customer experience presentation by university of strathclyde business school at ecew 2012

ECEW 22-23 May 2012

Global Insights from the Voice of the Customer : 2012

Professor Alan WilsonUniversity of Strathclyde Business School

ECEW 22-23 May 2012

The World’s Most Valuable Brands

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source: Interbrand 2011

ECEW 22-23 May 2012

• Branding is not simply something that is done to consumers – it is the consumers who place a perceived meaning on a brand.

• The management and consistency of the Customer Experience has a significant impact on these perceptions.

Who creates your brand?

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ECEW 22-23 May 2012

The Brand Iceberg

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Logo/ Name

Advertising

Operations

PersonnelService Environment

Brand Communications

Customer Experience

ECEW 22-23 May 2012

The Integration of Metricso demonstrating the linkages between metrics and

activities

Clear Communication and Disseminationo encourage use of the information

Measurement for Improvement o helping teams to improve rather than simply keeping

score

Contemporary Themes in Maintaining Consistency

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Research covered 30 countries

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Listen Connect Interpret Improve

Creating Value from Feedback

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Listen

Engagement Metrics Channels

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Feedback Metrics Used

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24% of total sample used Net Promoter Score as their only metric

73% undertake analysis of unstructured data/feedback

Feedback Metrics

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Channels Used :

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Do you give customers their choice of feedback method?

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Connect

Integration Data combinations Who owns data

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The complexity and breadth of measures as a result of increasing computerisation can often make it more difficult rather than easier for

managers to manage.

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Dashboards

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Feedback metrics combined with:

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Dept. Owning Customer Feedback Programme

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Interpret

What does it mean? Correlations / Patterns Best Practice

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Our Customer Feedback Correlates with

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Statement best describing our customer experience program.

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Improve

Outcomes Delivering

Consistency and Innovation

Impact on the Board Room

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Using Customer Experience Programme for:

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Analysed Feedback incorporated into:

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Design and Implementation• Programme complexity - coordination, collation and

analysis of various channels and global operations• Rich verbatim• Lag in addressing and embedding change• Getting buy-in from departments/silos to respond• Staff attitudes

Top Level Support• Getting commitment from Executive Team• Prioritisation of resources to implement change

Main Challenges Identified

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ECEW 22-23 May 2012

Analysing rich

verbatim

Managing Complex Measures

and Channels

Turning Feedback

into Action

Getting Corporate-wide Buy-

in

Key Areas for Discussion at ECEW 2012

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ECEW 22-23 May 2012