Building a Customer Experience StrategyRoberta O’Keith
GE Power & Water, Air FiltrationMember of CXPA Board of Directors
ClearAction Customer Experience Optimization Strategist
Presentation Goal
• Gain a better understanding of what a Customer Experience Strategy is and what it can do for your organization
Presentation Agenda
• Laying a Foundation – a holistic approach– Why is it important?– What are the benefits?
• Understanding the Journey– CX framework approach– Mapping the journey
• Building Your Roadmap
Laying a Foundation
“The real value of proactive care is in building a healthy bottom line over the long term through an ongoing, elevated focus on the customer experience.”
“Four Reasons Why Proactive Customer CareMeans Customer Loyalty” ‐ Aspect Software 2012
Customer Experience Defined“Customer experience is the internal and subjective response
customers have to any direct or indirect contact with a company –quality of care, advertising, packaging, product/service features,
ease of use, reliability, etc.” ‐ Harvard Business Review
What When How Monitored Who Uses the Info
Relevance
Captures and distributes what a customer thinks about a company
At points of customer interaction –“touchpoint”
Surveys, targeted studies, observational studies, VOC, NPS, customer research, etc.
Business or functional leaders, in order to create better customer experiences with products and services
Leading Indicator of Performance –helps locate places to add offerings and improve the experience between expectations and experience
VOC Program
Journey Mapping
Intent & Text Analytics,, Call monitoring
Cross-Functional Leadership Dashboards/ Forms
NPI, Retention Rates, BPI
Holistic CX Approach
Employee Engagement
Customer Journey
Mission / Vision/ Values
Having a customer centric mission, vision, and values will help drive an engaged employee culture, which ultimately affect how your customers will be
serviced and retained.
= Customer Loyalty & Retention
= Employee Retention; lower turnover
= Less overhead costs in customer and employee acquisition
Mission/ Vision/ Values
• Who is your organization? Be reflective… • What sets your company apart from others from the customer’s perspective?
• What are your core values? Do you have a “customer‐first” focus in them?
• What do you do to drive this culture of customer centricity?
• Are each of your functions included?
Organize for Cust Exp Mgmt (CEM)
Marketing
Legal
Finance
Engineering Operations
Sales
Risk
Manufacturing
Customer Integration
Customer Exp Mgmt
Value Proposition
Engage All Functions…Designate Touchpoint Owners…Measure & Control
Employee
Organizational Quiz1. How well do your employees deliver on your value
proposition?2. What are your customers’ expectations of experiences with
your organization?3. What is the gap between your value proposition and the
customer experience? Customer expectations?4. How consistent is the delivery of your value proposition across
all channels of customer interaction?5. What do you do to deliver a differentiated experience from
that of your competition or even in contrast to other organizations?
6. How is all of this information utilized by your organization to close the gap between the promise and the experience to ultimately enhance the overall customer experience?
Customer Journey
Organizational Centricity
Customer Centricity
Journey MappingVOC Program Strategy
Loyalty Programs
Continuous Improvement
NPSAnalytics
BPINPI
Mission/ VisionEmployee Engagement
TrainingLoyalty
Cohesiveness
Building a Roadmap
Customer Experience Framework
• Touchpoint mapping exercise– Awareness– ITO / Inquiry to Contract– OTR / Contract to Funding– Service / Retention
• Analyze– Frequency– Customer impact
• Understand customer drivers– Acquisition– Retention
Map Customer Experience Analyze Touchpoints Prioritize
Opportunities Develop Solutions
• Gap analysis• Identify measurable
indicators– Speed– Can‐do– Accessibility
• Understand implications for operational levers– Technology– Processes– Policies– People Mgmt.– Etc.
• Engage the right functions & resources
Activ
ities
Deliverab
les
• Touchpoint Map • Customer Drivers by Importance
• Hi‐Impact Touchpoints
• List of Measurable Indicators
• Hi‐Priority Opportunities
• Improvement Plan (GPB, SII, etc.)
• Plan to measure/control
Y
Discover
DecideExperience
Promote
Customer
How to Map TouchpointsWhat’s it like to use our products?How do our employees behave?How does it make customers feel?How do we maintain the relationship?How do we make “promoters”?
Where do customers hear about us?Who is talking about it?Where is it being talked about?What do we do to draw customers in?
What does the purchase decision look like? How do we engage throughout the “deal cycle?”What prompts the selection of our product?
How do we welcome new customers?How does the relationship begin?What does “fulfillment” look like?
• Awareness• Knowledge• Consideration
• Satisfaction• Loyalty
• Advocacy
• Selection• Trial
Website
In‐store experienceMerchandise
Baristas
Partnerships
PR
Wireless OfferingProducts
Customer Relations
Credit CardPost Purchase
Pre Purchase
Purchase
Starbuck’s Common
Threads:• Creativity• Inviting• Sensory• High Quality• Contemporary• Create a distinct
‘Coffee Experience’ to allow for premium pricing
Starbucks Touchpoint Map (B2C)
Newsletters
Starbucks receives a
premium over competitors for
its coffee
CX Roadmap
“It isn’t about efficiency and effectiveness and reducing waste throughout your processes. This is about choreographing what you already have
(technologies, people, offerings) to better respond to your customers’ needs and wants.”
“Anyone’s journey is as unique and valuable as any other’s” – Bruce D. Schneider
What will your journey be? <insert roadmap here>
Roberta O’KeithMBA, VOC Certified Professional, LEAN Six Sigma Black Belt, CXPA Board Member
913‐221‐5214
Customer Experience Resources
ClearAction.biz/innovation
eHandbooks
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ClearAction.biz/blog
Success FactorsVoC Practices
Who Drives CEMScope of CEM
Success Stories3-Year Trends
ClearAction.biz/benchmarking
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CX Optimizationis company-wide alignment with customer priorities to grow both revenue and
profit organically.(CXO is more cultural & preventive than CEM.)
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