Integrating Customer Analytics Into Your BusinessQualtrics
This document discusses integrating customer analytics into a business. It outlines a 5-step process for developing a sustainable customer experience (CX) program, including assessing the current experience, creating a CX strategy, developing quick wins, embedding CX processes, and achieving world-class benchmarks. It provides examples of journey mapping to identify pain points and prioritize actions. Quick wins should be customer-focused, impactful, and simple, and progress should be regularly reported and recognized. Developing a steering team, communicating progress, and sharing outcomes with customers are key to delivering on quick win goals.
This is the slideware from the live webinar hosted by inQuba in South Africa, on the 28th May 2020. The recording is available here: https://youtu.be/o74XndOxzR8
The Science of Creating Insurance Journeys That Your Clients Love
Do you really know why your clients are leaving, and exactly what you can do to keep them?
There are only a handful of reasons why clients leave their insurers. The good news is that a 100% boost in retention, acquisition and online conversion is now within reach.
The world has changed forever, but clients are still won or lost at moments of truth. During this webinar we discuss the following:
• The top reasons for churn in insurance
• How to solve for retention – the three categories of solutions
• How to create visibility of churn and retention throughout the business.
• How to get started!
Our guest speaker was insurance industry expert Clive Jainerain.
QuestionPro - Introduction to Customer Experience Part 2: Customer Journey Ma...QuestionPro
Did you know? Customer journey mapping drives improvements that yield the greatest financial return.
In Part Two of this Introduction to Customer Experience Management webinar series, you will learn about the second key element widely used in successful CX programs: customer journey mapping. Join us along with David Hicks, CEO of TribeCX, as we define customer journey mapping and discuss why it is critical to improving your customer experience.
You'll learn:
• How to chart each step of your customer experience
• How to highlight your moments of truth
• Customer mapping best practices
Learn from Qualtrics professionals how to build and execute a customer experience program. Part one of a four-part series, this session lays the foundation of how to build a CX vision by following 7 key factors for success.
10 Steps to Mapping Your Customer JourneyQualtrics
This document outlines a 10 step process for mapping customer journeys. It begins with using quantitative data to identify problem areas, then qualitatively researching customers through personas, interviews, and workshops to create hypothesis journey maps. These maps are validated with customers and quantitatively to understand issues and root causes. Prioritized problems are then solved through designed improvements, with the final step being to share maps broadly to develop customer empathy.
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
Join the author of “The Wallet Allocation Rule” as he dives into the research and analytics behind winning more share of wallet. In this session, Luke Williams explores the wallet allocation rule, and how changing methods or measurement and analysis, to more actively predict change, can be a sustainable competitive advantage.
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.
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.
A Step-by-Step Demonstration of the CX Approaches of the Future [LEVEL UP CX ...Antony Adelaar
The webinar discussed optimizing customer value delivery through customer journey management. It began with an overview of customer journey management and its key aspects like identifying important journeys, measuring success signals, and orchestrating corrective actions. The rest of the webinar provided a practical example of applying customer journey management to a short-term insurance onboarding process. It outlined the key steps of discovering customer journeys from data, measuring value delivery, analyzing goal achievement, designing intervention strategies, and continuously reviewing and optimizing the process.
Webinar: Assessing your level of CX maturity with Vicky KatsabarisQualtrics
Join Vicky Katsabaris, Customer Experience Subject Matter Expert at Qualtrics, as she demonstrates how organisations can assess their level of CX maturity using the Qualtrics CX Diagnostic Tool.
The document discusses building the best customer experience. It covers defining what customer experience means, how it is viewed across different business functions, and putting customer experience planning into action. The planning is broken into four stages: define, build, measure, and personalize. The goal is to research customers, build relationships, measure customer journeys across channels, and tailor experiences based on customer data and interests.
Great CX requires a customer-centric mindset... and a lot of careful work. This guide is your introduction to the basics: why CX is important, how to improve it through customer feedback and surveys, plus tips from 100+ CX experts and a report with plenty of CX trends and stats—so you have everything you need to start delivering an exceptional experience for your customers.
From Journey Mapping to Journey Management: the Evolution of CX in Telco & Ut...Antony Adelaar
On the 20th of October 2021, inQuba and Matchboard hosted a live executive lunch event in Australia called From Journey Mapping to Journey Management: the Evolution of CX in Telco & Utilities
Our speakers were Dr. Robert Dew (Author, ‘Lean CX’) and Mike Renzon (CEO, inQuba).
Recording: https://youtu.be/vVC4mmsfNxQ
The things that today’s customers value have changed, and traditional methods no longer deliver this value. Discover how leading telco & utilities businesses are decoding customer intent, optimising journeys and boosting revenue.
The presentations from these two CX industry thought leaders covered:
• Why customer behaviour is difficult to understand or anticipate
• How to deeply understand the behaviour & intent of today’s customer
• How to optimise journeys for high value customers (use cases & success stories)
• How businesses are rethinking value delivery & CX to improve acquisition
Customer is always considered the influential element which motivates the business to perform better to achieve its goals and targets. Thus, to measure the customer experience get your hands on this customer success PowerPoint Presentation slides. This PPT image will help in building a customer success strategy for your association for realizing the customer benefits as per the business plan. Describe the element of customer success with this PowerPoint template such as customer acquisitions, retention, churn rate, brand promotions and more. Utilize this customer success PPT layout to list all the vital parts of a successful customer success strategy as it ought to be clear and, incorporates the business portrayal, insights about your authoritative administration, money related assets of your business, future objectives and targets, customer promotional systems and some more. Click on the download link to start initializing over this PPT slide design now. Ensure an instrumental contribution with our Customer Success PowerPoint Presentation Slides. Guide folks on implementing important changes.
25 Lenses for Customer Experience - PeopledesignPeopledesign
We can't actually design a person’s experience – we create opportunities to affect an experience. If we think proactively and strategically about a user or customer experience, we increase the odds of improving it.
How Customer Experience is Making the Leap from Brick-and-Mortar to the CloudSogolytics
"I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel."
- Maya Angelou
A customer experience framework is a fancy name for a set of tools designed to help you create viable customer experience maps. By creating a framework, you can make sure your deliverable is telling a true story and ensure your thinking maintains a customer-centric focus. Learn about what goes into building a CX framework and how you can put it to use in your next project in this presentation.
Spark a CX revolution: tips from the trenchesUserTesting
After countless customer interviews and years of analyzing customer insights, UserTesting experts Maggie Young and Stef Miller share the most-talked about initiatives that forward-thinking companies are focused on. Learn about how today’s modern brands are building a customer-centric culture.
7 steps to successful customer experience measurement programsDatafield
Customer experience (CX) measurement is essential: Without a disciplined customer experience measurement program, companies will struggle to understand what’s working and what’s broken. This report provides a framework for key decision-making in a seven-step process that CX pros must follow if they’re going to design and execute a successful customer experience measurement program.
#C817 customer experience transformation on 15-16, 17 july 2014, organised by...Navik Numsiang
This document provides an agenda for a two-day customer experience transformation conference happening on July 15-16, 2014 in Bangkok, Thailand. The conference will feature 13 guest speakers from national and international organizations and will focus on topics like understanding customer experience, customer experience management strategies, harmonizing customer interactions across channels, evolving customer expectations online, and incorporating new technologies and trends into the customer experience. Attendees will learn how to drive profitable customer-centric strategies and transform their customer experience approaches through interactive discussions and case studies.
This document provides information about the 11th Annual Customer Experience Conference taking place March 25-27, 2015 in New York City. The conference will focus on using analytics and culture to deliver excellent customer experiences. It will feature keynote speeches and panels from top customer experience practitioners. Attendees will learn how to transform their companies and achieve customer experience excellence. The pre-conference on March 25th will focus on understanding factors that build customer loyalty. The conference is aimed at professionals responsible for customer experience, satisfaction, and related areas at their companies.
How to profit from customer experience - an introduction to LexdenChristopher Brooks
Lexden is a customer strategy consultancy that helps clients attract and retain profitable customers by putting them at the start and heart of decisions. It works with clients to understand what makes customers tick, create compelling value propositions, build engaging customer experience strategies, and optimize marketing effectiveness. Lexden takes an independent perspective to ensure customer experience investments drive sustainable profits. It brings diverse real-world experience and a perpetual curiosity to understand customers.
This document provides information about the Contact Center Executive Exchange conference happening from March 19-21, 2017 in Dallas, TX. The conference will focus on the key challenges and opportunities for contact center leaders to deliver frictionless, effortless customer care in today's business environment of escalating customer expectations across multiple interaction channels. Through sessions and discussions, the agenda will address topics like increasing efficiencies through data analytics, capturing customer sentiment, improving agent engagement, embracing omni-channel, analyzing artificial intelligence trends, and adding a human aspect to customer touchpoints. The document outlines the attendee qualifications, networking opportunities, and speaker lineup including executives from companies like Thomson Reuters, ZocDoc, Celgene and more.
Developing and Executing Effective CX Metrics, Measurements and ROIAggregage
This session will cover key metrics used to determine ROI. It will also cover the type of VOC measurements that can be utilized in any business environment, be it B2B, B2C, or B2B2C. This is a practical approach to CX measurements – less about the mechanics and more about what to choose, how to decide on what metrics to use, and how to build a business case for CX.
Customer Experience in Financial Services Asia Pacific BrochureSarah Leonard
This document provides information about an upcoming conference on customer experience in financial services in Asia Pacific. The conference will take place on June 7-8, 2016 in Singapore and feature speakers from major banks and insurance companies. Topics will include customer-centric culture, digital strategy, data analytics, omnichannel integration, and future trends in customer experience. Attendees will include over 120 professionals from retail banks, payment companies, financial institutions, and technology providers.
The Experience Audit is one of my favorite tools because it is a completely new perspective in which to look at your customer strategy. In doing the work, you will be better prepared to have more meaningful conversations with your internal teams.
The Experience Audit ask you to look at existing customer behaviors and outcomes because behavior is the end all, be all, of profitable business. Behavior is the proof that your product is meeting needs, that you are delivering meaningful value. Behavior doesn’t lie. It doesn’t say things are worse than they are and it doesn’t sugar coat because they really like the person, but hate the product.
You can have significant financial impact if you focus your efforts on shifting more of your customers toward the attributes and behaviors of your most profitable and naturally satisfied customers. You can create sustainable, measurable results while at the same time reducing the sometimes overwhelming effort involved.
This document provides guidance on conducting an experience audit to improve a company's customer experience program. It finds that while 89% of customers think they are paying for a great experience and 80% of CEOs think they are delivering it, in reality customer experience is getting worse according to measures. The audit involves identifying a company's ideal, most profitable customers and those that drain resources to understand what behaviors could be shifted to make the latter more like the former. This focuses efforts on customers that bring the greatest value and aligns with a company's strengths. The audit provides clarity on customer promises, needs, and opportunities to improve strategy and maximize returns.
The Experience Audit is one of my favorite tools because it is a completely new perspective in which to look at your customer strategy. By completing the audit you will be better prepared to have more meaningful conversations with your internal teams.
The Experience Audit ask you to look at existing customer behaviors and outcomes because behavior is the end all, be all, of profitable business. Behavior is the proof that your product is meeting needs, that you are delivering meaningful value. Behavior doesn’t lie. It doesn’t say things are worse than they are and it doesn’t sugar coat because they really like the person, but hate the product.
You can have significant financial impact if you focus your efforts on shifting more of your customers toward the attributes and behaviors of your most profitable and naturally satisfied customers. You can create sustainable, measurable results while at the same time reducing the sometimes overwhelming effort involved.
This document provides information about an upcoming conference on managing the customer experience to be held from April 23-26, 2012 in Orlando, Florida. It includes details about early bird registration discounts, conference tracks on topics like strategic planning and social media, and keynote presentations. The exhibit hall information and schedule provide an overview of events, sessions, site tours and networking opportunities during the conference.
Establishing Executive Alignment and Priorities Around Your Company’s Custom...James O'Gara
This is one of several presentations that are part of the Future of the CMO/CXP Executive Education Series -- Hosted by OnMessage.
Establishing Executive Alignment and Priorities Around Your Company’s Customer Experience.
Securing executive alignment and clearly defined priorities
in support of Customer Experience Management is crucial.
Yet, so few companies have a game plan for making this
happen. In most cases customer experience, as a priority
within the business, originates and stagnates within
customer service or call center departments. The initiative
fails to gain traction in other customer-facing areas of
the business. It never receives executive support and
endorsement. As a result, the customer experience never
delivers material business results.
Why is this? For the customer experience to translate into
improved financial performance and become a competitive
advantage, it must be embraced enterprise-wide. It must
be implemented in a cross-functional manner — and, it
has to be a priority for the CEO and the entire C-suite.
View entire presentation.
This document discusses how a customer-conscious C-Suite can catalyze company growth. It profiles the perspectives of different C-Suite roles such as the VP of Customer Success, CMO, CIO, CTO, and CEO. Each role is described in terms of how prioritizing customers can impact key metrics like reducing churn, improving marketing and content strategies, leveraging data analytics, enhancing user experience, and setting the right cultural priorities. The overall message is that taking an alternative leadership approach focused on customers rather than just profits can lead to increased revenue, profitability, and competitive advantage.
This document discusses how a customer-conscious C-Suite can catalyze company growth. It profiles the perspectives of different C-Suite roles such as the VP of Customer Success, CMO, CIO, CTO, and CEO. Each role is described in terms of how prioritizing customers can impact key metrics like churn rate, content marketing performance, user experience, and overall profitability. The document advocates that customer-conscious leadership should be woven into a company's culture and encourages readers to download a report on building a customer-focused C-Suite.
The document discusses how customer experience is key to building trust and advocacy. It summarizes the Flyers' fan engagement programs:
1) The "How You Doin'?" program trains all staff to greet fans and go above and beyond to transmit a positive experience. Fans surveyed were highly satisfied.
2) The "Early Birds" program assigns account reps to develop profiles on season ticket holders using data to determine renewal likelihood. Low-rated customers are invited to happy hours to encourage renewal. Renewals increased over 1000 from the previous year.
3) Developing strong engagement strategies using customer data and designing memorable experiences can drive advocacy and positively impact outcomes like renewals and revenue.
Empired Convergence 2017 - Transforming you customer experienceEmpired
This document discusses transforming customer experience through digital transformation. It notes that while 84% of companies see digital transformation as important, only 3% have fully implemented it. The document then covers researching customer experience, what customer experience entails, developing a customer experience strategy in a digital world. It proposes a four step process: discover through research, ideate new experiences, create prototypes, deliver and evolve experiences. Finally, it notes that exceptional customer experiences can increase company revenues and brand loyalty while poor experiences can be costly.
The document discusses how customer experience has become the most important brand differentiator. It argues that brands must focus on creating memorable experiences for customers through every interaction, as experience drives emotion and builds loyalty. It provides examples of companies like Netflix, Zappos, Starbucks and Harley-Davidson that have built strong brands through exceptional customer experiences. The secrets to their success include having a customer-centric philosophy, creating ultimate branded experiences, and allowing customers to define the brand through word-of-mouth. The document urges companies to reassess their operations, empower employees, improve customer dialogue and define a vision for customer experiences.
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.
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!
This document discusses the importance of stellar customer service. It provides tips for call center operations to improve customer satisfaction and retention. Some key points include: customers expect friendly, fast, and reliable service across all channels; 91% will not return if expectations are not met; and customer experience impacts whether they feel impressed or cared for versus verbally abusing staff. The document suggests effective call center optimization, cost reduction, quality assessments, and benchmarking. Leadership is important to invest in staff, engage in brand ambassadorship, and lead by positive example. The goal is to deliver stellar customer-centric service and continuously improve the customer interaction process.
WEBINAR: K12 - How to shape student experiencesQualtrics
Understanding the students whose experiences fuel your school’s purpose isn’t just a good idea – it’s absolutely essential to keep your students thriving.
It is no longer enough to simply track a grade or score as students now make decisions based on their experience. Student feedback gives you insight into what is going on and measuring this alongside what you already know about a student is giving parents, teachers and schools the ability to truly understand a students experience.
The digital age has propelled the feedback process to new heights, both in how a students response is given and received, and how teachers can utilise these discoveries. Where schools used to rely on annual surveys, verbal feedback sessions and paper comment cards to gauge student engagement, digital technology can now help to implement a more omnipresent feedback strategy that not only delivers almost immediate results, but aggregates those results into crucial analytics.
This document discusses common myths about customer experience (CX) that can damage brands. It debunks the myths that happy customers alone ensure business success, that brand marketers fully control a brand's perception, and that catastrophic service failures are worse than regular ones. The document emphasizes that CX shapes brands and that all customer interactions, both positive and negative, influence how brands are seen.
The 5 Competencies for Customer Journey MappingQualtrics
Customer journey mapping brings design thinking into your organization to identify and solve key pain points your customers face. In our new webinar, 5 Competences for Customer Journey Mapping, you’ll learn how to map customer journeys and bring them to life: from recruiting your team to integrating mapping into your Voice of Customer program.
Stop The Fighting, Find Consensus: How To Manage Your Citizen ExperienceQualtrics
This webinar is based on the solutions session given at the 2017 NACo Annual Conference. You'll learn about organizational standards for data collection and how that influenced citizen experience.
Increasing your Value-Based Purchasing Score through 5 Patient Rounding Best ...Qualtrics
This document discusses best practices for implementing a patient rounding program to improve a hospital's Value-Based Purchasing score. It recommends 5 key steps: 1) design the rounding experience for end users, 2) make a plan and outline the process, 3) evaluate opportunities with change agents by reviewing data, 4) drive actions by addressing issues found and facilitating connections between departments, and 5) use data to create accountability through dashboards and reports. Implementing an effective rounding program requires leadership buy-in, mapping the process, inviting various departments to review data, designing structured questions, and driving follow-up actions to address issues in a coordinated way.
Creating an employee value proposition that recruits and engages today's top ...Qualtrics
Recruiting talent that fits your organisation's location, culture and budget can be a challenge for even the best of organisations. Join Gil Sewell, Director of Organisational Development at Auckland District Health board, as she reveals why it is important to develop an Employee Value Proposition to address recruitment challenges and achieve long term success and engagement.
Hear her experience in rolling out a new Employee Value Position across a organisation of 10,000 staff with varying roles in the healthcare industry.
Employee engagement in a high-pressure environmentQualtrics
See how Imperial College NHS Trust responded to being near the bottom of the NHS staff engagement league tables with an employee engagement program that’s already delivering results in its first year.
Engagement and Talent Lead at the Trust, Nathaniel Johnson talks through the set up of the program and gives his tips for success in staff engagement.
Development and evaluation of digital solutions for weight loss maintenanceQualtrics
Professor James Stubbs from the University of Leeds talks through the NoHoW porject, that’s helping to trackweight loss programmes in digital, pulling data from sources like Fitbit and using Qualtrics to collect and analyse it as part f his research.
Pierre Saouter from the World Economic Forum shows how the Global Shapers Survey is giving a voice to millenials in often under-represented countries in order to impact discussions at a geo-political level.
What paradata can tell you about the quality of web surveys?Qualtrics
Google’s Mario Callegaro explains how paradata works – the data that shows not just what your survey respondents said but how they answered the question, opening up new avenues for researchers to interrogate and analyse the survey data they receive.
Digital Research in Low-Resource CountriesQualtrics
When you’re doing research in areas with no internet, collecting and analysing the data could be a pain. Lando and David from Health Focus spoke at Qualtrics Converge Europe about how they’re collecting data using the offline app in order to avoid the costly and time-consuming research often needed in low-resource countries.
Your data is only as good as the survey behind it – here, Qualtrics’ Dave Vanette talks best practice for designing surveys and how to manage them to get the best possible data back.
Recipe for success: balancing the art & science of employee feedbackQualtrics
Disruption is affecting organisations everywhere – and it’s the same for their employees according to Google’s Yuval Dvir. See how new developments like artificial intelligence are changing the employee experience and how you can get the balance right when it comes to collecting and analysing feedack.
At Ireland’s biggest energy supplier, the customer is at the heart of everything they do. See what Head of Customer Experience & Operations Aisling McCarthy had to say at Qualtrics
Converge Europe as she presented their journey to refocus the orgaisation on the customer.
The Challenges of implementing a CX programme across the Belron International...Qualtrics
The document discusses the challenges of implementing a customer experience (CX) program across Belron International's network of branches in over 30 countries. Belron is a vehicle glass repair and replacement group with 25,600 employees. [1] In 2008, Belron began a global Net Promoter Score program with different systems in each country. [2] By 2009, the program saw a global rollout with centralized reporting and a lead in each country. [3] The program switched to email surveys in 2012 and included service recovery notifications for detractors.
The Age of Customer Empowerment and its Impact on Brand ExperienceQualtrics
Customers have never been so savvy – in her speech at Qualtrics Converge Europe, KPMG Nunwood’s Customer Experience Design Director talks about how consumer demands are growing and how brands need to keep up to stay ahead of the competition.
Brand experience – a Ticketmaster Case StudyQualtrics
Some 87% of Ticketmaster’s business comes from online channels – so nailing the experience for its 20m unique users a month is vital if they’re to attract new prospects and drive more value from existing customers. Hear from Tina Mermiri about how they’re tracking and analysing data in digital to drive a better online experience for customers.
Measuring brand experience in a digital worldQualtrics
Panel Edge’s Mark Cullen talks through the digital revolution and how big data is giving organisations near limitless possibilities to track and manage customer interactions. But how should they collect that data, and what can they do with it all?
For gambling giant Kindred, the customer experience is inextricably linked to revenue. In the competitive world of online gambling, customer experience stands out and in his presentation at Qualtrics Converge Europe, Customer Champion Christophe Dhaisne explains how it’s linked to value for the business.
❻❸❼⓿❽❻❷⓿⓿❼ SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY
Cómo hemos implementado semántica de "Exactly Once" en nuestra base de datos ...javier ramirez
Los sistemas distribuidos son difíciles. Los sistemas distribuidos de alto rendimiento, más. Latencias de red, mensajes sin confirmación de recibo, reinicios de servidores, fallos de hardware, bugs en el software, releases problemáticas, timeouts... hay un montón de motivos por los que es muy difícil saber si un mensaje que has enviado se ha recibido y procesado correctamente en destino. Así que para asegurar mandas el mensaje otra vez.. y otra... y cruzas los dedos para que el sistema del otro lado tenga tolerancia a los duplicados.
QuestDB es una base de datos open source diseñada para alto rendimiento. Nos queríamos asegurar de poder ofrecer garantías de "exactly once", deduplicando mensajes en tiempo de ingestión. En esta charla, te cuento cómo diseñamos e implementamos la palabra clave DEDUP en QuestDB, permitiendo deduplicar y además permitiendo Upserts en datos en tiempo real, añadiendo solo un 8% de tiempo de proceso, incluso en flujos con millones de inserciones por segundo.
Además, explicaré nuestra arquitectura de log de escrituras (WAL) paralelo y multithread. Por supuesto, todo esto te lo cuento con demos, para que veas cómo funciona en la práctica.
17. Customer Experience Management
(CXM) is the discipline of embedding
customer insight into every critical
decision, improving how you perform at
every level of your organisation
e
CUSTOMER
experience
EMPLOYEE
experience
BRAND
experience
19. +
HOW TO BECOME A CX LEADER:
5 CORE COMPETENCIES
PRESENTED BY VICKY KATSABARIS, QUALTRICS
20. “We’re creating a culture of customer centricity within our
organisation. True customer centricity is not a project. It’s
not a program. It’s a culture and a way of doing business
that will help us grow and be successful for decades.”
CHRIS FISHER, CEO Allianz AGCS
21. U.S. brands lose approximately $41 billion in revenue each year due to poor customer
experience.
NEW VOICE MEDIA
Promoters are 81% more likely to
repurchase compared with
passives (44%) and detractors
(16%).
FORBES.COM
CEI
66% of consumers who switch
brands do so because of poor
customer experience.
KOLSKY
95% of dissatisfied customers
tell others about their bad
experience
DIMENSIONAL RESEARCH
66%
95%
81%
86% of consumers will pay more
for a better customer experience.86%
41B$
INDUSTRY STATISTICS
24. Culture and
leadership
o Gain executive sponsorship
o Publish CX values
o Align departments
o Benchmark against competitors
25. CX management
system
o Capture feedback at every key touchpoint
o Close the loop at scale
o Manage with role-based views
o Integrate with CRM and ops systems
27. Connected
employees
o Collect employee feedback across lifecycle
o Understand drivers of employee engagement
o Drive improvement at every level
o Regularly communicate progress
28. Continuous
innovation
o Maintain singular focus on data quality
o Routinely adjust management views
o Encourage testing and research best practice
o Support a culture of innovation
34. WE PURSUE EXCELLENCE
Our dedication to the customer shows in
everything we do.
QUIETLUXURY
CRAFTEDEXPERIENCES
INTUITIVESERVICE
How does that sound?
Instead of excess formality, JW Marriott luxury hotels and luxury resorts
provide simple elegance. Instead of pretense there's a sense of
purpose for every detail and decoration. The result is an inviting
atmosphere where you can be yourself, and we're sure you'll like the
sound of that.
All hand delivered.
Everything is done with care and precision at JW Marriott. That
includes little touches that add up to exceptional experiences – even
though they may go unnoticed. And that's the whole point.
When you know, you know.
There's a fine line between serving and crowding. We know the
difference at JW Marriott and we've mastered the art of giving guests
the assistance they need without getting in the way of the
experiences they want.
36. have you EARNED THE RIGHT for
customers to advocate for your brand?
Do the proof points…
o Reflect your purpose, values & brand principles?
o Consider the people who use your products & solutions and serve your customers?
o Focus on what matters most to customers across the customer journey?
o Value your customers time & effort?
o Build trust in your brand?
o Make it simple for customers to understand?
o Hold yourself to account by being measurable?
39. * ADKAR model acknowledged
Stakeholder Landscape
Supporters
High Interest & High Power: Engage frequently and
consistently; seek input, listen and build shared
consensus; mutual benefits. Supports change and has
demonstrated a high level of change leadership
Champions
High Interest & Low Influence: Engage regularly; maintain
two-way conversations to ensure that no major issues are
arising and leverage as advocate for change
Gatekeepers:
Major Risk
Low Interest & High Power: Share timely information at
regular intervals to mitigate any potential major risks
Bystanders
Low Interest & Low Power: Share information when
required using mainstream existing communication
channels
Low - Changes will have minimal affect on stakeholders'
role
High - Changes will directly affect stakeholders' role and
the way they do their job.
Level of
Impact
Stakeholder Strategy
Gatekeepers
Engage directly &
regularly
Major Risk
Supporters
Manage closely
& empower
Bystanders
Share information
Champions
Leverage as advocate
for change
Level of Support (Interest)
LevelofInfluence(Power)
L
H
H
Stakeholder planning helps to identify;
o Stakeholders’ needs and interests
o Mechanisms to influence stakeholders
o Potential risks
o Key people to keep informed about changes
o Negative stakeholders & their adverse effects
PREPARE YOUR PEOPLE FOR CHANGE
40. “Before you launch off after the next big goal, stop and
ask yourself why it deserves your energy and scarce
resources. If you don’t feel a fire in your belly ... chances
are you won’t get it done”.
Dr Peter Fuda
41. use storytelling to
CAPTURE hearts & minds
principles of an inspiring story:
include FACTS and data
include EMOTION and empathy
be PERSONAL and authentic
44. Identify areas of opportunity with our CX diagnostic
Step 2: Receive a personalised report and free
consultation on next steps for your program
Step 1: Assess your program against best-in-class
CX program criteria (5 Core Competencies)
45. +
THE CRITICAL SUCCESS FACTORS
IN BUILDING A CX PROGRAM
PRESENTED BY JIN WAN, VODAFONE NEW ZEALAND
VODAFONE NEW ZEALAND
56. +
THE FUTURE OF CX: THE RESEARCH AND WHAT YOUR
CUSTOMERS ARE TELLING US
PRESENTED BY JASON SHOEBRIDGE, KANTAR TNS
KANTAR TNS
57. Traditional value drivers no longer provide
competitive advantage
1900 -
1960
1960 -
1990
1990 -
2010
2010 -
PRESENT
Age of
manufacturing
Age of
Distribution
Age of
Information
Technology
Age of the
Connected
Customer
64. Memories are the missing link
Relationships drive
business outcomes
Experiences
become memories
Customers have
a myriad of
experiences
Memories shape
relationships
65. But most experiences aren’t memorable…
75%
leave no
lasting impression
25%
may become
memories
66. Whether positive or negative,
the key to making an
experience memorable
is the emotional hook
Making memorable experiences
67. Which experiences cause strong positive
emotions?
1. Going beyond fulfilling service standards
2. The human touch makes the difference:
staff attitude, making customers feel valued
and important
3. Especially in instances where customers
invest a lot of emotional energy themselves
“Usual standard of great customer service”
“Attitude of the staff; cleanliness of vehicle; advice re:
items that were not yet at the end of their life but
nearing it”
“Lovely receptionist who made me feel important”
“Wonderful polite customer service; all questions
answered; work carried out at very competitive price
and on time”
Enchanted
68. Not all journeys need to delight customers
“You can’t be good at everything.
You must be bad in the service of good. Excellence
requires under-performing on the dimensions your
customers value least so that you can over perform on
the dimensions your customers value most.”
Frei/Morris 2012: Uncommon service; Pos, 127
69. Case study: Retail banking experience
52%
Excellent
Enchanted
Unaffected
28%
24%
4%
Fair/poor
Disenchanted4%
Case Study Retail Banking US 2016
Customer Experience
Performance Emotion
70. When looking at the overall customer
relationship, preference is the emotional link
Performance
Emotional
Rational
Preference
71. Customer preference is key to “customer’s
mouth and wallets”
15 times
more likely to
spend more
20 times
more likely to
recommend
7 times
more likely to
stay
Customers with high preference are…
72. Case Study: US mobile operators
Understanding how relationship strength links to
churn
Global R&D Programme
Actual churn from mobile
network operators in the US
2013 first round of interviews
with customers from all relevant
operators
2014 follow-up interviews with
the same customers about their
actual behaviour
Strong & Differentiated Relationships
Weak & Undifferentiated Relationships
Actual churn 2014 4%
Actual churn 2014 36%
*9
SOURCE : TRI*M validation survey 2014
73. Integrated Customer Experience Insights
Customer
Relationship
Impact
Customer
Mission
Journeys
Daily
Voice-of-Customer
Holistic relationship
assessments
Customer value segments
Customer Lifecycle Stages
Predictive Behaviour Impact
Potentials
Extend CLTV
End-to-End mission based
journeys
Identify critical customer
journey interactions
Address abandonment
behaviour
Design for emotion impact
Continuous routine
transaction feedback
In the moment assessments
(performance & emotion)
Dynamic customer care &
rescue
Active front-line customer
alignment
Identify
Customer
Priorities
Co-creating the Moments
that Matter Most
Channel based KPI
Assessment & Learning
STRATEGIC OPERATIONAL
74. How do your customers
feel
after their most recent
interaction with your company?
75. +
HOW TO CREATE DATA-DRIVEN
CUSTOMER EXPERIENCES
PRESENTED BY SAM RAMJAHN, QUALTRICS
Editor's Notes
Good morning! It’s great to be here for our very first event in New Zealand.
We’re really excited to have everyone here today. This will be the beginning of many events we host with you in New Zealand.
Today we’ll hear from a lot of great speakers Vodafone NZ and Kantar TNS about best practice CX programs experience.
We live in an experience economy. Today, the winners and losers in business are determined by the experience they provide. Companies that make delivering experiences core to their offering are disproportionately rewarded and/or punished by a new generation of customers. The power is shifting to consumers and, by extension, to the firms that earn their love.
The experience economy means “that businesses must orchestrate memorable events for their customers, and that memory itself becomes the product — the "experience" and that advanced experience businesses can begin charging for the value of the "transformation" that an experience offers…." (https://en.wikipedia.org/wiki/The_Experience_Economy)
Examples:
This shift is driven by the millennials, the first generation in history that prefer to spend money on experiences, instead of on “things”.
Subscription based business (cancel anytime, need to consistently earn loyalty)
General trend in car ownership
Amazon Prime
Uber - car sharing
Advances in technology basically eliminates switching costs :: switching for phones (contacts / data / etc…)
Cable networks and content
These statistics help illustrate the macro trends in the experience economy. It’s critical to get experiences right in the economy today, but so many companies are struggling.
80% of customers have chosen to switch brands due to a poor customer experience. (http://www.bain.com/bainweb/pdfs/cms/hotTopics/closingdeliverygap.pdf)
2/3 of the workforce are disengaged and 2 million employees turn over every month because of negative experiences in the workplace. (http://www.gallup.com/poll/188144/employee-engagement-stagnant-2015.aspx)
In a Bain and Co study, 80% of CEO’s surveyed expressed a belief that their organizations deliver superior experience to their customers. However, among their customers, only 8% agreed that these organizations were actually delivering superior experience.
Essentially executives think they are delivering a great experience, but their end customers disagree.
In a Bain and Co study, 80% of CEO’s surveyed expressed a belief that their organizations deliver superior experience to their customers. However, among their customers, only 8% agreed that these organizations were actually delivering superior experience.
Essentially executives think they are delivering a great experience, but their end customers disagree.
There is a huge, grand canyon sized gap between what you believe is happening and what is really happening. This gap stems from most companies' inability to know what’s happening, why it’s happening, and how to adapt.
We call this the Experience Gap.
REAL WORLD EXAMPLES:
-Allianz Customer Experience Gap: Allianz believed that the claims department was only a back office function that had no customer experience impact. In fact, after Qualtrics, they discovered that the claims department was a major customer experience driver and became a strategic front office function:
-Tesla Employee Experience Gap: Tesla was losing key engineering talent to all bay area companies. They were literally in crisis mode. They perceived that the main attrition driver was compensation and put together huge comp packages to retain key talent. It only worked temporarily. After Qualtrics, they realized the true driver of attrition of their highest performers was that they no longer believed they were working on cutting edge projects. The Chief People Officer created special "cutting edge" projects division for highest performers.
WHY DOES THIS GAP EXIST?
Businesses have a lot of O data but what they don’t have is…
X data, experience data that tells them about what their customers are experiencing.
This gap has led to the emergence of a new business discipline called experience management.
Experience Management is made up of three components.It’s a strategy, it’s a system, and it’s a technology.
XM is a strategy...
Every business has 4 key experiences. Their products. Their customers. Their Employees. And their Brand. And market leaders optimize all 4.
Market leaders are maniacal about optimizing the four foundational experiences they provide as a business - product experience, customer experience, employee experience, and brand experience. They understand that the four foundational experiences aren’t independent - they are interdependent. They realize that experience is the 21st century competitive advantage.
“Creating the right experiences and then integrating around them to solve a job, is critical for competitive advantage. That’s because while it may be easy for competitors to copy products, it’s difficult for them to copy experiences that are well integrated into your company’s processes.” (Clayton Christensen, “Competing Against Luck”)
Example...
Think about it. Anyone could pretty much copy Jetblue’s brand strategy. You could copy their logo, you could copy their customer bill of rights, but you aren’t going to get the same results. Even if you were to nail the brand piece, you still wouldn’t get smiling employees helping carry children down the aisle for traveling mothers. They are all related.
XM is a system...
At it’s core, XM is actually a pretty simple recipe. The system consists of three important steps - steps that are repeatable across all four of the foundational experiences of business we discussed.
First, you Measure & Baseline. Begin gathering data and learn how you are performing today.
Second, you Prioritize & Predict. Start to uncover root causes, prioritize action items, and uncover areas for improvement.
And third, you Act & Optimize. This is where the rubber meets the road. Take action, fix bugs, solve issues, and make changes to optimize experience.
This system or methodology is universal to improving each experience. You’ve got to measure it, prioritize areas for improvement, and act.
XM is a system...
At it’s core, XM is actually a pretty simple recipe. The system consists of three important steps - steps that are repeatable across all four of the foundational experiences of business we discussed.
First, you Measure & Baseline. Begin gathering data and learn how you are performing today.
Second, you Prioritize & Predict. Start to uncover root causes, prioritize action items, and uncover areas for improvement.
And third, you Act & Optimize. This is where the rubber meets the road. Take action, fix bugs, solve issues, and make changes to optimize experience.
This system or methodology is universal to improving each experience. You’ve got to measure it, prioritize areas for improvement, and act.
XM is a system...
At it’s core, XM is actually a pretty simple recipe. The system consists of three important steps - steps that are repeatable across all four of the foundational experiences of business we discussed.
First, you Measure & Baseline. Begin gathering data and learn how you are performing today.
Second, you Prioritize & Predict. Start to uncover root causes, prioritize action items, and uncover areas for improvement.
And third, you Act & Optimize. This is where the rubber meets the road. Take action, fix bugs, solve issues, and make changes to optimize experience.
This system or methodology is universal to improving each experience. You’ve got to measure it, prioritize areas for improvement, and act.
But none of this matters if you don’t have the technology to enable that system.
Qualtrics is the only technology capable of measuring, prioritizing, and optimizing all four foundational experiences of a business on a single platform with the ease and simplicity to drive widespread adoption inside of companies.
Experience Management is about closing the gap between the experience you think you are delivering and what you actually deliver.
The Qualtrics XM platform offers purpose-built applications to optimize these four foundational experiences - independently and interdependently.
All solutions are built upon the same scalable technology platform that offers best-of-breed data collection, analysis, prediction and action engines.
It’s modern, it’s continuously updated, and has an open architecture that allows for seamless integration with other systems and data in the enterprise.
—————-
With Qualtrics Experience Management, companies can answer critical questions about their four foundational experiences:
Customer Experience
This is much more than customer satisfaction.
How should companies think about and manage their customers? Who is important, who is not? What matters to a given customer segment and how do you get them to spend more? What do they like and what do they dislike? How are they changing and what does that mean for your business? Who is going to leave you and who is most likely to recommend new customers? What new products can you sell them? How do we grow their lifetime value?
Product Experience
Product experience and customer experience are fundamentally different.
For starters, product efforts are focused on the future—where customer satisfaction today may only give a few hints about what customers will want tomorrow. How do you know whether you have the right product? Where should you invest if you want to get more people to buy your product? How much should you charge for your product? What is the best way to position and describe your product? How big is your market and how will you make it bigger? What is the value prop your products offer today and what will it be tomorrow?
Employee Experience
If we’ve learned anything, leading an organization is complicated and employee engagement is vital for all clients:
Do your employees believe in where you are going? Do your team members see something urgent that they're not sharing? Do you know who tomorrow’s leaders will be? What skills are your organization missing that will help them buck the status quo? What is getting in the way and how do you keep employees from turning inward instead of outward to their clients? What is the wisdom of the crowd, and how can that help you go faster?
Brand Experience
Sometimes brand is the product, or, as in the case of Qualtrics, it can be the result of your combined Customer, Product, and Employee Experiences.
For many organizations, their brand is their biggest asset and they need help managing the brand experience. What are we doing that positively reinforces the brand and what are we doing that negatively impacts it? How does our aided and unaided brand awareness compare relative to our competition? Who do we appeal to and who do we alienate?
Hand over to Vicky Katsabaris, CX Principal Consultant at Qualtrics
We believe there are 5 core competencies organizations must possess to deliver CX success. Together, these competencies comprise world class customer experience management. They are as follows:
Culture and Leadership
CX Management System
Customer Intelligence
Connected Employees
Culture of Innovation
Customer experience management begins with culture and leadership.
Programs must have leadership and sponsors at the executive level that provide a consistent vision for the program.
Departments must be aligned on a common set of objectives, values, metrics, and systems.
Planning must be based on an honest assessment of competitive performance and strategy.
CX Management System is the systematic measurement of interactions at each critical touchpoint and moment. It is the infrastructure that ensures each team and function has the customer and operational metrics they need to optimize how they perform. In addition, it requires the case management to ensure customer feedback is responded to at scale.
Qualtrics provides the most dynamic, end-to-end platform for customer experience measurement, from intuitive survey building capability to omnichannel distribution, flexible role-based dashboards and closed loop follow up. We have powered some of the best brands and sophisticated solutions across every geography.
Customer Experience Management requires deep, actionable Customer Intelligence that extend beyond touchpoints. It requires the ability to conduct research to understand customer topics, the analytic engine to understand key satisfaction and behavioral drivers by segment, and the ability to understand key relationships. This competency relates to the ability to capture deep insight that combines both operational and customer data to support strategic, cross-functional change.
Qualtrics provides the most sophisticated, intuitive research platform on the market. With the most advanced survey builder and a full analytics engine featuring statistical, data, and text analysis, we empower you to leverage customer intelligence to drive strategic improvement.
Connected, engaged employees are critical to delivering customer experience. Organizations need to routinely capture employee feedback to understand the barriers to greater employee engagement and performance. This information must be visible to each stakeholder and the org in general, so that leadership can be held accountable and take action in ways that empower employees to deliver great customer experience.
Qualtrics provides the only experience platform that allows for both customer and employee measurement, analysis, and action.
Continuous innovation is a competency that is easier said than practiced. It pertains to the organizations focus on data quality and research methodology rigor. CX programs must constantly adjust to the needs of the business, focusing on the topics and visualization that enable them to stay a step ahead of the market. Organizations must support a culture of research testing and iteration, where the goal is continuous improvement. Programs that innovate enable the broader company to innovate.
Qualtrics provides the only truly flexible, end-to-end platform for customer experience management. With the ability to easily design, test, and launch sophisticated research, modify dashboards, and expand to new channels, Qualtrics allows you to scale and evolve with the needs of your business.
Today’s session focusses on the establishing a customer culture & leadership.
Why? Because it makes good business sense.
Customer-obsessed companies can grow their revenues faster and build a more loyal customer base.
While this sounds like a great strategy, companies are left wondering how they can actually achieve a customer centric culture?
As many business realise there can be no doubt that the world has & is changing. Yesterday’s precepts for competitive advantage are rapidly disappearing and technology developments are a pivotal force.
In today’s Connected Consumer age the customer-empowerment shift that started in the ‘90’s is now pervasive. Empowered customers will continue to be enabled by technology developments and this will continue to fuel increased levels of disruptive propositions ~ one only needs to look at how shopping behaviours have changed, or the way people make travel work more easily for them.
Not only is this fertile ground for the entry of disruptive plays by new types of competitors it also represents an era of new opportunities for engaging & delivering in a more personally beneficial way to your own customers.
Technology will continue to be harnessed in ways to support the drive towards customer-centricity.
Air New Zealand recently released this short video showing how customer experience might evolve. The video demonstrates some trends that are picking up steam.
Firstly there is the augmented reality of the Hololens. Augmented Reality and Virtual Reality are tools that will almost certainly work their way into customer experience, whether it is Hololens or some other technology.
The more important point is how it demonstrates that a focus on getting relevant information to front line staff. Multiple data sources are being pulled together here from customer data and in-flight information
Artificial intelligence identified the customer and could possibly decide what appears in the crew suggestions – much as recommender systems on Amazon or Netflix work.
The AI has also identified how he is feeling. Over and above the technology on display here, it is being able to understand and respond to customers feelings that I want to focus on.
Duplicate in case video is dodgy.
Air New Zealand recently released this short video showing how customer experience might evolve. The video demonstrates some trends that are picking up steam.
Firstly there is the augmented reality of the Hololens. Augmented Reality and Virtual Reality are tools that will almost certainly work their way into customer experience, whether it is Hololens or some other technology.
The more important point is how it demonstrates that a focus on getting relevant information to front line staff. Multiple data sources are being pulled together here from customer data and in-flight information
Artificial intelligence identified the customer and could possibly decide what appears in the crew suggestions – much as recommender systems on Amazon or Netflix work.
The AI has also identified how he is feeling. Over and above the technology on display here, it is being able to understand and respond to customers feelings that I want to focus on.
Having decided that customer experiences matter, many companies have rushed to micro-analyze every interaction as the key to bolstering customer loyalty and driving profitable behavior.
But we have an Amnesiac Customer. That is, people forget far more than they actually remember. We are bombarded with stimuli of all sorts. If we processed, reacted to and remembered everything, we would have total sensory overload. The majority – the LARGE majority – of stimulti, touches, and interactions we simply forget.
We almost never remember the table setting at a restaurant – unless it is spectacularly ornate or, unfortunately, dirty.
For experiences to stand out from the background noise they need to be memorable. The dessert, for example, almost always will be more memorable than the table setting.
But when we do recall something, we often actually MIS-remember. That is, our memories are far-from-perfect re-creations of what actually happened. Our memories are cloudy and inexact, missing in details, rife with inaccuracies, easily influenced by our biases. Our memories are not especialy reliable representations of what really happened.
Regardless of the accuracy of our memory, we are going to recall experiences that are more distinct and meaningful to us far more often than we will remember experiences that are bland and meaningless. So the pie invariably is more memorable than the table setting.
While we focus on experiences, the reality is that it is the MEMORY of those experiences that really matter.
This is a critical distinction, as experiences that we do not remember are, in effect, irrelevant to the ongoing customer relationship. Forgotten experiences can‘t have any impact on customer loyalty or influence consumer behavior.
It is the experiences that create memories that stick with us that are important, as these memories endure and have an impact on customer relationships.
So experiences don’t directly influence customer relationships.
[BUILD] Those experiences customers forget dissipate to the wind. Those experiences that we remember are what matters, and it is those memories that then go on to influence the overall customer relationship.
And it is the relationship or level of loyalty that motivates the customer behaviors that create value for your company.
So experiences forge memories and memories of those experiences help shape the customer relationship; and that relationship or loyalty motivates customer behaviour.
But most experiences simply aren’t memorable. Perhaps ¾ of the experiences we measure for clients aren’t memorable. And this almost certainly understates the issue, as we only are measuring those experiences that clients consider meaningful in the first place.
What makes an experience memorable, what makes it distinct from the background clutter, is an emotional connection.
Ideally, of course, that emotion is a positive one – happiness or joy, a pleasant surprise, a sense of trust – something that reinforces good feelings towards your brand, your value proposition and bolsters your relationship with customers.
But the flip side also applies: a negative emotional reaction – say a sense of disappointment, anger, frustration or sadness – will work to undermine your image, value prop and customer loyalty.
In fact, because we perceive, process, act on and recall negative information and negative emotions more quickly and thoroughly than positive information and emotions, negative emotional customer experiences often are more enduring than positive ones. In other words, BAD is stronger than GOOD.
We ask customers WHY did you feel this way? And this gives us a wealth of information. And you can see some results here: lovely receptionist who made me feel important, wonderful polite service.
In most cases the HUMAN TOUCH is what made the difference. Staff attitude makes a huge difference, making feel customers valued and important.
So in today’s world with so many competitors, the fulfilment of service standards is not enough. It’s a first step and it definitely helps to avoid that things go wrong, but strong customer experiences go beyond that and need empowered employees with an outstanding attitude towards the customer. Especially in instances where customers invest a lot of emotional energy themselves.
Bots are an interesting phenomen, as you might think that the human touch is by definition missing. We don’t have a lot of data about this yet. When we look at results of service evaluations via facebook or twitter, they are very often emotionally engaging, simply because the tone of voice is different, more conversational, more relaxed and simply different. People love to use youtube for service videos. So there is definitely potential for digital channels.
By now you are probably thinking, well, I get the principal idea, but I have 30 or 40 touchpoints to manage – how can I go beyond standards, delight customers without my costs of customer service going through the roof?? And you are right to pose this question.
A bit of a provocative quote from France Frei and Anne Morris, two professors from the Harvard Business School. “You can’t be good at everything. You must be bad in the service of good. Excellence requires under-performing on the dimensions your customers value least…
I wouldn’t put it quite so definitively . We all know that we cannot seriously be really bad in a customer interaction, we have seen the effects of this!
But I do like the basic thinking. If we really want to be truly excellent, we need to set priorities. Where do we invest our time and our money?
And those are then the interaction where we need to get the emotions, the human touch right. For all others, “good” is good enough and we can allow neutral feelings.
We have been measuring performance and emotional impact for customer experiences and verifying the impact on relationship strength. This example involves customer experiences with their bank.
Poor or fair performance compounded by negative feelings regarding a retail banking experience yields weak performance scores and even weaker levels of preference for the bank.
When customer give the bank top grades for performance during the experience, the outcomes again vary widely based on their emotional responses. In this instance, moreover, the emotional take-away by the customer had a significant impact on both performance and preference: performance scores for the banks involved rose almost 20%, while their preference jumped 33% when customers came away from an experience feeling delighted as opposed to simply neutral.
So, again, memorable positive FEELINGS about the experience significantly boosted the strength of the overall customer relationship.
Many of us see ourselves making all of these rational decisions based on the pros and cons. So this visual may not be the way we see ourselves.
In reality, no matter how analytical we may be or think we are, our emotional selves – as expressed in our preference for a brand or company— outweighs our thinking selves who are striving working so hard to make the best decisions.
Now let’s get into a bit more measurement. And let’s make it really mundane: car repairs. People may love their cars, but no one actively likes to take their car to be repaired.
We looked at the experiences of people who took their cars to be fixed at a dealership to see the extent to which how customers FELT about the repair experience affected their loyalty to relationship with the brand of car they owned.
And since our focus is on business outcomes, not just happy customers for the sake of happiness, we see that preference monetizes handsomely.
Ultimately, this is what investing in and focusing on customer experience and loyalty is all about. Preference motivates those customer behaviors that create value for your firm. I like to call these LOYALTY BEHAVIORS, the tangible actions and behaviors of customers that create value for your firm.
Here‘s an example from the US mobile phone sector – a notoriously competitive and commoditisation challenged market.
This was a longitudinal analysis looking at behaviour shifts over a 12 month period. We found that those customers who with weak and undifferentiated relationships left to a factor of 9x those customers with strongly differentiated relationships. In other words where there was no strong preference established through their experiences more than a 3rd of these customers had taken their business elsewhere within 12 months!
The importance of having a really strong customer insights capability can not be understated.
And this customer experience insights engine needs to be fully integrated across identifying the strategic priorities for customers & identifying where customer value opportunities exists, and on a more operational level where technology driven VoC enabled programmes drive customer learning and responsiveness into the organisation.
The link between these Strategic and Operational views is achieved through the customer journey lens --- and of specific importance, being able to frame these journeys around clearly defined missions that the customer is seeking to achieve.
Building highly granular mission-based journey views allows us to focus on individual moments that really make a difference along the process of engagement & interactions the customer experiences. And at this level it is possible to extend into co-creative development iterations – internally as well as with customers.
Maybe your business is a long way down this path. It wouldn’t be unusual if it sounds a long way from where your business currently is.
Either way, we would encourage you to take a step closer by asking yourself this question . . . .