become a beloved and prosperous company © 2010. jeanne bliss all rights reserved....

Become a Beloved and Prosperous Company

www.customerbliss.com © 2010. Jeanne Bliss All rights reserved. [email protected] 425-444-7654

Jeanne Bliss President, CustomerBliss

Co-Founder CXPA

The Five Competencies of Customer Experience Companies


www.customerbliss.com © 2010. Jeanne Bliss All rights reserved. [email protected] 425-444-7654 2

7 Inhibitors of Customer Experience Success

1. Starting with a mantra, not an action plan.

2. Not defining the customer experience & gaining alignment

3. Not breaking the work into actionable pieces

4. Focusing first on survey metrics vs. operational metrics

5. Not having executives engaged in the effort.

6. Lack of clear communication and behaviors to model

7. Actions based on what people think vs. what customers need

Copyright © 2011 CustomerBliss. All rights reserved.



Beloved Companies…

Random Experience

Reliable Experience

Differentiated Experience

DESIRE

Company DNA: Memory Creation

Consistently Define The Experience Always Reliable At Priority Contacts

“Who Else” Does This?Deliver Memories That Set You Apart

“Companies …become great brands because contacts the consumer has with that company, from calling a toll-free number to actually buying the product and using it, is seamlessly enjoyable.” -D. D’Alessandro, Brand Warfare



FROM Delivering Our Org

Chart

TO Delivering a Differentiated

Customer Experience

Focus on OUR End Game



Rather than focusing down our operations areas

Customer Experience?

MarketingAccount/Admin/

Legal

ProductMgt HR Product

DevChannel

SalesProfSvcs

CustomerSuccess

DirectSales

IT



Sobering Facts…

1 in 5Customers say bad experiences lead them to

switch brands.

Twenty percent of customers switch brands due to low product or service quality.

34%Of customers say bad experiences are

caused by interacting with a rude or disinterested employee.

Source:2011 Net Promoter® Industry Benchmarks Study



Record sales for 2010 in number of passengers, in relation to the number of seats offered,despite an airline market in crisis and personnel reductions.

1982 ProfitableUnprofitable 1981

Source: SAS Scandinavian Airlines Systems France

“Moments of truth” ultimately determine whether SAS will succeed or fail as a company.

They UNDERSTAND my needs

They are MY ONLY CHOICE

They ARE THERE when I need them

Reservation Check-in Pre-flight In-Flight Arrival Service Relationship



Earn the Right to GrowthRELIABILITY From the Customers’ Perspective

Do I believe and value promises they make?

Awareness & Research

Repurchase, Our Advocate

Are they my partner? Are our products & dealers the only ones I want?

Are they there for me to provide an experience I desire?

Education, Access, Trial

Do they make it easy for me to do business with them?

Selection,

Purchase

Delivery, Possession

Did vehicle delivery exceed what I expected?Has a partnership begun?

Product Usage

Maintenance and Service

Do they think of me and how I live my life? Do they anticipate my needs, desires and lifestyle in their support?



The Cross Company Customer Relationship They

UNDERSTAND

my needs

They are my

PARTNER

They ARE THERE when I need

them

Awareness and

Research

Education, Access

and Trial

Selection and

Purchase

Delivery and

Possession

Product Usage

Maintenance and Service

Repurchase, Relationship,

BRP Advocate

Focus on Priority Experiences



Alignment Around Experience Shift from silo priorities to Customer Experience priorities.

#1

Customer Experience Competencies



1.2.

3.4. 5. 6. 7. 8. 9. 10. 11.

#2 Customer Listening Competency Feedback integrated into daily decisions – Connected to “experiences” not just silo work





9095

100105

MAPGoal

Actual

Fulfillment Time

9095

100105

MAPGoal

Actual

Response Time

9095

100105

MAPGoal

Actual

Billing Accuracy

9095100105

MAPGoal

Actual

Contact Before Renewal

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

#3United Experience Accountability Drive cross silo experience reliability in key customer touchpoints



New Customers by Volume and Value

Lost Customers, Volume and Value With Reasons

Customers as Assets Few, simple metrics to monitor customer growth performance #4




Where are we now?

Lost Customers Volume and Value

Recency/Frequency of Purchasing

Referrals by Customer Group

Decrease in Cost to Serve Customers

New Customers Volume and Value Increase/Decrease Share of Wallet

Barometer of Difficulty

Relatively easy

Moderately difficult

Hard, but Possible Impossible Right Now

Action #1:

Yes, we track No, we do not trackBarometer of Difficulty

Relatively easy



Action #1:

Yes, we track No, we do not track


Relatively easy



Action #1:



Relatively easy



Action #1:



Relatively easy



Action #1:



Relatively easy



Action #1:


Customers as Assets- Guerrilla Metrics Few, simple metrics to monitor performance and line this work up to profitability and growth

#4

Number of new customers (logos) why? Time to a new customer (logo)

Why?

Escalation trends Account growth/shrinkage. Why?




#5



16

1.Take Personal Ownership

2. Establish Acceptance/Role Clarity

3. Drive Regular Accountability

4. Provide Political Air-Cover

5. Insist on Corporate Patience

6. Demystify the Roadmap

Role of Leadership?



STAGE ONE Early Actions and Quick Wins

Culture

Culture

Customer Asset Metrics: Data We Have Now

Complaint Catcher Categories Created

First Pass Customer Segmentation

Calls to Lost Customers: Sort by Segment

Lost Call Issues Attached to Moments of Truth

Diagnose Lost Call Issues –People/Process

Complaint Priorities: Accountability & Timeline

Internal Communication: 90 Days Roadmap

Get Action Moving! What’s Happening and Why? Customer Asset Metrics Customer Segmentation Why We Lose Customers Engage Organization DNA/Culture Boost

Actions

First 90 Days’ Roadmap Key:

Customer Metrics

Operational Accountability

Communication Internally and to Customers

Customer Listening



Customer Room Stage 1 Built

Culture First Customer Loss Review Meeting

Culture First Customer Room Walk-Through

Complaint Catcher – Paper Version Begins

First Complaint Catcher Trending

Culture Own the Call: Internal Service Standards

Marketing Hope: to Customers and Employees

Hardwiring DNA : Initiate Key Repeatable Processes

Key:

Customer Metrics

Operational Accountability

Communication Internally and to Customers

Customer ListeningSTAGE TWO

Hardwiring Experience DNA

First 90 Days’ Roadmap



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http://www.cxpa.org/

become a beloved and prosperous company © 2010. jeanne bliss all rights reserved....

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