“THE IMPACT OF BRAND ON CUSTOMER EXPERIENCE”

IMPACT

WE HELP BRANDS ACHIEVE A COMMERCIAL ADVANTAGE FROM CUSTOMER STRATEGIES

COMMERCIAL

CUSTOMER EX P ERIENCE CUSTOMER VALUE P ROP OSIT IONS

INS IG H T OP TIMISATION MARKETING RESOURCES EFFEC TIVENESS

christopherbrooks@lexdengroup.com | Lexden Ltd The Courtyard, Wind Hill, Bishops Stortford, Herts, CM23 2ND +44 (0) 1279 902205| +44 (0) 7968 316548 | lexdengroup.com | @consultingchris

BRAND IS AN EASILY IDENTIFIABLE DIFFERENTIATING MARQUE IN GOOD ADVERTISING

IDENTIFIABLE

BRAND IS LESS RECOGNISABLE WHEN PRESENTED THROUGH CUSTOMER EXPERIENCE

We put our customers' needs first

We will listen and then help you find solutions that meet your needs

We make banking easier

We will help you bank with us in the simplest and most convenient way

We are there whenever you need help

We will take personal responsibility when you need support from us

We are fair and honest

We will explain the features and pricing of our products clearly and simply

“WE’RE COMMITTED TO BECOMING THE UK’S MOST HELPFUL BANK”

Customer charter is primary deliverable of customer experience strategy

RECOGNISABLE

IF OUR SERVICE WAS ANY MORE

PERSONAL WE’D BE DOING YOUR

LAUNDRY

BRAND IS LESS RECOGNISABLE WHEN PRESENTED THROUGH CUSTOMER EXPERIENCE

RECOGNISABLE

CONFUSION OVER POLICY WORDING PUT THE DAMPENERS ON ONE CUSTOMER’S HONEYMOON

M&S couldn’t get RAC to budge. So

Flo persisted with RAC who agreed

a £99 refund off the new policy.

Flo, hubby and child arrive back

from Marrakech honeymoon.

Drove home in hubby's car &

broke down on M6.

Flo wasn’t convinced she wasn’t

under her original policy, so

contacted M&S and found she was

covered all along!

Flo has been left with a poor

impression of RAC & M&S because

their customer experience is broken.

Called RAC (member via M&S) to

check if Flo’s cover extended to

other cars. Told it wasn’t and would

need to take new policy out instead.

‘I called my Dad to get the details

because I wasn’t happy getting in our car to retrieve them from the glove box,

because it was smoking’

‘They kept saying it was my fault for calling a wrong number!!! And of the £99 I only ever received £42’

THE STASIS THE QUEST THE OUTCOME

THE TRIGGER THE REVERSAL

Customer used to have high regard for RAC, but was left feeling

vulnerable and exploited.

M&S didn’t push as hard as they could either which disappointed Flo.

‘I took out a new policy and I was told the car would be towed and inspected and taken max another 50 miles if needed. We were 100 miles from home so had to go to Dad’s, as closer, instead. Not ideal end to hols’

The problem still exists and no doubt more customers will get caught too.

EXAMPLE FROM LEXDEN’s VEXVOX BRAND REPORT – HIGHLIGHTING EMOTIONAL IMPACT OF POOR CUSTOMER EXPERIENCE ON BRAND PERCEPTION

WHAT CAN HAPPEN WHEN BRAND IS BAKED INTO THE CUSTOMER EXPERIENCE

BAKED

SOURCE: NUNWOOD TOP 100 CX BRANDS IN USA 2013

LOCAL & FUN BRAND POSITIONING BROUGHT TO LIFE THROUGH CUSTOMER EXPERIENCE

BRAND POSITIONING

Economist – “Barclays predicts by the end of next year, Umpqua’s return on equity will be 14%, far above the average”.

-“MAKING EVEN THE MOST MUNDANE TRANSACTION A TREAT”

HOW MUCH BRAND IMPACTS THE CUSTOMER EXPERIENCE IS DEFINED BY HOW THE BUSINESS

APPROACHES CX

CUSTOMER

Make sure brand is involved from the start. It’s a challenge because the first improvement phase of most CX programmes focus on fixing those ‘sector basics’ which driving down sector performance rather than define the brand apart from others.

Reproduced with kind permission from cxtalent.co.uk

BRAND ISN’T REPRESENTED AT THE START OR EVEN WHEN THE GONGS ARE HANDED OUT!

28 AWARDS

850 ATTENDEES

0 BRAND MANAGERS

Winner Insurance

Services

200 ENTRIES

BRAND

WHAT YOU DO WORKS WELL FOR ME. IT ALLOWS ME TO

GET ON WITH MY DAY

YOU ALWAYS MAKE AN IMPORTANT DIFFERENCE,

ENABLING ME TO GO FORWARD WITH MY LIFE PLANS

WHAT GOOD CUSTOMER EXPERIENCE DELIVERS

WHAT BRAND DIFFERENTIATED CUSTOMER EXPERIENCE DELIVERS

‘FIX’ ‘BUILD’ ‘MAINTAIN’ ‘DIFFERENTIATE’

HOW THE BUSINESS APPROACHES IT

‘PRESERVE’

HOW THE BUSINESS APPROACHES IT

‘EFFICIENT’ ‘BEST PRACTICE’ ‘LEADING PRACTICE’

‘PERFRORMANCE STANDARDS’ ‘BRAND STANDARDS’

BRAND COMES TO THE PARTY TOO LATE

OPERATIONS

BRAND

LATE

Part 1

Part 2

MODEL USED BY LEXDEN AS PART OF ‘HOW MAD IS YOUR CX?’ REVIEW

MOST CUSTOMER EXPERIENCE STRATEGIES PRIORITISE MAINTAIN TO REDUCE COST OF ISSUES

Source: Developed from workings of Dr. P. Klaus, Brunel University

MAINTAIN

LEXDEN PROVIDE A ‘HOW MAD IS YOUR CX?’ REVIEW TO HELP CLIENTS UNDERSTAND WHAT ROI THEIR CX STRATEGY WILL DELIVER AND HOW TO MAKE IT MORE VISIONARY AND PROFITABLE

CUSTOMER JOURNEY MAPPING TYPICALLY PRIORITISES ISSUES FOR IMPROVEMENT

MAPPING

APOLOGIES FOR BLURRED IMAGES – THESE ARE BRAND ‘A’S LIVE END TO END RENEWAL PROCESS MAPS. LEXDEN PROVIDE FULL MAPPING CAPABILITIES WHICH CAN BE SHARED

Defining ‘what matters most’ at which moment of truth (MOT) or moment of vulnerability and exposure (MOVE) is extremely powerful. However, identifying where the brand is demonstrating differentiation is less straightforward. But without this applied, customer experience teams destroy brand value created (often unintentionally) in an attempt to make a touch point more efficient for the customer.

CUSTOMER FEEDBACK IS A CRITICAL BRAND EXPERIENCE OFTEN OVERLOOKED

EXPERIENCE

Often managed by a research house and seen as an administrative function, feedback surveys are critical brand experience touchponts. Not only should they look and feel like they’ve come from the brand (unless intending to position them as independent research), but how they are managed needs to be on brand too. If the survey asks for feedback, ALL queries should be dealt with and dealt with through the tone of voice of the brand. If the brand is the ‘helpful’ brand the worst outcome is for a consumer to think the response wasn’t very helpful! A well executed brand reflecting survey will also result in an uplift of performance too.

Example of a poorly produced survey by research house for Eurostar. The client only sees the results, meaning they think their customer experience is worse than it is resulting in unnecessary investment in improvements, where as the only improvement needed was the feedback survey. http://www.slideshare.net/consultingchris/the-continuous-study-is-part-of-the-customer-experience-too

DAMAGING BRAND

ENHANCING BRAND

CX PERFORMANCE MEASUREMENTS TYPICALLY EXCLUDES THE BRAND IMPACT

PERFORMANCE

GI providers customer experience measures (without brand impact included)

AT LEXDEN , OUR APPROACH PRIORITISES KEEPING BRAND PART OF THE CX STRATEGY

Keep an ongoing-’relationship’

objective mind-set

Prioritise customer experience

opportunities which impact and

extend the relationship

Pre-empt and fulfil ‘what matters

most’ to customers at different touch

points

Build brand differentiation into every experiences

to reinforce customer’s preferences

1. Keeping pace with the customer

2. Keeping ahead of the competition CX

OP

ERA

TIN

G P

RIN

CIP

LES

WE

AP

PLY

LEXDEN,

BEWARE OF ‘LEAN’ IMPROVEMENT APPROACHES. MAKE THE PROCESS BRANDED AND OUR

EXPERIENCE SHOWS THE OUTCOMES WILL BE TOO BRANDED

LEXDEN LICENCED IMPROVEMENT GAME DESIGNED TO ENSURE IMPROVEMENTS ARE 100% BRAND DEFINING. AS LICENCED BY PARK INN & RADISSON HOTELS. FULL DETAILS AVAILABLE ON REQUEST

IN SUMMARY, A FRAMEWORK TO CREATE A BRAND DIFFERENTIATING CUSTOMER EXPERIENCE

M A I N TA I N

A DVA N TAG E

D I F F E R E N T I AT E

BRAND

christopherbrooks@lexdengroup.com | The Courtyard, Wind Hill, Bishops Stortford, Herts, CM23 2ND +44 (0) 1279 902205 | +44 (0) 7968 316548 | lexdengroup.com | @consultingchris