customer experience service event 15th september 2016 tribe presentation

© Copyright 2016 TribeCX . All rights reserved.

David HicksCEO TribeCX

Stockholm September 15th 2016

Customer Experience Introduction: A practical guide to using winning tools and approaches


• Founders : Globally recognised CX Practitioners• Best practice CX calibration & diagnosis• CX toolkit & remote support• Practitioner led : outcome focused

• Calibrate your CX @ www.TribeCX.com

TribeCX: Brief Intro


Agenda: Practical advice to get into action

• Definition• Customer Mapping• Customer Metrics• Benchmarking, do now, next, later.


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


“People will forget what you said, people will forget what you did, but people will never forget how you made them feel”.

Maya Angelou

Design for emotions

© Copyright 2016 TribeCX . All rights reserved.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 – 2015 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%


FixStandardise

Embed

Time

Customer experience quality

Tactical 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 2015

Source: Bain & Forrester 2015


Most organizations have a long way to go

© TribeCX Ltd 2016

© Copyright 2016 TribeCX . All rights reserved. 10

Just start…it’s a journey!

Strategy/Vision

Tactics/Design

Ethos/Culture

Learning/Feedback

(c) TribeCX Ltd 2016


The CX approaches used by successful companies:

• Metrics• Mapping• Benchmarking•

© TribeCX Ltd 2016


The Emirates Journey




Customer Experience is now a Competence not a Function



Customer Experience is now in our DNA

A Perfect Product

Delivered by Caring People

In a Timely Fashion

Supported by Effective Problem Resolution Processes

© TribeCX Ltd 2016


Co-‐creation Differentiation Premium Pricing

Staying in front:


Customer Metrics:An “outside in” view of your organization


But, measuring alone is not enough


Net Promoter Score (NPS)

Net Promoters = % promoters -‐ % detractors

2 vital questions :

1. Would you recommend?

2. Why?


Customer Effort Score

• Stronger link to business performance• Less “cultural” bias

• Same mechanics• (Same risks!)


Using Mapping to Diagnose E2E Journey


Customer Journey Mapping: How to do it?


Build a map of the end to end experience


Overlay Functional Ownership of Touch Points


Identify Moments of Truth & Pain Points


Prioritize Touch Points that are both


Customer Journey

Time Values

RecognitionValuesComfort

Values

Confidence Values

Safety Values

Freedom/ ControlValues

TensionFrustration

MakersBreakers

Post Flight

The Customer

Experience

Travel toDestination

Disembark

Pass throughSecurity

Pass throughSecurity


Customer Journey Mapping: Best Practice


Early wins: Focus on “Pain Points”



Strategy/Vision

Tactics/Design

Ethos/Culture

Learning/Feedback


TribeCX : 4 Key Areas

• Distillation of global leading CX practitioners ”how to” advice

• Practical / action / outcomes focused• Agnostic / objective• Largest database of CX capabilities

globally 16 countries (and counting)• Goal is to equip and inspire the

organization to do this for themselves

HOMECHOICE

AREAS DIMENSIONS

THE TRIBECX ENGAGEMENT MODEL

Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL

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

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth

BENCHMARK ASSESSMENT REPORT

August, 2015

Important to HomechoiceHomechoice Benchmark

100500 100500


TribeCX : Building the Benchmark

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISION

DESIGNCUL

TURE

LEARN

ING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Legend

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Your Company

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISIONDESIGNCUL

TURE

LEAR

NING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Benchmark

HOMECHOICE

AREAS DIMENSIONS


Define vision

Create strategy

Align organisation

VISION

DESIGNCUL

TURE

LEARNING

THE TRIBECX

ENGAGEMENTMODEL




Focus growth

Design experience

Enable change

Inspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dots

Ignite growth


August, 2015


100500 100500

Important to your company


Ove

rall

Resp

onde

nt VisionDesignCultureLearning

TribeCX BenchmarkJan 2016

Multiple cross-‐business CX Maturity Assessment –identify and share best internal practice


Now

Next

Later

Calibrate and build your CX Road Map


Access to toolkit & coaching by CX Global Leaders

A range of delivery options:1) Self Serve – CX practitioners in each market can serve themselves2) Remote coaching – Best in class practitioners provide remote coaching


www.tribecx.com CLIENT’S NAME

AREAS

DIMENSIONS


Define vision

Create strategyAlign organisation

VISION

D

ESIGNCU

LTURE

LEAR

NING

THE 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 growthDesign experience

Enable changeInspire mindset

Reward behaviour

Energise

Engage and sense

Connect the dotsIgnite growth


August, 2015

Important to Client

Client

Benchmark

100

50

0

100

50

0

40%

CLIENT’S NAME

ATTRIBUTES

Client

PERFORMANCEASSESSMENT REPORT

August, 2015

Understands that customer advocacy, effortless CX and

retention drive sustainable growth & profitability

Clearly defines a service promise and CX principles to

foster a sense of belonging and shared purpose

Aligns CX with brand promise, marketing & sales

strategies and company values

Reflects and articulates the DNA of the organisation 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 most profitable customers, based on

demographics / value / life-stage / future profitability

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 insights (profiling, value, behaviours, 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 employees for attitude and culture-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

Designexperience

Enable

change

Insp

ire

min

dse

t

Rew

ard

behavi

ourEnerg

ise

Engage

and sense

Connect the dots

Ignite

growth

Defi

ne

vis

ion

Create

strategy

Align

organ

isatio

n

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

44Performance Development

It only works when it all works!


… if this is useful, calibrate your CX @ www.TribeCX.com

David HicksTel: +1 347 227 [email protected]

Find us at www.tribecx.com

Follow us on Twitter @TribeCX

Like us on Facebook @ Tribecx

London OfficeSuite 1307, 601 International House,

223 Regent Street, London,W1B 2QD, EnglandT: +1 347 227 5182

Dubai OfficeSuite 313, Building 10, Dubai Media City, Dubai,

UAET: +971 4 390 1997

customer experience service event 15th september 2016 tribe presentation

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