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© TribeCX Ltd 2017
Using Customer and Employee metrics to drive a step change in Customer Experience
David HicksCEO TribeCX Ltd
QuestionPro, July 2017
Founders : Globally recognised leading CX Practitioners
Best practice CX calibration & capability development
CX toolkit & remote support
Practitioner led : outcome focused
Calibrate your CX @ www.TribeCX.com
For a copy of slides – email [email protected]
TribeCX: Brief Intro
Overview: Customer Experience - Definition
Customer experience is “a blend of a company’s rational performance
and the emotions evoked in all the interactions with the customer, across
all touch points”
Consistently great experiences don’t happen by chance.
They are the outcome of deliberately designed customer journeys.
The challenge is to get the entire business aligned behind a purposely designed experience that is persistently and consistently delivered
Customer Experience - Definition
Purposefully designed end to end Customer Experience drives improvements in: business efficiency & customer effectiveness
Customer Experience Leaders Outperform
Watermark defines Customer Experience Leaders and Laggards as the top ten and bottom ten rated public companies in Forrester Research 2007 – 2016 Customer Experience Index studies. Comparison is based on performance of equally – weighted, annually adjusted stock portfolios of Customer Experience Leaders and Laggards relative to the S&P 500 index.
Customer ExperienceLeaders 45.1%
Customer ExperienceLaggards -38.7%
S&P 500 Index 16.2%
© TribeCX Ltd 2017
Fix
Standardise
Embed
Time
Cu
sto
me
r e
xp
eri
en
ce
qu
ali
tyTactical actions are not enough: It ALL needs to work
Functionally driven tactical
Experience improvements
will only get you a limited way
Concerted cross business effort to
purposefully design Experience and
align the organization to deliver it
Optimise
Develop core CX capabilities
Source: Bain & Forrester 2016
© TribeCX Ltd 2017
7
Just start…it’s a journey!
Strategy/Vision
Tactics/Design
Ethos/Culture
Learning/Feedback
© TribeCX Ltd 2017
The CX approaches used by successful companies:
Metrics
Mapping
Benchmarking
© TribeCX Ltd 2017
Like to read more …?
REPRINTH03D2OPUBLISHED ON HBR.ORG DECEMBER 28, 2016
ARTICLECUSTOMERS
The Most Common Reasons Customer Experience Programs Fail byRyanSmithandLukeWilliams
Join TribeCX Linked in group
© TribeCX Ltd 2017
The CX approaches used by successful companies:
Metrics
Mapping
Benchmarking
© TribeCX Ltd 2017
11
Customer Metrics:An “outside in” view of your organization
© TribeCX Ltd 2017
But, measuring alone is not enough
© TribeCX Ltd 2017
Net Promoter Score (NPS)
Net Promoters = % promoters - % detractors
2 vital questions :
1. Would you recommend?
2. Why?
© TribeCX Ltd 2017
Customer Effort Score
• Stronger link to business performance• Less “cultural” bias
• Same mechanics• (Same risks!)
© TribeCX Ltd 2017
The CX approaches used by successful companies:
Metrics
Mapping
Benchmarking
© TribeCX Ltd 2016© TribeCX Ltd 2017
© TribeCX Ltd 2017
www.tribecx.com CLIENT’S NAME
AREAS
DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
Defin
e
vision
Create strategy
Align organisation
VISION
D
ESIGNCU
LTURE
LEA
RNING
TH E TRIBECXENGAGEMENTMODEL
TribeCX’s model explores four
areas of the customer
experience eco-system where
Vision, Design, Culture and
Learning are harmoniously
aligned to deliver best-in-class
experiences. You can’t do one
without the other. This personalised report
illustrates where your
organisation sits against these
areas, and where you
compare with other organisations (benchmarks).
Vision: direction and purpose – ‘why we
do things’. It aligns customer experience
strategy across the organisation, both
internally and externally.
Design: answers the question ‘what we
do’. It directs the activities of customer
experience implementation and delivers
efficiency in execution.Culture: defines ‘how we do things’. It
creates the right mindset and behaviours
to deliver on authentic experiences.
Learning: sharing ideas for continued
improvement. It ensures organisations
continuously better themselves.
Focus growth
Design experience
Enable change
Inspire mindset
Rew ard behaviour
Energise
Engage and sense
Connect the dots
Ignite growth
BENCHMARK ASSESSMENT REPORT
August, 2015
Important to Client
Client
Benchmark
100
50
0
100
50
0
40%
CLIENT’S NAME
ATTRIBUTES
Client
PERFORMANCE
ASSESSMENT REPORT
August, 2015
Understands that customer advocacy, effortless CX and
retention d
rive sustai
nable grow
th & profit
abilit
y
Clearly de
fin
e
s a servic
e promi se
and CX pr
inciples to
foster a sense of belonging and shared purpose
Aligns CX with brand promise, marketing & sales
strategies and company values
Refle
c
ts and art
iculates the
DNA of t
he organis
ation in
simple customer and employee terms
Has a comprehensive CX strategy outlining vision,
mission, goals and roadmap
Co-creates CX design standards and processes with
customers, employees and service partners
Constantly communicates on the importance of CX, using
metaphors and visualisations
Has a Senior Leadership Executive appointed that
ensures CX-motivated decisions are always taken
Does not see CX as a function but as a competence
embraced across the organisation
Understands what is valued by customers and what is
valuable to the organisation
Constantly reassesses activities and resources based on
CX ROI and success metrics
Targets mo
st profit
a
ble custom
ers, base
d on
demograph
ics / value
/ life-stag
e / future
profita
bility
Knows what makes or breaks the brand promise at each
touch-point
Delivers consistent brand experience treatments across
all service channels
Knows which customer journey touch-points and which
customer personas to focus on
Supports data roll-up and unique customer ID at
enterprise level through platforms and technology
Gives front-lines access to tools providing customer-
centric ins
ights (pro
fil
i
ng, value,
behaviour
s, etc.)
Enables highly personalised, multi-channel, social &
mobile approach through technology
Encourages employees to sense and understand
observed, anecdotal and transactional information
Uses self-audit, mystery shoppers and social media to
gather collated feedback and insights.
Sees measurement as part of the organisation's DNA and
continuously measures key touch-points (CES, CSaT, NPS, etc.)
Integrates multiple insights (needs, attitudes, advocacy,
market share, benchmarking) into a coherent picture
Involves employees across multiple touch-points in
product and service co-development
Actively promotes service design thinking to co-create and
test solutions in response to customer and employee issues
Challenges employees to embrace change, initiate
debate and continuously improve
Systematically ensures customers are represented at the
table through VOC insights (complaints, compliments, etc.)
Selects em
ployees fo
r attitude
and cultur
e-fit
and trains
them with skills
Ensures leaders inspire, mentor and coach employees to
deliver the right CX-centric behaviours
Gets employees to connect CX values to both their
professional and personal developments
Leads by example and creates a show me, don’t tell me
culture across the entire organisation
Cares for employees and ensures leaders value and celebrate
employees positive CX-centric behaviours and competencies
Bases employee reward and recognition on customer
feedback, advocacy and organisational performance
Gets employees to take ownership of issues and to see
things through to resolution
Encourages cross-functional collaboration and makes it part of
the organisation's formal performance management system
Increases employees awareness and management of their
energy levels (physical, mental, emotional, spiritual)
Focus
growth
Design
experien
ce
Enable
change
Inspire
mindset
Reward
behaviourE
nergise
Engage
and sens
e
Connect
the dots
Ignite
growth
Defin
e
vision
Create
strategy
Align
organisation
Never
0 13
6
Sometimes AlmostFully
Never
0 13
6
Sometimes AlmostFully
Fosters employee empathy and advocacy to get them to engage
customers in a more personal and value-driven manner
It only works when it all works!
We can help:
Best practice CX calibration & capability development
CX toolkit & remote support
Practitioner led : outcome focused
Calibrate your CX @ www.TribeCX.com
For a copy of slides – email [email protected]
… if this is useful, calibrate your CX @ www.TribeCX.com
David Hicks
Tel: +1 347 227 5182
Vivek Bhaskaran
Find us at www.tribecx.com
Follow us on Twitter @TribeCX
Like us on Facebook @ Tribecx
London Office HQSuite 1307, 601 International House,
223 Regent Street, London,W1B 2QD, EnglandT: +44 7940 344924
Dubai OfficeSuite 313, Building 10, Dubai
Media City, Dubai, UAET: +971 4 390 1997
New York OfficeSuite 14D, 171 East 84th St
New York, NY 10028 USA
T: +1 347 227 5182
