Now, unless you are German turn off the volume.
The pictures will tell you everything you need to know š
The pictures will tell you everything you need to know š
Category: cx
Customer Experience through a looking glass
Ten points for who said āa 20-year business cycle in which the most successful enterprises will reinvent themselves to systematically understand and serve increasingly powerful customers.ā (answers on a postcard please)
It has to be a Research company who may just want to add to the current customer experience hype with a review of what worked in the past. However we are living in a new age of customer liberation. Nothing like this has been witnessed before (well perhaps the Gutenberg press has a parallel impact – see here) and so drawing comparisons with a couple of decades ago really misses the point? Or am I completely wrong and we should just focus on Lean, Six Sigma and industrialization to help us understand customers better?
My take from a recent Process Excellence conference (PEX) on how we all need to shift our perspective Outside-In.
It is Needs not wants, stupid.
The critical step in improving customer understanding is to stop asking questions. Instead listen to the customer’s opinions, perceptions and expectations.
Enter a Disney theme parkĀ and you will be greeted by courteous cast members (road sweeps, characters, security personnel) who politely listen, understand and act on the questions customers ask.
Using a structured approach cast members guide a dialogue to elicit customers needs, identify actions and develop a plan in less than 30 seconds. In fact, they can articulate customers needs even when customers themselves donāt know them.
So let’s get scientific about the customer experience and scrap those dumb surveys that are subjective, self-selecting and geared to understanding wants.
Join us and upskill to Customer Experience and Process Excellence in a city near you soon… Johannesburg, London, Dubai, Denver, Washington DC, Sydney
Just some of the qualified and accredited Coaches helping their organizations transform to Customer-Centric and Outside-In success.You can review theirĀ credentials here.
What you measure is what you get. Stop measuring dumb stuff!
What you measure is what you get. If youāve got call centres you will measure and reward on calls. If on the other hand you have Customer Experience centres, yes you will now be measuring and rewarding based on the customer experience.
Which do you think is the most effective? Which approach will deliver better results for the customer?
An internationally recognised program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown ā simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Certified Process Professional Masters (CPP-Master) Program
(Warwick UK Sep 15-19, Edmonton Canada Sep 22-26, Las Vegas US Sep 29, Sydney Australia Oct 27-31, Brisbane Australia Nov 3-7, Dubai UAE Dec 7-11, Orlando US Jan 22-23, Denver US Jan 26-30, London UK Mar 2-6)
www.bpgroup.org/certification-by-city.html
www.bpgroup.org/certification-by-city.html
An internationally recognised program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown ā simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Become a qualified CPP-Master and demonstrate your professionalism.
Who should you read? Who should you follow?
Let’s be honest. There are only so many hours in the day and in between eating, loving, sleeping, and pooping there aint much left over. However we all know the stresses and strains of keeping current, being of the moment. Keeping up to-date. It’s a full time task. So when asked at the PEX conference in Sydney in August “how do you do it?”I decided to start a list of the folks I follow.
Usually when grabbing a moment to myself I delve into the minds of others for inspiration.
Here is my list of the dirty dozen (for sharing) from the last 4 weeks:
| Colin Shaw | http://www.beyondphilosophy.com/ |
| Daniel Pink | http://www.danpink.com/ |
| Ed Stalling | http://www.maritzresearch.com/ |
| Ernan Roman | http://ernanroman.blogspot.co.uk/ |
| Gregory Yankelovich | http://piplzchoice.com/ |
| Ian Golding | http://ijgolding.com/ |
| Kathy Klotz-Guest | http://keepingithuman.com/ |
| Maz Iqbal | http://thecustomerblog.co.uk/ |
| Michael Harris | http://insightdemand.com/ |
| Nate Brown | http://communicatebetterblog.com/ |
| Richard Branson | http://www.virgin.com/richard-branson/ |
| Seth Godin | http://www.sethgodin.com/ |
Certified Process Professional Masters (CPP-Master) Program
(Warwick UK Sep 15-19, Edmonton Canada Sep 22-26, Las Vegas US Sep 29, Sydney Australia Oct 27-31, Brisbane Australia Nov 3-7, Dubai UAE Dec 7-11, Orlando US Jan 22-23, Denver US Jan 26-30, London UK Mar 2-6)
www.bpgroup.org/certification-by-city.html
www.bpgroup.org/certification-by-city.html
An internationally recognised program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown ā simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Become a qualified CPP-Master and demonstrate your professionalism.
www.bpgroup.org/certification-by-city.htmlMoment of Truth at Starbucks
Starbucks actively manage every single moment of truth to ensure the experience they create is optimal and aligned with the successful customer outcome.
It isnāt some corporate slogan about the customer at the heart, it is literally
āWhen we are fully engaged, we connect with, laugh with, and uplift the lives of our customers ā even if just for a few moments.ā
http://www.starbucks.com/about-us/company-information/mission-statement
An internationally recognised program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown ā simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Certified Process Professional Masters (CPP-Master) Program
(Warwick UK Sep 15-19, Edmonton Canada Sep 22-26, Las Vegas US Sep 29, Sydney Australia Oct 27-31, Brisbane Australia Nov 3-7, Dubai UAE Dec 7-11, Orlando US Jan 22-23, Denver US Jan 26-30, London UK Mar 2-6)
www.bpgroup.org/certification-by-city.html
www.bpgroup.org/certification-by-city.html
An internationally recognised program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown ā simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Become a qualified CPP-Master and demonstrate your professionalism.
Customer Experience definitions
There are various definitions of Customer Experience including
ā ‘Customer Experience Management’ represents the discipline, methodology and/or process used to comprehensively manage a customer’s cross-channel exposure, interaction and transaction with a company, product, brand or service.ā (Bernd Schmitt 2003)
Customer Experience is how customers perceive their interactions with your company. (Forrester 2010)
Customer Experience is the customerās perceptions and related feelings caused by the one-off and cumulative effect of interactions with a supplierās employees, systems, channels or products. (Gartner 2013)
Customer Experience is the embodiment of a brand, and of each and every interaction between an organisation and a customer. (Cap Gemini 2013)
Customer experience (CX) is the sum of all experiences a customer has with a supplier of goods and/or services, over the duration of their relationship with that supplier. (Wiki 2014)
We take exception with all these definitions.
They do go some of the way to describing an aspect of customer experience, however fall way short in terms of the everyday reality of our digital age. We need a broad view that encompasses all aspects of a customer experience, not just necessarily the encounters and feelings directly experienced by a customer.
We need to get scientific about the customer experience.
In this way our newly engineered processes and the complete customer experience can operate at 70-80% lower cost, 50-60% improved customer service and 3-4 times revenue improvements. In our definition of Customer Experience this is referred to as winning the Triple Crown. The concurrent and sustained ability to reduce costs, improve service and grow revenues simultaneously.
Letās paint a picture – a duck on the mill pond. What the customer sees and feels is the duck on the surface, however a great deal of effort to move the duck takes place out of view, below the surface if you like. That is a fundamental part of the customer experience. So our definition encompasses this idea – āCustomer Experience is the collective energy and effort that produces the engineered encounter to provide value and substance to a customerā (Towers/Dodkins 2014). It is an understanding of the complete duck if you like.
Through this definition we can indeed get scientific about the customer experience. For instance to deliver the desired experience we must clearly articulate the cause and effect of work. A simple observation is that all work is ultimately the result of a customer interaction, somewhere, sometime. Another is that of the Successful Customer Outcome (SCO).
We can shape the experience and expectations of customers and formulate measures that go way beyond the legacy production line mindsets. In fact we can better create and modify technologies that support the delivery of the SCO.
Through this engineered understanding we can also contrast the effort currently undertaken and assess its contribution to the SCO. If it doesnāt contribute then potentially stop doing it. In this way our newly engineered processes and the complete customer experience can operate at 70-80% lower cost, 50-60% improved customer service and 3-4 times revenue improvements. In our definition of Customer Experience this is referred to as winning the Triple Crown. The concurrent and sustained ability to reduce costs, improve service and grow revenues simultaneously.
Customer Experience Management reduces costs, grows revenue, enhances service and wins the Triple Crown
Impact on Customer Satisfaction and Revenue Growth
If you deliver a great customer experience research* suggests customers will buy from you again ā and that is both B2C and B2B.
Impact on cost
Delivering an engineered Customer Experience will reduce costs by identifying work currently undertaken that does not contribute to a Successful Customer Outcome. Elimination of this unnecessary work speeds and streamlines the process. In fact it is about creating, managing and delivering to expectations.
Virgins maxim of āSimple basics with occasional moments of magicāenables their people to deliver consistently with discretion to go the extra mile when necessary. * Forrester in 2009 used data from nearly 5,000 consumer surveys to examine the correlation between the Customer Experiences delivered by 100+ US firms and customer loyalty. Results across 12 industries showed that good Customer Experience correlates to consumersā willingness to repurchase, reluctance to switch, and likelihood to recommend firms.
Process mapping ā Journey maps?
Process Mapping or Customer Journey Maps? Two sides of the same coin.
The perspectives we share become our reality so we had better make sure the pictures we make convey the truth.
We must move beyond the left-to-right, top to bottom legacy of the industrial age and map the future.
- Customer Journey Mapping is a subset of Customer Journey Management, which is part of the broader Customer Experience Management.
Within the CEMMethod, we define Customer Journey Management as:
The discipline and practice of recognizing the ideal approach to connecting with customers at every phase of their journey to guarantee that they keep progressing through their experience to achieve a Successful Customer Outcome.
That way, we win customer approval, deliver corporate success and keep our people happy.
Certified Process Professional Masters (CPP-Master) Program
(Warwick UK Sep 15-19, Edmonton Canada Sep 22-26, Las Vegas US Sep 29, Sydney Australia Oct 27-31, Brisbane Australia Nov 3-7, Dubai UAE Dec 7-11, Orlando US Jan 22-23, Denver US Jan 26-30, London UK Mar 2-6)
www.bpgroup.org/certification-by-city.html
www.bpgroup.org/certification-by-city.html
An internationally recognised program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown ā simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
Become a qualified CPP-Master and demonstrate your professionalism.
www.bpgroup.org/certification-by-city.html
The failure of VoC programs is systemic. VoC lacks a true understanding of real customer needs. Instead of future pacing the customer experience VoC has looked backwards, and at best hears an echo of what customers wanted yesterday.