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NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com Driving Short, Sharp and Successful Customer Experience March, 2017 Cedar Management Consulting International LLC (Rep. Office) P O Box 41785, 25D, Level 25, Jumeirah Emirates Towers, Sheikh Zayed Road, Dubai, UAE Tel + 971 4 330 4447, Fax +971 4 330 0448 Confidential Document v1

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NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

Driving Short, Sharp and Successful Customer Experience

March, 2017

Cedar Management Consulting International LLC (Rep. Office)P O Box 41785, 25D, Level 25, Jumeirah Emirates Towers, Sheikh Zayed Road, Dubai, UAETel + 971 4 330 4447, Fax +971 4 330 0448Confidential Document v1

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

Customer Experience Transformation

5 steps to short-sharp-successful customer experience transformation

03

01

02

04

05

What |Refine the proposition. Offering, pricing and experience

Who |Define your customer. Segmentation

How |CRM. Processes. People

Where|Channels. Branch + Digital

So-What |Performance measurement

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

Key Drivers | Customer Experience

1. Segmentation

� Value based segmentation

� Profile based segmentation

� Segment based value proposition

2. Processes

� Customer life-cycle across channels

� Best-in-class sales & service processes

� Organisation design

� Aignment across business units

3. Organization 4. Metrics

� Customer Satisfaction Metrics

� Service Turnaround Times

� Transaction Costs

5. Technology

� Digital Channels� Operational &

Analytical CRM� Core Product

Platforms� Customer

Centric model

3

Customer Experience transformation was enabled by five key drivers

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

4

Profile of customer segment driven by analysis of actual data and experiences

1. Customer Segmentation

Key Insights

Profile of Customer Segment

Typical product holding and channel usage for a

segment

Potential Segment Upgrades / Downgrades Customer profiles

No. of customers / accounts

No. of new customers/ accounts added

No. of accounts due to mature

Consolidated relationship size per customer

Business performance vis-à-vis industry

Analysis

Data Building Blocks

Customer & Account Behavior Scores

Customer Identification Relationship & Transaction History Account Balances

Product Information

Channel Usage

Industry & Competitor Benchmarks

Inbound & Outbound Communication

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

5

2. Customer Interaction Processes

Customer Interaction & processes modelled consistently across channels

CUSTOMER

Branch Network

IVR / Call Center

Internet Banking

Kiosk Banking

RelationshipManagerE-mail/

Social Media

Mobile Banking

Interactive Teller

Machines

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

6

Well defined functional unit model, defined across segments

Frau

d m

anag

emen

t

Lifecycle processes tailored to segment: acquisition, service, retention & win back

Mar

ketin

g

Prod

uct

deve

lopm

ent

Sale

s

Bran

ches

Chan

nel

man

agem

ent

Billi

ng

Colle

ctio

ns

Serv

ice

cent

re

Rete

ntio

n Gr

oup

Othe

r dep

ts

Segment A(retail)

Segment B(corporate)

Segment C(insurance)

Functional unitsFunctional units with no integration of segment

processes

HNI

Affluent

Mass Retail

3. Organizational Enablers

Functional Units

Prod

uct

Deve

lopm

ent

Mar

ketin

g

Sale

s

Billi

ng

Colle

ctio

ns

Frau

d M

anag

emen

t

Serv

ice

Cent

er

Rete

ntio

n Gr

oup

Chan

nel

Man

agem

ent

Bran

ches

Oth

er

Dept

s.

Functional Units with no integration

of segment processes

Lifecycle processes tailored to segment: acquisitions, service,

retention & win back

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

4. Performance Measurement Framework

Performance Measurement

TAT/ Wait Time

Analysis

Complaints & Attrition

Analysis

Mystery Shopping

� By channels� By services� By zones

� Branch management� Across products

� Call Centres – satisfaction, knowledge & communication

� Branches – greeters, CSR, Helpdesk, Teller

1

2

3

Effective performance measurement framework put in place

7

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

8

Objectives and measures defined using the Balanced Scorecard framework

4. Customer Experience Scorecard

Customer Experience

Metrics

� Customer focus and profitable� Segmentation through restructuring� Improve operating Efficiency

� Transactional Convenience� Reliable & consistent service� Efficient remote channel service

� Cost Effective Delivery Channels� Consistent TAT� Competitive Service Levels

Financial

Customer

Internal Process

Organizational� Focus on business needs� Objective performance management� Training to personnel

� Net Profit %� Segment Profit %� Op. Expense./Total Income

� Customer Index� Volume

� Service cost / channel� % SLAs met� # of transactions over CCS

� # of Customer Service JDs� # of positions with KRA� Key milestones

Objectives Measures

1

2

3

4

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

9

5. Technology Enablers

Channels

Technology – aligned to deliver customer experience

CRM� 360 view of customers� Service Management� Customer Analytics

BPM� Service TATs� Transaction Workflow� Roles & Responsibilities

Core Systems

� Product Features� Account Features� Limits and Collaterals

Business Intelligence

� Product Profitability� Organization Performance Metrics� What-if Scenario Analysis

Enablers

Technology Infrastructure

1 2

34

Customer Insight Predictive Analytics

ExecutionMeasurement

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

Customer Centric Culture

Customer centric culture developed using key considerations

10

Customer Centricity

Engage

Customer Centric Culture

Map Customer Feedback into processes and behaviors

Align Operating model to enable customer centricity

EngageExecutives and Leaders

IntegrateDisparate business unit culture

Measurechange using key metrics

4

3

2

1

5

NEW YORK CHICAGO LONDON PARIS DUBAI MUMBAI SHANGHAI SEOUL TOKYO www.cedar-consulting.com

We Make Strategy WorkWe Make Strategy Work