the path to customer experience maturity
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The Path To Customer Experience MaturityTRANSCRIPT
The Path To Customer Experience
Maturity
Moira Dorsey, Vice President, Group Director
19 November 2013
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“clearly unused to even basic
mountaineering equipment”
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Customer
Experience
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Base: 100 customer experience professionals (percentages may not total 100 because of rounding)
Source: Q4 2012 Global Customer Experience Peer Research Panel Online Survey
47% Differentiate their company
from leaders in their industry
13% Differentiate their company
from leaders in ANY industry
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47% don’t measure customer
experience quality
Source: Q4 2012 Global Customer Experience Peer Research Panel Online Survey
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79% don’t train employees on how to deliver
the target customer experience
Source: Q4 2012 Global Customer Experience Peer Research Panel Online Survey
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8%
17%
36%
31%
8%
Very poor
Poor
OK
Good
Excellent
Distribution of scores on Forrester’s Customer Experience Index 2013
Not differentiating
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Low customer
experience maturity
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Customer Experience Maturity
The extent to which an organization routinely performs the practices required
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Customer Experience Maturity
The extent to which an organization routinely performs the practices required to design, implement, and manage customer experience
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Customer Experience Maturity
The extent to which an organization routinely performs the practices required to design, implement, and manage customer experience in a disciplined way.
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Low CX maturity Practices are missing or performed in an ad hoc way
High CX maturity Practices are performed systematically
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Repair Elevate
Differentiate
Optimize
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Repair Elevate
Differentiate
Optimize
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Stop the avalanche of bad
customer experiences
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Repair: Key Practices
› Identify experience problems
› Prioritize fixes
› Coordinate implementation
› Measure results
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Identify Problems
Prioritize Fixes
Coordinate Implementation
Measure Results
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“Most Highly Regarded Service Company”
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Radu Ciocan Former VP, Head of Customer Service Operations Deutsche Telekom
“Calls are generated by mistakes in other parts of the organization, from finance to IT to marketing . . .
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Radu Ciocan Former VP, Head of Customer Service Operations Deutsche Telekom
“Calls are generated by mistakes in other parts of the organization, from finance to IT to marketing . . . you can solve the problem and be very nice about that but that won’t make the customer want to renew . . .
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Radu Ciocan Former VP, Head of Customer Service Operations Deutsche Telekom
“Calls are generated by mistakes in other parts of the organization, from finance to IT to marketing . . . you can solve the problem and be very nice about that but that won’t make the customer want to renew . . . you should instead get him the right bill.”
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10 – 15% reduction in costs
Tens of millions of Euros
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Repair Elevate
Differentiate
Optimize
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Make good CX behavior the norm
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Elevate: Key Practices
› Screen candidates for customer-centric values
› Assign specific CX behaviors to each role
› Measure customer experience consistently
› Reward good behavior across the enterprise
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Core Candidate Behaviors
›Passion
›Clear Talking
› Team Working
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“The Pret Way”
“Don’t want to see”
“Want to see”
“Pret perfect!”
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€ 1 per hour worked
€ 50 bonus
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+17% sales
+17% profit
50 new stores
1,000 new staff
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Repair Elevate
Differentiate
Optimize
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A more sophisticated
customer experience toolkit
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Optimize: Key Practices
› Conduct observational research in the
customer’s natural environment
› Build strong experience design practices
› Model the relationship between CX quality and
business results
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Let personality shine
Provide options
Help guests feel comfortable in public
spaces
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Improved guest satisfaction & revenue per room
Doubled food & beverage sales per occupied
room in the first 3 years
Renovated nearly 90% of properties
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Repair Elevate
Differentiate
Optimize
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Catapult you to the top
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Differentiate: Key Practices
› Re-frame customer problems
› Reveal unmet customer needs
› Re-think the entire CX ecosystem
“refreshed”
17.4% revenue increase over ‘11-’12
16% increase in passengers flown
25 consecutive years of profitability
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Recommendations
› Show them the way
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Recommendations
› Show them the way
› Locate yourself on the map
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Recommendations
› Explain the path
› Locate yourself on the map
› Secure your current position
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Customer Experience Maturity
The extent to which an organization routinely performs the practices required to design, implement, and manage customer experience in a disciplined way.
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Recommendations
› Explain the path
› Locate yourself on the map
› Secure your current position
› Plan the next phase of the climb
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Thank you Moira Dorsey
+1 617.613.6230
blogs.forrester.com/moira_dorsey
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