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Driving Improved Business Outcomes from Existing
Customer Data
Introduction
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Andrew Reise Consulting is a CX thought leader and transformation expert that has
been working with Fortune 1000 clients since 2004. We authored a book on CX and
have contributed to over 80 publications from Forrester, Gartner and Temkin Group.
Existing Customer Data Problem Statement
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Customer Interaction Analytics are captured across many organizations and include some incredibly powerful tools. More frequently than not, different interaction types are reviewed independently and by different functional groups within a company. The resulting outcome includes situations were survey data is not compared with operational data and operational data captured across channels are not shared or analyzed together leaving decision makers with the parable of the blind men and the elephant.
Parable of the Blind Men & the Elephant
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Do You Know Who You Are?
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A successful customer strategy is holistic, aligns with the corporate strategy and starts with the customer’s most critical touch points with your organization.
Do You Know Your Competitive Advantages?
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Great brands are true to their promises while offering very different experiences.
What’s Most Important to the Customer?
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Not every part of the customer journey is created equal; find out what is most important and in what channel
Mobile
Social
Contact Center
Face-to-Face
Web
Chat
SMS/Voice
Brand Promise
Cross Channel
Behavior
Shopping / Purchase
Experience
Emotional Connection
Focus AreasEnd to End ExperienceInteraction Channels
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What Do You Measure?
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There are complex relationships among customer measures that need to be considered collectively and within the context of what is important to your brand promises and customer journey
• Do I feel valued?• Is this a company I can trust?• Do I want to associate with the Brand?
Interaction Capture Platform(s)
Emotional Engagement
Ease
Satisfiers / Dissatisfies
Advocacy
Loyalty
Measurement Types
• Which stages of the lifecycle are most important?• What do I love?• What do I hate?
• How many steps did take to do what I needed?• Cost per contact• Contacts per sale
• NPS• CSAT
• Share of wallet• Revenue growth
Bringing It all Together
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Mobile
Social
Contact Center
Face-to-Face
Web
Chat
SMS/Voice
Corporate Strategy and Brand
Channel Focus – Web, Mobile,
Retail
Differentiation at Critical
Interactions
ROI
Focus Areas Interaction Channels
End to End Experience
Customer Interaction
Capture Platforms
Analysis(automated &
non automated)
Action
Customer Experience
Contact Optimization
Product Development
Technology Performance
Performance Management
Process Improvement
Automated AnalysisCalls
Texts
Site Clicks
Emails
Social Posts
Chat
IVR
Surveys
Store Video
Manual Analysis
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CX Value CompassAfter finding areas of opportunity, prioritize in part by corporate goals
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Example Deliverable – Prioritization
© 2017 TransUnion LLC All Rights Reserved | 6 Confidential | Internal use only
Business Value Strategy Level Cost / Benefit and Value Drivers
Cu
sto
me
r V
alu
e
Ease
, E
ffe
ctive
ne
ss,
Em
otion
Low High
High High Priority Focus Areas
Bubble Size represents ease of
implementation / complexity
B2B CX Initiative Prioritization
Foundational Enable
Self Service
Implementation
Support
Measure What’s
Critical
Reduce Errors /
Contacts
Share Solutions,
Trends & Best Practices
Issue Resolution
Enterprise VoC
Platform
360 Customer
View
Closed Loop VoC
Experience Design Lab
Personas / Micro
Segments
Simplify Commun
ications
Expand Listening
Communications
Customer Centric
Culture
Capture / Sell Industry
Insights
VoC Council /
Dashboard
Who’s My Guy / Gal
Note: Prioritization methodology detail in Appendix.
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Example Deliverable – Strategic Themes and Initiatives
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Example Deliverable – Initiative Scorecards
Capability Maturity
Client Competition Client
Current Current Future
Impact to the Front Line
LOW Key Metrics
Expected Change
Risk to the Business
LOW
Manage Interactions
Manage Customer Information & Feedback
Recommended Solution
1 3 3
1Segment Customers
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Analyze current feedback programs and augment with new vendor efforts utilizing
surveys and other mechanisms to capture both unsolicited and solicited insights at all
touchpoints, and integrate this data, CBI data and other feedback data into our data
store (ODS/EDW)
Quick Hit:
1. Integrate current CBI data into ODS/EDW
Churn, Feedback Volume
Value Drivers
3
3 3
Across these capabilities, Client is lagging competitors. For two of the capabilities, the
Customer Experience strategy aims to develop parity with where competitors are
currently. In regards to Manage Interactions, the Client aims to exceed compeititors via
similarly mature tools and programs along with our current superior human coverage.
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Voice of the Customer
Initiative Description
Assumptions/Dependencies
• Web Strategy/Re-platform - enables utilization of the web channel
• ODS/EDW - stores and manages enterprise data
• Business Intelligence - provides enhanced data analysis and modelling
• Customer Information Management - provides customer and segment data
• Cross-Channel Integration - coordinates the customer experience across channels
Initiative Scoring
The Voice of the Customer establishes the capability to collect, manage and analyze
both solicited and unsolicited customer feedback at any touch point in the customer
lifecycle.
• Business rules are triggered to solicit formal customer feedback based on specific
events, behaviors, or interactions.
• Associates are encouraged to ask for, and collect, customer feedback via standard
process/tool - unsolicited feedback is collected via the same tool.
• Recurring customer feedback ‘surveys’ can be managed dynamically to target
specific customer segments.
• New Voice of the Customer metrics are defined to augment or integrate with
Customer Beat Index metrics, focus groups, and other current feedback.
• All feedback data is aggregated and made available for analysis.
Example Scenario
An interal manager wants to know why certain market’s churn rates were so much
better than the rest. This information was previously difficult to determine quickly, but
now she can query the Voice of the Customer repository to see a pattern; certain
customers were singing the praises about their in-store experiences in that market.
With a quick search of the Knowledge Repository, she finds that the particular market
had recently launched a new associate training program...
Decreased Churn via better customer knowledge/intimacy
Collected: Survey results - numerical and text, unstructured data (voice, notes, etc.)
Calculated: Convert text, other unstructured data for analysis
Data Domains
3
0
2.5
5
0 2.5 5
Complexity
Va
lue
Bubble size indicates size/cost of the initiative
What Does It End Up Looking Like – Case Study
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Pairing survey and operational data mitigates the risks of acting upon survey biases and provides more actionable insights with real world examples and financial returns
Importance
Sati
sfac
tio
n
Bubble size equals frequency of occurrence in feedback.
Low High
#5
High
#4
Agent Support Services
Positive Sentiment
Mixed Sentiment
Negative Sentiment
(Bas
ed o
n s
urv
ey d
ata.
)
(Based on survey data.)
Customer Service
Q/E ToolsProducts / Plans
#11
Communications Sales / Technology
Training
#6
#9Commissions
#2
#1
#7Certification /
Re-certification
Compliance
#10
Sales / Marketing Materials
#3
Renewal Support
#8
Arrows represent a change from 2016
Survey Data
What Does It End Up Looking Like – Case Study
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Pairing survey and operational data mitigates the risks of acting upon survey biases and provides more actionable insights with real world examples and financial returns
TOP CALL REASONS
• Premium payment
inquiries and make
a payment were
the two top call
drivers for IU65
members
• ~24% of Member
Concierge calls are
payment related
and have a more
negative customer
sentiment than
other call types
Operational Data
What Does It End Up Looking Like – Case Study
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Pairing survey and operational data mitigates the risks of acting upon survey biases and provides more actionable insights with real world examples and financial returns
Auto Pay Adoption
Annual Cost
SavingsAnnual Call
Reduction
15K $125K
Reduction of payment calls by
increasing IU65 auto pay
adoption
Digital Payments
Reduction of payment calls by
improving web and mobile pay
my premium pages / alerts
25%
Annual Cost
SavingsAnnual Call
Reduction
15K $100K
25%
Pay by Phone
Reduction in calls transferred
from CSR to GVP payment IVR
Annual Cost
Savings
Annual Call
Reduction
45K $260K
30%
Member ID Cards
Annual Cost
Savings
Annual Call
Reduction
42K $500K
Reduction in calls related to ID
card or card information
Find a Dr. UN / PW Issues
50%
Reduction in calls for UN / PW
issues (13% to 6.5%) by
updating IVR, web, app
Reduction in calls for Find a Dr.
by improving digital experience
and promoting self service
50%25%
Annual Cost
SavingsAnnual Call
Reduction
15K $210K
Annual Cost
SavingsAnnual Call
Reduction
32K $220K
Opportunity Benefits
