Re-energizing Customer and Business Engagement
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This document outlines a three-phase framework called "Re Energiser" to transform a company's customer and business engagement strategy. The framework addresses the business challenge of prioritizing objectives without accurate customer data, and the customer challenge of managing relationships across silos. Phase 1 "Listen" implements top-down KPIs to provide transparency. Phase 2 "Engage" empowers proactive customer management and engagement through a unified multi-touchpoint view. Phase 3 "Anticipate" achieves continuous improvement through aligned employee engagement and prioritization based on simple engagement indicators.
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Re-energizing Customer and Business Engagement
- 1. re energiser customer and business engagement strategy Peter Crayfourd – Group Head of Customer Lifecycle Experience 2012
- 2. contents section 1 the business challenge! section 2 the customer challenge! section 3 re energiser framework
- 3. 1. the business challenge
- 4. objectives – three simple value creation opportunities growth costs best loved brand turning simple objectives into tangible and believable business wide deliverables is extremely challenging
- 5. prioritisation is difficult when you have average data gut feeling Making gut feeling decisions is important and a key business differentiator but when this process is based on “average” information then it becomes a leap of faith! average depth 3ft! measurement 72% gartner
- 6. culture – enabling a pro-active, transversal organisation re active at best we are re active to customers needs! Then consider the lack of transparency & co operation between silos – the challenge feels impossible… silo sales ops finance
- 7. making it happen – its about leadership and team work desire belief if you have the desire to change the game, then we can help make create the customer view to create the belief that change is good for the customer as well as the business
- 8. 8 France Telecom - Orange restrictedpresentation title 2. the customer challenge
- 9. customer relationship = sum of the experience is the sum of all experiences a customer has over the duration of their with a supplier of goods or services, relationship with that supplier customer experience
- 10. what are the events & implications of an experience? Mr Jones lifecycle customer journey buy OFFER SERVE change OFFER info INBOUND CHANNEL CUST ACTION PROP/ DRIVER Mr Smith lifecycle customer journey INBOUND CHANNEL CUST ACTION PROP/ DRIVER buy OFFER SERVE change OFFER info 9 rational 10 9 10 9 9.4 emotional 7 8 9 10 10 8.8 emotional 0 0 3 1 2 1.2 0 rational 9 8 1 2 4 datapoints 15 12 25 22 50 124 datapoints 60 50 25 110 50 295 4x 5x OFFER info SERVE info sample 100% sample 100% 1. end 2 end customer strategy NOT average snapshot reporting 2. sample voice of customer issue INTEGRATED 100% analytical reporting, delivering; 3. 121 customer lifecycle management & SMART business management USE voice, sms, data USE voice, sms, data
- 11. time management of the customer over time, across silos emotional emotional outcomes rational rational experiences lock on to track at a customer level the rational and emotional perceived experiences over the duration of their relationship & calibrate with the 100% analytics of the experience lock in MOOD segment unite connect equal receptive indifferent increased +WOM revenue decrease d costs churn increased costs churn -WOM decrease d revenue vas CSR / lifestyl e risk
- 12. transformation measurement prioritisation actionable balance score card approach strategic capability framework maturity phases cross silo enterprise reporting 360 multi touch view & VOC feedback employee performance • front office • back office • head office customer perf indicators - CPIs •employee •objectives •customer •channel LISTEN 1.0 branded experience multi channel (cs, retail & online) CEbusinesscase ENGAGE 2.0 ANTICIPATE 3.0 1. unite 2. connect 3. equal 4. receptive 5. indifferent customer relationship Mood ce segmentation
- 13. 13 France Telecom - Orange restrictedpresentation title 3. re energiser framework
- 14. 14 3 phase execution approach silotransversal business capability& culture re active pro active customer culture informeddecisions measurement 2.0 Engage 3.0 Anticipate Listen 1.0 will deliver the required transparency for each silo to work together, but only by implementing engage 2.0 will the business case opportunities be realised! customer engagement business engagement
- 15. customer Listen 1.0 - top down KPIs with transactional detail agent – web rep - retail KPIs – top down agent – customer services marketing customer services retail web operations
- 16. redefining the game with engage 2.0 by empowering the business to sustain engaged customers, while re-engaging profitable dis-engaged customers pro active 121management of an individual customers multi touchpoint experience, during their lifetime with the brand customer engagement with employee engagement aligned to empowering continuous improvement prioritisationand measurement pro active customer engagement simple customer engagement indicatorsdriving a transversal customer centric approach to business engagement
- 17. 17 France Telecom - Orange restrictedpresentation title thanks
Notas do Editor
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- Desire – change is often painful – no silver bullets just hard coordinated graft – so is your business feeling the pain? Belief – cocktail of top down leadership and bottom up empowerment that change is possible and worthwhile to the business and to employee Example of change, impact of changing others example
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- Customer engagement – by mapping all objective and subjective data over time, this is then modelled into a customer experience segmentation. With the direct correlation of customers in the lower segments having higher churn, cost and lower revenue and with the top segments showing the opposite characteristics Bottom area – rational Left hand axis is emotional Time is dark grey box. Need to achieve lock on “super promoters” but we still have miserable moments that detract from promoters experience. From info we jhave, we put you in one of the 5 mood buckets. Manage profitable custs out of the bottom bucket you are reducing churn, risks and costs. Top buckets you can bring sales and service together. Use single holistic segmentation to manage all your customers. Always start with customer then processes and experiences afterwards
- Agility – in principle assuming the data is available the business can be up and running in 3 months from approval! 360 view – building the integrated 360 view of the customer over time leveraging internal touchpoint (sales & service multi channel data) and overlay the voice of the customer onto it. To enable the business to understand how the customer feels about Customer relationship – leveraging the feedback from the customer and overlaying this onto the 360 view of the customer enables the creation of a customer experience segmentation that tracks the engagement of the customer to the brand based on the actual experiences they receive from us across the way they use their price plans, the way the use the P&S and network and the way they experience of front line staff. While the business understands it can predict the likelihood of cost, churn and revenue at a customer level based on the segment that the customer is in Performance reporting & management – re energiser requests customer feedback (sms, email or voice) from customer services or retail touchpoints. This is directly linked to the individual agent (s) that interacted with the customer Transformation – the 360 view of the customer allows the business to more accurately understand the overall impact of broken processes and policies. Thus allowing better priortisation and post change tracking KPIs – as part of the delivery the business will be given a new set of KPIs to manage the customer and the business over time to achieve the overall objectives of the business to reduce churn, costs and improve revenue and postive word ov mouth
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