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THE CUSTOMER

EXPERIENCE BLUEPRINT

A report into the skills, technology and processes

reshaping businesses

2THE CUSTOMER EXPERIENCE BLUEPRINT

ContentsThe Customer Experience Blueprint

Executive Summary

1. Vision: - Setting and communicating a clear and ambitious

customer experience vision

- Why develop a shared vision for customer experience?

2. Surface: - Monitoring and responding to customer expectations

- How Cisco is connecting customer touch points

3. Plumbing: - Making and governing technology choices

- Keeping up with the fast pace of technological change

4. Capability: - People, processes and governance and making things

happen

- Which departments are involved in creating the future

customer experience?

- How involved human resource teams build a culture that

drives customer experience thinking

- What are the greatest barriers organisations face in

delivering improved customer experience?

Conclusion

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The Customer

Experience Blueprint

This report looks at how businesses are keeping pace with rising customer expectations and the pressure it puts them under.

To help make sense of these challenges we have worked with digital service design agency Friday, using the structure of their digital maturity model to assess how marketers and customer service professionals are responding to these pressures.

The following report summarises the findings of the survey and highlights some recommended actions for organisations seeking to reinvent their customer experience – and reinvent themselves in order to deliver it.

Surface

Plumbing

Capability

The membranes (websites, apps, etc) through which customers interact and use services.

Technology infrastructure, platforms, systems and services.

People, skills, processes, governance, ways of working, etc.

Vision A shared articulation of the t arget customer experience, and of the organisation that delivers it.

“It is hard. We have

to rethink not just

the technology, but

the organisational

structures and

capabilities required

to deliver.”

Lara Doyle,Senior Content Manager,UBM


T oday, it’s hard to maintain a lasting competitive advantage. Markets and industries change at pace and

customers are more informed, less loyal, and ever more demanding.

More and more small, agile start-ups enter established markets and disrupt traditional businesses. But a fast follow strategy by those organisations doesn’t allow them to move swiftly enough to keep pace with fast-changing customer behaviour and expectations.

Organisations need to be arranged around the customer, work hard to uncover and anticipate their unmet needs and be geared to respond at speed. Products and services need to stay relevant and for today’s demanding customers this means “usefulness wins”. No wonder customer experience is much talked about and seen as an opportunity and as a way to gain and keep a competitive advantage. In many sectors, customer experience is already more important than price and product when it comes to differentiating brands.

But the complexities of providing outstanding customer experience are significant. Creating a holistic experience means accounting for the joins between offline and online. We all have lives infused with and underpinned by digital tools, services and experiences and as consumers we expect our products and services to be consistent and personalised, to co-ordinate around our lives and be designed for our convenience. We want them to work on every device — easily and painlessly.

Customer experience is the competitive battleground and the route to differentiation. And all customer experience is necessarily going to be underpinned by digital.

This report clearly shows that organisations are stepping up to the customer experience challenge and highlights some of the barriers to success. The key difficulty in delivering a consistent customer experience no longer lies in convincing stakeholders of its importance, nor really

in technology. The challenges are human, cultural ones — aligning around a shared vision, embedding customer experience thinking across departments and teams, adopting new ways of working, changing governance to allow and value velocity over certainty.

These cultural changes are all essential for organisations to move from doing digitalto being digital — transparent, flexible, sensitised and highly responsive to their customers, organised around a shared purpose and a clear vision of the customer experience. Being digital allows an organisation to sustain the velocity and the agility to thrive in an environment of constant change — which is the only thing of any certainty we can say about the environment of tomorrow.

Anno Mitchell,Chief Strategy Officer,Friday

Alex Wright,Chief Executive Officer,Friday

Executive Summary


Vision

The customer experience is the competitive battleground. A clear ambition for the future customer experience is a clear ambition for competitive victory.

This vision for the future customer experience needs to be explicit, shared, widely understood, voiced from the top and used as a discriminating tool in decision-making.

An impactful vision captures clearly how the future experience is measurably better for the customer and for the business.

The most mature digital visions cover both the better future customer experience and the better organisation that delivers it.

The audience for our survey are mostly marketing, ecommerce and customer care professionals who understand the importance of customer experience. The vast majority (75%) of respondents agreed that their organisation has a clear and ambitious view of the customer experience they are trying to deliver.

The challenge of providing an outstanding customer experience often arises from actually being able to continually deliver

on this vision. Putting the customer at the heart of an organisation means to evangelise from the top.

In our survey 42% of respondents question their organisation’s efforts to ensure a shared understanding exists across all departments and teams illustrating that organisational leadership and customer experience professionals have a clear vision of their ideal customer experience, but the rest of the organisation is a little left out.

Setting and communicating a clear and ambitious customer experience vision

Clearly, it is essential to align the entire organisation to ensure all departments and teams work together to create the future customer experience. Truly understanding the customer and responding to their needs with the development of relevant products and services increases customer satisfaction and loyalty.

Therefore, improving the customer experience ultimately delivers bottom-line business value, with tangible impact on the growth and profitability of the organisation. Our respondents pointed to two key areas with impact - incremental sales from new customers driven by reputation and word

of mouth referrals, as well as less churn of existing customers, retaining loyalty and a greater share of wallet.

Respondents also talked about how clear goals shared across the organisation make prioritisation easier and more efficient, streamlining the decision-making process.

Interestingly, less than 8% of respondents highlighted the fact that non-price competitive advantage derives from improved customer experience. We expect this differentiating role to become a much stronger focus over the next years.

Why develop a shared vision for customer experience?

0%

5%

10%

15%

20%

25%

30%

35%35%

21%

19%

17%

11%12%

8%

For more on this watch the video:

How to build a shared customer

experience vision

http://tfmainsights.com/why-is-the-

customer-experience-important/

■ Better alignment across the organisation ■ Greater customer satisfaction and loyalty ■ Improved financial results of an organisation■ Increased understanding of the customer ■ Product development and service improvements■ Greater organisational efficiencies ■ Differentiation from competitors


Vision

Your food

Condition

Local clinic

April MayMay

His knee hurts when he runs …

So, he books an appointment at the gym … After a while, he finds his knee still hurts …

Fitness action plan

So, he books an appointment with a consultant …

Who makes some recommendations …

Googles “knee pain”

Information on the health website includes expertadvice (such assimple exercises), as well as detailsof health services

And in his Health MOT, he is given a fitness action plan ...

NH

Then rehabilitation begins with physiotherapy …

And soon he is back in the gym!

?? ?? ?

??

?

Local gym

NH

Diagnosis

Local clinic

:-(

:-)

“How is your knee?”

“Welcome to Health!”

MOT

“Share data with consultant?”

110100100111010011101001001110100111010010011101001110

Directions

“What is included in the cost?”

“When can you start to run again?”

“Do you have any more questions about your treatment?”

?

“Remember: 20 steps, twice a day...”

“Dr Smith tells me you’ve had a knee arthroscopy...”

Watch this

“You are due a follow-up with the consultant –would you like to book it in?”

!

!

P

YourLocal

Gym

f

Gym?

YourLocalClinic

YourLocalClinic

110100100111010011101001001110100111010010011101001110

NH

110100100111010011101001001110100111010010011101001110

Treatment

#nuffield knee surgery What knee exercises

are you doing?

Your stay

Your room

Read this

“What to expect?”

Watch this?

Read this?

Treatment

Rehabilitation

Rich video content of health physiotherapists discussing knee pain is available via socialnetworks

About knee pain

Blog posts from healthappear on Facebookto drive traffic to the health website

The site is location-aware so it recommends the userservices that are close to them

Health professionals can review and track user data to preparefor their session

The appointment booking process includes a quick sign-up for HealthScore –and asks users to import data from their other digital services

Health professionals can ‘prescribe’ users content from across the

Health digital ecosystem

Health professionals can continue to check-in with users remotely – or trigger/automate

service messages and reminders to keep in touch between appointments

The website offers helpful information on local clinics and hospitals so users find answers to common queries or concerns

without having to ask

“Can you recommend me a consultant?”

Users are seamlessley handed over to adjacent healthcare specialists withthe digital account providing continuitybetween services

Information gathered on users duringtheir journey is shared between healthcarepractitioners so users experience seamlesshandovers between services

Information prescription

Treatment options

All the information and advice that user’s recieve through their journey is centrallystored in their account so they can refer back to it

Information to help users prepare for their hospital treatment, such as directions

or FAQs, are available on the webiste

Messages sent to users between consultations to offer them encouragement or invite them to make contact to discuss their treatment

“83% of people who have a knee arthroscopy report an improvement in their quality of life”

“Share data with physiotherapist?”

“Share data with gym instructor?”

Users are sent relevent and timely content and messagesto encourage them to keep going

Because all the information about the user’s treatment is

stored in their account the handover to the physiotherapy

service is seamless

“You are ready to start back at the gym – would you like to make an appointment with your Health Mentor?”

He decides to proceed with the operation ...

He finds a community of people to support him in recovery …

Users are invited to join social media communities to support them through their rehabilitationand recovery

When users are ready, they are offered incentives to sign-up for Wellbeing Memberships

Your food

Condition

Local clinic

April MayMay

His knee hurts when he runs …

So, he books an appointment at the gym … After a while, he finds his knee still hurts …

Fitness action plan

So, he books an appointment with a consultant …

Who makes some recommendations …

Googles “knee pain”

Information on the health website includes expertadvice (such assimple exercises), as well as detailsof health services

And in his Health MOT, he is given a fitness action plan ...

NH

Then rehabilitation begins with physiotherapy …

And soon he is back in the gym!

?? ?? ?

??

?

Local gym

NH

Diagnosis

Local clinic

:-(

:-)

“How is your knee?”

“Welcome to Health!”

MOT

“Share data with consultant?”

110100100111010011101001001110100111010010011101001110

Directions

“What is included in the cost?”

“When can you start to run again?”

“Do you have any more questions about your treatment?”

?

“Remember: 20 steps, twice a day...”

“Dr Smith tells me you’ve had a knee arthroscopy...”

Watch this

“You are due a follow-up with the consultant –would you like to book it in?”

!

!

P

YourLocal

Gym

f

Gym?

YourLocalClinic

YourLocalClinic

110100100111010011101001001110100111010010011101001110

NH

110100100111010011101001001110100111010010011101001110

Treatment

#nuffield knee surgery What knee exercises

are you doing?

Your stay

Your room

Read this

“What to expect?”

Watch this?

Read this?

Treatment

Rehabilitation

Rich video content of health physiotherapists discussing knee pain is available via socialnetworks

About knee pain

Blog posts from healthappear on Facebookto drive traffic to the health website

The site is location-aware so it recommends the userservices that are close to them

Health professionals can review and track user data to preparefor their session

The appointment booking process includes a quick sign-up for HealthScore –and asks users to import data from their other digital services

Health professionals can ‘prescribe’ users content from across the

Health digital ecosystem

Health professionals can continue to check-in with users remotely – or trigger/automate

service messages and reminders to keep in touch between appointments

The website offers helpful information on local clinics and hospitals so users find answers to common queries or concerns

without having to ask

“Can you recommend me a consultant?”

Users are seamlessley handed over to adjacent healthcare specialists withthe digital account providing continuitybetween services

Information gathered on users duringtheir journey is shared between healthcarepractitioners so users experience seamlesshandovers between services

Information prescription

Treatment options

All the information and advice that user’s recieve through their journey is centrallystored in their account so they can refer back to it

Information to help users prepare for their hospital treatment, such as directions

or FAQs, are available on the webiste

Messages sent to users between consultations to offer them encouragement or invite them to make contact to discuss their treatment

“83% of people who have a knee arthroscopy report an improvement in their quality of life”

“Share data with physiotherapist?”

“Share data with gym instructor?”

Users are sent relevent and timely content and messagesto encourage them to keep going

Because all the information about the user’s treatment is

stored in their account the handover to the physiotherapy

service is seamless

“You are ready to start back at the gym – would you like to make an appointment with your Health Mentor?”

He decides to proceed with the operation ...

He finds a community of people to support him in recovery …

Users are invited to join social media communities to support them through their rehabilitationand recovery

When users are ready, they are offered incentives to sign-up for Wellbeing Memberships

Target customer experience for integrated healthcare provider


Surfaces - the websites and apps through which customers interact with organisations - obviously play a key role in delivering any customer experience. The most digitally mature organisations are able to manage the customer experience like a product – continually iterating it, based on evidence.

“Digital” is used as a nervous system for customer intimacy — detecting customer behaviours, surfacing findings inside the organisation and enabling surface iterations in rapid loops. A sophisticated approach to identity management means that customers are recognised through all surfaces, and the organisation has a single view of each customer.

Product owners have the power and know-how to deliver new digital products and services, and change the surfaces, at speed.

48% of respondents agree that their customers’ behaviour is monitored closely throughout their organisation. While 57% are not convinced about the ability to respond to changes in customer behaviour with the needed agility.

The message from this survey is clear – customer behaviour is not yet monitored closely enough, and organisations are still unable to react quickly enough to changes in customer behaviour and expectations

Monitoring and responding to customer expectations

11%5%

20%

27%

37%

12%7%

23%

27%

30%

The behaviour of your customer is monitored closely throughout your organisation

Your organisation is able to respond to changes in customer behaviour quickly by adjusting products and services to meet new customer expectations

■ Strongly disagree■ Disagree■ Neither agree nor disagree■ Agree■ Strongly agree


How Cisco is connecting customer touch points

Daniel Aziz, Marketing Director of Cisco Canada, spoke to TFM about how Cisco is connecting all the different touch-points a prospective customer might have with them across their channels.

“Customers have many interactions with us, from customer service to our ecommerce process with orders, shipping and delivery.

“At the moment each department has their own metrics and surveys that measure the success of an account, but is still quite reactive. We are moving to having a complete view using all the data points, and to put a scorecard against them so we can benchmark everything.”

“We can measure customer satisfaction by benchmarking our performance across all interactions we have with a customer, from landing page to social media sentiment, their online behaviour. Only by bringing this together we can see the full picture and understand where we need to improve.”

By moving to real-time insight, Daniel hopes to be able address problems before they go wrong.

“For example if someone rings customer service we want to know that they’ve just tweeted that they are disappointed about something – monitoring and flag social sentiment as it happens.

Read full interview: How Cisco uses The Olympics and marketing tech to grow its sales pipeline

Surface


The state of technology infrastructure, platforms and systems that form the digital plumbing of organisations make and break good customer experiences.

Organisations that meet customer expectations today use interoperable technology that is deployed in agile service-architectures to support rapid and distributed product development and innovation.

They have all the necessary technical expertise in-house (if not capacity) to make and govern their own technology choices – and this expertise is distributed through the organisation.

Their business units and technology teams work in well-connected ways with shared ambitions and are able to operate technology roadmaps, together, at multiple speeds and ranges.

The speed of change in customer demands brings the need to respond in ever-shorter cycles. This results in constant and diverse investment in new technology, as well as the often painful integration of legacy systems and processes.

There’s demand for “more malleable” and “more flexible” technology, but finding the right systems to allow for experimentation and improvements is not easy. 30% of respondents told us that planned technology changes and their impact are not transparently communicated.

Making and governing technology choices

Keeping up with the fast pace of technological change

12%7%

23%

27%

30%

There is transparency of all planned technology changes and its impact on customer experience and stakeholders across the business can input into the technology roadmap


Can businesses actually disrupt themselves?

“True transformational growth almost never comes from within existing systems and structures,” says Saher Sidhom, TedX speaker and founder of Hackmasters. Read full interview: How to Create 10x Better Technology Experiences

Perhaps the greatest technology issue faced by those seeking to transform the customer experience revolves around data.

44% of respondents highlighted the fact that their organisation doesn’t have a single connected view of each customer’s data. Customer transactions across different products and services are handled by different teams and departments, and sometimes different technology infrastructure. This creates

challenges for the customer as well as staff – a less-than-ideal customer experience for both.

Respondents highlighted the difficulty of joining up data sets across markets and channels, and connecting user data across devices to build a clear multi-channel picture. Tracking customers then, to provide a connected view and serve them effectively and consistently, is one of the greatest problems.

The data challenge

Plumbing


Organisations looking to keep up with customer expectations need to develop their internal capabilities of people, processes and governance (etc) in order to deliver a better customer experience.

Successful organisations optimise for agility over predictability, for velocity over certainty.

Their new products and services are by default conceived and created as digital-first. Their internal HR teams actively raise digital skills through learning and development, specify the needed digital capabilities in job descriptions, and value these skills in internal development and appraisal processes.

These organisations also actively minimise manual processes for their workforce and provide their teams with the digital tools required to deliver outstanding customer experiences.

Creating the future customer experience is clearly driven by marketing departments in collaboration with leadership teams. Input also comes from functional departments such as customer service, ecommerce and IT.

Interestingly, only 26% of respondents agreed with the statement that “HR plays

a leading role in building digital capability into the entire employee lifecycle”, which highlights big shortcomings, as HR has the potential to lead the development of the overall working culture and set up teams for success.

People, processes, governance and making things happen

Which departments are involved in creating the future customer experience?

78%

73%

68%

58%

52%

27%

24%

0% 10% 20% 30% 40% 50% 60% 70% 80%

■ Marketing ■ CEO/ Managing Director■ Customer Service■ E-commerce ■ IT■ Finance ■ Human Resource (HR)

Capability


Human resources (HR) has a vital role to play in making customer experience thinking central to an organisation’s culture by doing three things:1) Identifying desirable attitudes and

behaviours that lead to a better digitalculture

2) Building these into the gatewaysthroughout entire “employee lifecycle” - recruitment, training, evaluation, reward, progression, etc.

3) Celebrating these behaviours in ritualsand routines

By doing this, HR teams help build digitally mature organisations.

Digitally mature organisations are driven by and organised around a clear purpose that is repeatedly communicated and widely understood. And they distribute decision-making authority as far through the organisation as possible, in pursuit of the purpose.

They prioritise velocity over perfection, and iterate quickly based on evidence and data. This happens in a transparent environment, where collaboration is the norm, and where “digital’ is an enabler. Projects, products

and services in these organisations can change quickly, fail fast, and this can all happen in the public eye. In these cultures, teams form close bonds based on shared purpose, mutual respect and the buzz of learning and building together at great speed.

These fast-paced working environments are created by people who exhibit certain types of behaviour – they like to make things, and prioritise building over planning, proving over predicting and software over slideware. They’re likely to be active self-educators – testing new tools, seeking learning opportunities with colleagues, and sharing what they’ve learned with other hungry collaborators. They like to acquire the skills to design and build things themselves. They thrive in environments where the purpose is clear, but the route, the process and the method are ambiguous and they have the latitude to make their own way. And they’ll take reward from the quality of the thing they’ve built, the quality of the experience they had together in building it, and the quality of the learning curve they went on while doing it.

In the most digitally mature organisations, the HR function not only sees these cultural patterns, but can accurately describe the desirable behaviours from individuals that will combine to make them. As a result, the desirable behaviours find their way into all the aspects of the “employee lifecycle”. This means that these attitudes are listed and described alongside competencies, they become part of job descriptions and are built into objectives, so that desired behaviours are rewarded.

And, in these organisations, HR plays a role in encouraging and amplifying rituals and customs that celebrate the desired behaviours and the role models who exhibit them well. Individuals in the Front-end development team at Nature Magazine, for example, on receiving fairly laughable employee-of-the-month prize money, spent the cash on comic taxidermy (moles, in a range of unlikely poses, with silly props). After the first couple of people in the group did it, the organisation backed it, and it’s now “a thing”. Beer and pizza doth not a culture make.

So, Go HR.

HR has the power to drive a culture

of customer experience thinking

Alex Wright,Chief Executive Officer,Friday


28% of respondents to the survey say keeping up with technology changes to be the greatest barrier to the organisation being able to deliver an improved customer experience. Couple this with the 18% of respondents who sited data management and customer insight and 46% of respondents find technology to be the

most challenging aspect to delivering an improved customer experience.

Other challenges sited include creating alignment across the organisation (23%), restraints on budgets and resources (17%) and problems connected to staff, skills and existing culture (14%).

What are the greatest barriers organisations face in delivering improved customer experience?

0%

5%

10%

15%

20%

25%

30%

28%

23%

18%

17%

14%

■ Technology issues, in particular the struggleof keeping up with technology changes

■ Creating alignment across the organisation■ Data management and customer insight ■ Restraints on budgets and resources ■ Problems connected to staff, skills and the

existing culture


While small organisations typically feel stretched to achieve their objectives with small teams and limited budgets, there is a clear trend that as organisation size increases, so too does the difficulty in delivering a joined up approach to customer experience.

Whether looking at people, technology or processes, the larger the business the harder it is to make change happen.

More people, more problems

Your organisation has a single connected view of each customer’s data and transactions across all products and services, which is shared between teams and departments.

Leadership and delivery teams have the expertise and appetite to enable agility and flexibility through technology.

HR plays a leading role in building digital capability into the entire “employee lifecycle” - hiring, training and evaluating staff for skills relevant to a digitally infused world.

Your organisation has a clear and ambitious view of the customer experience you are trying to deliver, and the role of digital in delivering it.

The behaviour of your customer is monitored closely throughout your organisation.

Your organisation is able to respond to changes in customer behaviour quickly by adjusting products and services to meet new customer expectations.

This vision for the future customer experience is shared across the business, widely understood and evangelised from the top. It guides and prioritises decision making.

There is transparency of all planned technology changes and its impact on customer experience and stakeholders across the business can input into the technology roadmap.

Where appropriate, new products and services within your organisation are conceived and created with a digital-first approach that is focussed on enhancing the customer experience.

■ Organisations with less than 250 employees■ Organisations with more than 250 employees


Putting the customer at the heart of the organisation is far easier said than done, especially when concurrently undergoing a digital transformation project. It is easy to lose sight of the end-goal of a world class customer experience when faced with a quagmire of people, process and technological disruption. Barriers to implementing a successful customer experience programme might include technology issues, in particular the struggle to keep up with technology changes, creating alignment across the organisation, data management and customer insight, restraints on budgets and resources and problems connected to staff, skills and the existing culture.

However, building a blueprint for the ideal customer experience your organisation would like to deliver creates the focus the organisation needs.

To summarise, a blueprint for building a successful customer experience outcome comprises of:• Setting and communicating a clear and

ambitious customer experience vision

>75% of respondents to our customerexperience survey agreed that theirorganisation has a clear and ambitiousview of the customer experience theyare trying to deliver.

• Monitoring and responding tocustomer expectations>48% of respondents agree that theircustomers’ behaviour is monitoredclosely throughout their organisation.

• Getting to grips with technology andsystems and the data challenge>30% of respondents told us that planned technology changes and their impact are not transparently communicated.>44% of respondents highlighted the fact that their organisation doesn’t have a single connected view of each customer’s data.

• People, processes, governance andmaking things happen>Only 26% of respondents agreed with the statement that “HR plays a leading role in building digital capability into the entire employee lifecycle.”

ConclusionAbout us

Technology for Marketing

is the premier event for

marketers to source,

understand and maximise the

use of technology-powered

marketing.

www.tfma.co.uk/

eCommerce Expo is the UK’s

biggest marketplace for

buyers and suppliers of the

latest ecommerce technology,

products and services.

www.ecommerceexpo.co.uk/

Customer Contact Expo brings

leading contact centre and

customer service suppliers

face-to-face with the industry’s

largest gathering of buyers and

decision-makers.

customercontactexpo.co.uk

Friday makes beautifully

useful digital - through a mix

of service design and modern

engineering. The team values

fast and visual forms of

thinking; along with agile and

iterative forms of making and

help their clients focus - to

do less better. Their clients

include HSBC, Nuffield Health, Barnardo’s, Cancer Research

UK, Lebara and the

Co-operative Group.

wearefriday.com/

The Customer Experience Arena (Live)

To help traditional departments within the organisation make

sense of the new customer landscape, a specialised customer-

centric arena will unite senior management from marketing,

ecommerce and customer service disciplines in a bid to better

understand customer pain points with each department,

how data and insight is shared between departments, and

the skills, processes and technology required to support

the customer experience. Technology for Marketing, eCommerce Expo and Customer Contact Expo take place from 28-29 September 2016 at Olympia National, London.

0&,*-.!$€¦ · the customer experience blueprint 2 contents the customer experience blueprint...

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