more than 10,000 reporting

portal users, all of whom view andaccess data at the level relevant totheir role. The hotel managers seedata for their property whereas aregional manager, for their region only.

The widespread visibility of guestfeedback combined with automatedemail notications allows the companyto be nimble and quick to act in the

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others.



















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Knowing which staff members wouldalso focus subsequent actions to arelevant team specically, and the fourpieces of CRM data would enable us tofocus in on the most critical customers

who impact our business rst.

This wider context addsvital additional layers to the

feedback received, allowing foraccurate interpretation and subsequent,appropriate action.

Another component enabling thiswider context is social media.

In todays world, many customerschoose to publicize their feelings via

this method, which can have signicantimpact on a companys image andreputation in the marketplace.

Its therefore an importanttouchpoint to monitor andincorporate within a CustomerExperience Management program.Returning to the example of our hotel

client, this chain also monitors socialfeedback for their properties, acrossmore than 30 online, review sitesthroughout the world.

Theyre able to do this at location level,meaning each hotel manager can seesocial media feedback specically forhis/her property.

Not only this, but the managers can alsomonitor online feedback for competitorsmeaning they are able to benchmarktheir own performance with competitorgroups. This may be other hotels close-

by or it could perhaps be more of anaspirational group.

Through being able to view solicitedcustomer feedback (surveys) alongsiderelevant CRM and Operational data inaddition to unsolicited feedback (social),managers can truly receive a relevantand universal data set, allowing themto effectively manage their customer

experiences.


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Immediate informationallows for immediate action

As touched upon previously, onecomponent to EFM which is so different

to the traditional forms is the amountof time it takes to get the customerfeedback into the hands of thebusiness. Compare two months withve minutes. One requires data to becollected, keyed, extracted, analyzedand presented. The other presents thedata back to the end user within veminutes of the survey being completed.In other words, in real-time.

This can be tremendously powerful asindividuals within client organizationscan do something with that dataimmediately! And this brings meto arguably the most fundamentalcharacteristic of EFM: Management.And I stress, Management, notMeasurement.

Coupled with data being presented inreal-time, its also possible to congureimmediate email notications tied tospecic question / responses. Theseemail alerts can be automatically sentimmediately and directly to individuals

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within the company thereby notifyingthem as soon as a customer registersa particular response (e.g. VeryDissatised or a low detractor responsewithin the NPS scale).

To illustrate how this works in real life, letme take the example of another client ofours a large Global Insurer with morethan 5,000 Contact Centre agents.Ipsos collect immediate feedback fromthese customers using a multi-modalmethodology of Outbound IVR andOutbound SMS.

The immediate invitation is deployedwithin ve minutes of the customerending their conversation with theagent.

If the customer rates 0 2 within the0 10 NPS scale, an email alert isdistributed to the team leader of theagent the customer spoke to. Uponreceiving this email, the team leader can

do one of two things: they can speak tothe agent in their team who handled thatcustomer to understand what may havegone wrong on the call.

Secondly, they can proactivelycontact the customer to eitherapologize for the service received orresolve with their outstanding query.

This is what we call Closed LoopFeedback and when implementedcorrectly, the process by itself can havea major impact through both increasingCustomer Satisfaction and reducingCustomer Churn.

Closed Loop Feedback, sometimesreferred to as Service Recovery is avital component to EFM and we always

recommend its inclusion due to theimpact weve seen it have within ourclients organizations.

So, EFM can have a signicant impacton a tactical level, but the Managementpart also applies in a Strategicstandpoint.

Weve found Deep Dive

Stakeholder Workshops to beespecially benecial. These workshopstypically entail 10 20 key personnelfrom the organization to be in oneroom over the course of three tofour hours where we run through a


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EFM can trulyhelp organizations

change their game

detailed review of the last few monthsof collected data and analyze what itstelling us. Having all the stakeholderstogether in one room allows for aproductive discussion where reasonsbehind the ndings can be exploredand processes can be examined particularly those that appear to be

causing pain for customers.

Although the real-time data is greatfrom an on-the-ground standpoint, itsalso important to periodically take a stepback and digest the trends and ndings

off-line and dive into the true reasonsbehind why customers are saying whattheyre saying.

A workshop such as this requires

facilitation and organization in order tofocus participants in the right direction,but when run well, they can play a veryimportant role in driving performanceupwards.

As illustrated, EFM can truly helporganizations change their game, bothin terms of raising the level of customerservice delivered and in driving

customer centricity across all employeesthroughout the Enterprise.

Were able to assist our clients instaying ahead of the competitionthrough allowing them to listen andanalyze customer Feedback assoon as it comes in. And last but notleast, through a combination of ServiceRecovery and Strategic Workshops, the

effective Management of customerexperience is now made possible.


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[insert chart?]









others.



















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Richard Korn

Client Director, EFM

Ipsos Loyalty

richard.korn

@ipsos.com

About Ipsos Loyalty:

Ipsos Loyalty is the global leader in customer experience, satisfaction and loyalty research with

over 1,000 dedicated professionals located in over 40 countries around the world. Our creative

solutions build strong relationships which lead to better results for our clients. This has made

us the trusted advisor to the worlds leading businesses on all matters relating to measuring,modeling, and managing customer and employee relationships.

About Ipsos:

Ipsos is an independent market research company controlled and managed by research

professionals. Founded in France in 1975, Ipsos has grown into a worldwide research groupwith a strong presence in all key markets.

In October 2011 Ipsos completed the acquisition of Synovate. The combination forms the worlds

third largest market research company. With ofces in 87 countries, Ipsos delivers insightful

expertise across six research specializations: advertising, customer loyalty, marketing, media,

public affairs research, and survey management.

website: www.ipsoshk.com

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White Paper - Effectively Managing your Customers Experiences through EF.._.pdf