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THE QOE day 1

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Christina Azzam

The document provides an overview of Carl Lyon and The QoE Group's work developing and implementing their Perpetual Experience methodology. It summarizes several projects they have delivered for clients, describing the brief/challenge for each project and the solutions and outcomes delivered through applying their Perpetual Experience approach. These include designing digital customer service operations, validating and improving customer segmentation, testing new contact channels, enabling knowledge sharing across markets, improving digital task completion rates, and developing customer experience strategies and blueprints.

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© The QoE Limited 2017 PERPETUAL EXPERIENCE™ CARL LYON CHAIRMAN OF THE QOE GROUP AND AUTHOR OF PERPETUAL EXPERIENCE™ PERPETUAL EXPERIENCE™ UNLEASHING OMNICHANNEL SUCCESS Amsterdam March 2017
© The QoE Limited 2017 PERPETUAL EXPERIENCE™ 12 years exploring, developing and implementing Customer, employee & digital experience FOUNDER & CHAIRMAN
© The QoE Limited 2017 Respect respect Assisted service Ownership Purpose Emotional intelligence Think slow Beliefs Agility Aptitude Engagement Digital experience Innovation Individuals Behaviours Big Data Omni Channel Influence People proposition Intuition Creativity Love & lust Real world Relationships Think fast Tangible Fail fast Logic People Experience Culture Trust People or process Reward Self service Morality People like me Knowledge Analytics Voice of the customer Voice of employee Measurement Data Insight ROI Employee proposition AI Leadership Attitude Recognition Social media Community Inquisitiveness Exploring these issues Social communities Channel migration Instant gratification Digital migration Gamification Complaint handling
© The QoE Limited 2017 Airbus Defence and Space Sure Legal and General Vodafone Microlease Marks and Spencer Macmillan Cancer Support Lloyds Banking Group Barclays Bank HSBC KCOM Emirates Honda Europe First Direct LV= Consumer Intelligence NHS Direct Orange Virgin Media onecom TUI UK Morgan Sindall Group Royal Bank of Scotland Tomtom Teléfonica O2 Simplyhealth TNT Express Sony Professional Atos British Telecom Cisco Emirates e2v Direct line EDF National Grid Scottish Water AXA L-3 Communications Carlson Wagonlit Travel With these companies Karen Millen asos Spotify Oasis Pfizer Paradigm BP
© The QoE Limited 2017 DEVELOPING A METHODOLOGY TO COMBINE CUSTOMER, PEOPLE AND DIGITAL EXPERIENCE TO PRODUCE PERPETUAL EXPERIENCE™
© The QoE Limited 2017 MEETING THE CHALLENGES OF OMNICHANNEL CUSTOMERS REQUIRES AN OMNICHANNEL BUSINESS?
© The QoE Limited 2017 Part 1 Disruption Disruptive innovation The digital landscape Many voices I'm an individual Part 2 Responding to disruption Moving towards perpetual experience Us, not them Exerting influence Building authenticity Making it happen Summary AMAZON £14.95 CODE EVOLVING PUBLISHING THE BOOK PERPETUAL EXPERIENCE™
© The QoE Limited 2017 • Perpetual Thinking • People Experience Journeys • Incubation Hubs • Experience Engine Explore Incubate Needs Innovate Motivate Analyse Experienc e Collabora te ARTIFICIAL INTELLIGENCE DELIVERING ON THE METHODOLOGIES PERPETUAL EXPERIENCE™
© The QoE Limited 2017 PERPETUAL EXPERIENCE™ Envisioning Formulation of a working hypothesis PERPETUAL THINKING AND EXPERIENCE JOURNEYS DEPLOYMENT Exploratory Exploratory Exploratory Leadership exploration Origination Group Background investigation Final vision and strategy documentation completed People experience journey validates hypothesis Validation BUILDING ACROSS COMPANY SOLUTIONS AND CONSISTENCY
© The QoE Limited 2017 USING PERPETUAL EXPERIENCE™ METHODOLOGY PEOPLE EXPERIENCE IN THE DIGITAL WORKING ENVIRONMENT BEST PRACTISE You would be welcome to join us and share the output
© The QoE Limited 2017 Internal Motivators Organisational outputs Motivation of employee Reduced absence Reduced attrition Organically improved productivity Accurate feedback and insights Pursuit of tangible rewards Avoidance of punishment Re-enforcement of desired outcomes Structured behaviours Poor real world knowledge Pursuit of personal missions Excitement at mastering skills and achievements Ability to act autonomously Willingness to experiment / adapt from failure Driving real world knowledge Improved customer experience External motivators THOUGHTS ON CALL CONTACT CENTRE DIGITAL MIGRATION
© The QoE Limited 2017 Attract • EVP Guidelines – to include frontline • EVP comms • Candidate experience • Connection to brand • Real excitement Recruit • Selection • New skills/ deep dive • Role profile • Research to include behaviours, standard, consistent OE • Candidate experience • Capability of those recruiting Onboarding/Induction • Minimum standards • Best practices/key themes • Digital journey • Engagement • Wow is in the how L&D & Progression • Career path – linear and horizontal • Apprentice programme alignment • Developing capability around behaviours and skills (content & tools) Empower and Engagement • Employee Survey evolution • Frontline Empowerment Performance & Reward • Variable pay evolution • Base salary • Intangible benefits (Flexible conditions, women, employee benefits) LARGE ORGANISATION INTERPRETATION OF DIGITAL MIGRATION Outcomes • Migration efficiency • Performance KPIs • Sales through service
© The QoE Limited 2017 PERPETUAL EXPERIENCE™ PROJECTS DELIVERED WHO, WHAT AND HOW
© The QoE Limited 2017 The brief To build a world class digital customer care operation
© The QoE Limited 2017 What we did Designed and implemented one of the first UK’s first social customer care channels Built a state of the art contact centre Designed and implemented a voice of the customer programme Re-designed customer journeys for self-service and social first Created a market-leading service blueprint
© The QoE Limited 2017 The Brief To validate existing customer segmentation and propose improvements where necessary
© The QoE Limited 2017 What we did Built an understanding of what their customers offer to the end users, not just purely the application of the equipment Refined the existing processes to introduce improved consistency in data and accuracy of customer categorisation Tested in the UK market and then rolled out segmentation to 11 other EMEA markets
© The QoE Limited 2017 The brief Test and scale new practices and contact channels to improve the skills of their contact centre and drive customer loyalty
© The QoE Limited 2017 What we did Designed new returns interaction practices to reduce ‘wardrobing’ and reward valuable customers Designed and implemented a training programme in the contact centres to move the culture from ‘Parent-Child’ to ‘Adult-Adult’ management Implemented a ‘pop-up’ style test and learn hub to implement and scale web-chat / mobile chat and social media channels
© The QoE Limited 2017 The brief To design a customer service experience and operation to support social customer experience for up to 100m users
© The QoE Limited 2017 What we did Built a state of the art contact centre, on time and in budget Created an incubation hub to test and learn new support channels - designed, implemented and scaled a global customer community site Designed business processes to support self-service Implemented a voice of the customer programme Created a ‘Random Acts of Kindness’ programme, which went viral Created an employee hub to incubate and scale best practice performance measures, including kindness and energy
© The QoE Limited 2017 The Brief Find a low cost, effective mechanism to get 300 customer experience employees across 52 markets sharing best practice
© The QoE Limited 2017 What we did Assessed current knowledge management and communication capability Designed a digital portal to share best practices Designed a framework to enable employees to collaborate and build and continuously iterate the right CX model and metrics for the business
© The QoE Limited 2017 The Brief To establish why customers were not continuing to use digital channels as often as expected Propose a solution to improve digital task completion rates and NPS, focusing on the customer billing journey
© The QoE Limited 2017 What we did Using the Perpetual Experience Model™, assisted Vodafone in laying the foundations for Smart Service, a contextual, searchable approach to knowledge management based on the real-time co-creation of knowledge by customer and call centre agent Smart Service enables Vodafone to learn about customers needs in real-time by harnessing the power of its internal and external communities
© The QoE Limited 2017 The brief To work with their team to help deliver their omni-channel strategy and transform their contact centre performance
© The QoE Limited 2017 What we did Lead the testing and training for their omni-channel system across retail and digital channels Designed and implemented a transformation programme that built a prototype designed to be an innovative ‘employee app-store’
© The QoE Limited 2017 The Brief Atom Bank intend to revolutionise retail banking by harnessing the power of data and digital technology Our brief was to establish a customer experience function fit for public launch
© The QoE Limited 2017 What we did Developed a customer experience blueprint for each of Atom’s products and a measurement capability to ensure delivery of the intended experience Ensured that every member of every team at Atom felt connected to the customer, and that every decision would be guided by consideration of its potential impact on the customer’s experience
© The QoE Limited 2017 The Brief To evaluate the future role of customer experience in the office fit out industry to enable Overbury to retain their position as market leader
© The QoE Limited 2017 What we did A review of Overbury’s delivery model and that of its market competitors. Compared these to the best from other industries with the same partner, stakeholder and customer journeys Carried out a gap and SWOT analysis to produce a working hypothesis on a maturing industry delivery model Produced a practical route map designed to keep Overbury ahead of its competitors
© The QoE Limited 2017 The Brief To develop a customer strategy that will improve customer experience as company moves from public to private ownership
© The QoE Limited 2017 What we did Deployed Perpetual Thinking to challenge traditional mindset Developed a five point strategy to re-position customer experience as a commercial opportunity Introduced a new scoring approach and a system that produces real-world knowledge and measures real-time performance

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THE QOE day 1

  • 1. © The QoE Limited 2017 PERPETUAL EXPERIENCE™ CARL LYON CHAIRMAN OF THE QOE GROUP AND AUTHOR OF PERPETUAL EXPERIENCE™ PERPETUAL EXPERIENCE™ UNLEASHING OMNICHANNEL SUCCESS Amsterdam March 2017
  • 2. © The QoE Limited 2017 PERPETUAL EXPERIENCE™ 12 years exploring, developing and implementing Customer, employee & digital experience FOUNDER & CHAIRMAN
  • 3. © The QoE Limited 2017 Respect respect Assisted service Ownership Purpose Emotional intelligence Think slow Beliefs Agility Aptitude Engagement Digital experience Innovation Individuals Behaviours Big Data Omni Channel Influence People proposition Intuition Creativity Love & lust Real world Relationships Think fast Tangible Fail fast Logic People Experience Culture Trust People or process Reward Self service Morality People like me Knowledge Analytics Voice of the customer Voice of employee Measurement Data Insight ROI Employee proposition AI Leadership Attitude Recognition Social media Community Inquisitiveness Exploring these issues Social communities Channel migration Instant gratification Digital migration Gamification Complaint handling
  • 4. © The QoE Limited 2017 Airbus Defence and Space Sure Legal and General Vodafone Microlease Marks and Spencer Macmillan Cancer Support Lloyds Banking Group Barclays Bank HSBC KCOM Emirates Honda Europe First Direct LV= Consumer Intelligence NHS Direct Orange Virgin Media onecom TUI UK Morgan Sindall Group Royal Bank of Scotland Tomtom Teléfonica O2 Simplyhealth TNT Express Sony Professional Atos British Telecom Cisco Emirates e2v Direct line EDF National Grid Scottish Water AXA L-3 Communications Carlson Wagonlit Travel With these companies Karen Millen asos Spotify Oasis Pfizer Paradigm BP
  • 5. © The QoE Limited 2017 DEVELOPING A METHODOLOGY TO COMBINE CUSTOMER, PEOPLE AND DIGITAL EXPERIENCE TO PRODUCE PERPETUAL EXPERIENCE™
  • 6. © The QoE Limited 2017 MEETING THE CHALLENGES OF OMNICHANNEL CUSTOMERS REQUIRES AN OMNICHANNEL BUSINESS?
  • 7. © The QoE Limited 2017 Part 1 Disruption Disruptive innovation The digital landscape Many voices I'm an individual Part 2 Responding to disruption Moving towards perpetual experience Us, not them Exerting influence Building authenticity Making it happen Summary AMAZON £14.95 CODE EVOLVING PUBLISHING THE BOOK PERPETUAL EXPERIENCE™
  • 8. © The QoE Limited 2017 • Perpetual Thinking • People Experience Journeys • Incubation Hubs • Experience Engine Explore Incubate Needs Innovate Motivate Analyse Experienc e Collabora te ARTIFICIAL INTELLIGENCE DELIVERING ON THE METHODOLOGIES PERPETUAL EXPERIENCE™
  • 9. © The QoE Limited 2017 PERPETUAL EXPERIENCE™ Envisioning Formulation of a working hypothesis PERPETUAL THINKING AND EXPERIENCE JOURNEYS DEPLOYMENT Exploratory Exploratory Exploratory Leadership exploration Origination Group Background investigation Final vision and strategy documentation completed People experience journey validates hypothesis Validation BUILDING ACROSS COMPANY SOLUTIONS AND CONSISTENCY
  • 10. © The QoE Limited 2017 USING PERPETUAL EXPERIENCE™ METHODOLOGY PEOPLE EXPERIENCE IN THE DIGITAL WORKING ENVIRONMENT BEST PRACTISE You would be welcome to join us and share the output
  • 11. © The QoE Limited 2017 Internal Motivators Organisational outputs Motivation of employee Reduced absence Reduced attrition Organically improved productivity Accurate feedback and insights Pursuit of tangible rewards Avoidance of punishment Re-enforcement of desired outcomes Structured behaviours Poor real world knowledge Pursuit of personal missions Excitement at mastering skills and achievements Ability to act autonomously Willingness to experiment / adapt from failure Driving real world knowledge Improved customer experience External motivators THOUGHTS ON CALL CONTACT CENTRE DIGITAL MIGRATION
  • 12. © The QoE Limited 2017 Attract • EVP Guidelines – to include frontline • EVP comms • Candidate experience • Connection to brand • Real excitement Recruit • Selection • New skills/ deep dive • Role profile • Research to include behaviours, standard, consistent OE • Candidate experience • Capability of those recruiting Onboarding/Induction • Minimum standards • Best practices/key themes • Digital journey • Engagement • Wow is in the how L&D & Progression • Career path – linear and horizontal • Apprentice programme alignment • Developing capability around behaviours and skills (content & tools) Empower and Engagement • Employee Survey evolution • Frontline Empowerment Performance & Reward • Variable pay evolution • Base salary • Intangible benefits (Flexible conditions, women, employee benefits) LARGE ORGANISATION INTERPRETATION OF DIGITAL MIGRATION Outcomes • Migration efficiency • Performance KPIs • Sales through service
  • 13. © The QoE Limited 2017 PERPETUAL EXPERIENCE™ PROJECTS DELIVERED WHO, WHAT AND HOW
  • 14. © The QoE Limited 2017 The brief To build a world class digital customer care operation
  • 15. © The QoE Limited 2017 What we did Designed and implemented one of the first UK’s first social customer care channels Built a state of the art contact centre Designed and implemented a voice of the customer programme Re-designed customer journeys for self-service and social first Created a market-leading service blueprint
  • 16. © The QoE Limited 2017 The Brief To validate existing customer segmentation and propose improvements where necessary
  • 17. © The QoE Limited 2017 What we did Built an understanding of what their customers offer to the end users, not just purely the application of the equipment Refined the existing processes to introduce improved consistency in data and accuracy of customer categorisation Tested in the UK market and then rolled out segmentation to 11 other EMEA markets
  • 18. © The QoE Limited 2017 The brief Test and scale new practices and contact channels to improve the skills of their contact centre and drive customer loyalty
  • 19. © The QoE Limited 2017 What we did Designed new returns interaction practices to reduce ‘wardrobing’ and reward valuable customers Designed and implemented a training programme in the contact centres to move the culture from ‘Parent-Child’ to ‘Adult-Adult’ management Implemented a ‘pop-up’ style test and learn hub to implement and scale web-chat / mobile chat and social media channels
  • 20. © The QoE Limited 2017 The brief To design a customer service experience and operation to support social customer experience for up to 100m users
  • 21. © The QoE Limited 2017 What we did Built a state of the art contact centre, on time and in budget Created an incubation hub to test and learn new support channels - designed, implemented and scaled a global customer community site Designed business processes to support self-service Implemented a voice of the customer programme Created a ‘Random Acts of Kindness’ programme, which went viral Created an employee hub to incubate and scale best practice performance measures, including kindness and energy
  • 22. © The QoE Limited 2017 The Brief Find a low cost, effective mechanism to get 300 customer experience employees across 52 markets sharing best practice
  • 23. © The QoE Limited 2017 What we did Assessed current knowledge management and communication capability Designed a digital portal to share best practices Designed a framework to enable employees to collaborate and build and continuously iterate the right CX model and metrics for the business
  • 24. © The QoE Limited 2017 The Brief To establish why customers were not continuing to use digital channels as often as expected Propose a solution to improve digital task completion rates and NPS, focusing on the customer billing journey
  • 25. © The QoE Limited 2017 What we did Using the Perpetual Experience Model™, assisted Vodafone in laying the foundations for Smart Service, a contextual, searchable approach to knowledge management based on the real-time co-creation of knowledge by customer and call centre agent Smart Service enables Vodafone to learn about customers needs in real-time by harnessing the power of its internal and external communities
  • 26. © The QoE Limited 2017 The brief To work with their team to help deliver their omni-channel strategy and transform their contact centre performance
  • 27. © The QoE Limited 2017 What we did Lead the testing and training for their omni-channel system across retail and digital channels Designed and implemented a transformation programme that built a prototype designed to be an innovative ‘employee app-store’
  • 28. © The QoE Limited 2017 The Brief Atom Bank intend to revolutionise retail banking by harnessing the power of data and digital technology Our brief was to establish a customer experience function fit for public launch
  • 29. © The QoE Limited 2017 What we did Developed a customer experience blueprint for each of Atom’s products and a measurement capability to ensure delivery of the intended experience Ensured that every member of every team at Atom felt connected to the customer, and that every decision would be guided by consideration of its potential impact on the customer’s experience
  • 30. © The QoE Limited 2017 The Brief To evaluate the future role of customer experience in the office fit out industry to enable Overbury to retain their position as market leader
  • 31. © The QoE Limited 2017 What we did A review of Overbury’s delivery model and that of its market competitors. Compared these to the best from other industries with the same partner, stakeholder and customer journeys Carried out a gap and SWOT analysis to produce a working hypothesis on a maturing industry delivery model Produced a practical route map designed to keep Overbury ahead of its competitors
  • 32. © The QoE Limited 2017 The Brief To develop a customer strategy that will improve customer experience as company moves from public to private ownership
  • 33. © The QoE Limited 2017 What we did Deployed Perpetual Thinking to challenge traditional mindset Developed a five point strategy to re-position customer experience as a commercial opportunity Introduced a new scoring approach and a system that produces real-world knowledge and measures real-time performance