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Customer experience strategy_clear_actionwhitepaper
1.
Customer Experience Strategy
4 Overlooked Key Competencies for Sustainable Results
2.
Customer Experience Strategy
2009 Customer Experience Strategy 4 Overlooked Key Competencies for Sustainable Results “What everyone in a company does can be reduced to one of two functions: to serve the customer or serve someone who does.” – W. Edwards Deming While 80% of executives say they want to use Last year’s good news for the most improved customer experience management (CEM) as a CEM competency was: employees fully form of differentiation this year, only 11% would understand the attributes of our brand.1 Of 1 call their CEM approach “very disciplined”. course this internal focus is necessary, but far This mis-match of intentions and capabilities from sufficient. reveals a fundamental paradigm glitch about the purpose of business. In reality, customer To develop an effective customer experience Customer experience experience dictates revenue streams which strategy, strive for strong performance in these dictates revenue enable all other initiatives, operations, and four often-overlooked CEM competencies:1 streams which enable aspirations of a firm. all other initiatives, 1) Shared Vision: Employees across the operations, and This realization is reflected in Johnson & company share a consistent and vivid image aspirations of a firm Johnson’s credo: “We believe our first of target customers. responsibility is to the doctors, nurses and patients, to mothers and fathers and all others 2) Sound Rationale: Decision-making who use our products and services. … We are processes systematically incorporate the responsible to our employees. … We are needs of target customers. responsible to the communities in which we serve. … Our final responsibility is to our 3) Accountability: Quality of interactions with stockholders. … “ Hence, J&J subscribes to the target customers is closely monitored. philosophy that excellent customer experience enables its initiatives, operations and aspirations. 4) Celebration: Employees across the company are recognized and rewarded for A disciplined approach includes processes and improving the experience. competencies guided by strategy. Half of 4 Overlooked Key Competencies for Sustainable Results businesses lack a customer experience management process,3 indicating significant opportunities within most industries to stand out from the crowd in customer experience excellence. Indeed, 81% of companies with strong capabilities and competencies for delivering customer experience excellence are 16 outperforming their competition. Lack of customer experience strategy is reported 1) Share a Consistent & Vivid Image of by executives as their biggest CEM weakness.1 Target Customers Company-wide Ironically, if one believes that customer If you want to be a customer-centric company, experience dictates revenue streams, then a you must set yourself up for success in revolving customer experience strategy would be viewed around the customer’s well-being. A thorough as a foundation and guide for all other business understanding of the customer’s world is the strategies. foundation for customer-centricity. © 2010 ClearAction LLC. All Rights Reserved. 2
3.
Customer Experience Strategy
2009 What is the Customer’s World? business processes, policies, and attitudes of all A clear understanding of the customer’s world other employees throughout the company allow goes well beyond recommendation rates or them to be. features and benefits of your products and services. The customer’s world is the larger Your Payroll Dollars are Made Possible by context of why and how they’re using your Satisfied Customers products and services: This message on my bi-weekly payroll stub, at semiconductor equipment-maker Applied • What are they trying to achieve? Materials, stood out to me as a stark reminder of • Are there different circumstances that the role of customers in my job. shape their processes and expected outcomes? • Are there other products and services, and The customer’s world internal elements that are combined with is the larger context yours as a solution to the overall objective? of why and how • What are their pressures, challenges, they’re using your frustrations and triumphs relating to that A wide array of sensitizers is necessary to keep products and services overall objective? the customer’s world front-and-center for • What are the customer’s work-arounds for executives and employees. Use every missing or complex elements of the opportunity to provide everyone with a solution? consistent and vivid image of your target • What does the customer consider to be customers: post customer stories as articles, excessive or unnecessary among the podcasts, and video on bulletin boards, intranet solution elements? sites, newsletters, executive messages, and in • How does the customer prioritize staff meetings. Make the customer’s world importance and frustration levels of the personal to employees by streaming relevant solution elements? voice-of-customer data to every corner of your organization. Conduct workshops to help all The goal in exploring the customer’s world is to employees identify their jobs’ link to customers’ discover opportunities for making it easier and well-being, and to involve them in ways to act on nicer for customers to get and use the solutions customer sentiment data streams.6 they’re seeking. In fact, market segmentation by customer experience circumstances (why and When talking about core values at information 4 Overlooked Key Competencies for Sustainable Results how) has been adopted by companies such as infrastructure provider EMC, employees are GE Medical as far superior to traditional customer reminded that “most importantly, we live them segmentation and persona development. out in all our customer interactions.” More than half the workforce at EMC is active in 160 Keep Your Ear to the Ground internal communities, which have brought their A thorough understanding of the customer’s brand values to life. By starting with internal world is a moving target. Arrogance has been networks and blogs, employees became the undoing of many a leader. Despite comfortable with Web 2.0 tools, and became compelling evidence of customer retention’s connected with EMC strategy, culture, and fellow impact on revenue and profit, nearly two-thirds employees. Employee experts now engage in of companies do not have a formal voice-of- customer communities and viral marketing customer program in place.4 So it’s no wonder efforts. These communities have helped increase that 69% of companies have not provided revenue, develop products, improve service, customer-facing personnel with customer reduce support costs, and build relationships and insights.5 Yet, customer-facing personnel can be loyalty. customer-centric only to the extent that your © 2010 ClearAction LLC. All Rights Reserved. 3
4.
Customer Experience Strategy
2009 2) Emphasize the Customer’s Well-Being customer”. Throughout the meeting, the in All Decision-Making executives were compelled to include the Decision-making can be complex, with multiple customer in their thought process, and to constituencies to consider: customers, consider their comments’ implications on the shareholders, competition, executives, peers, customer, as if “he/she” were present.10 personal career path, etc. Hence, it’s all too easy This practice became a habit at Amazon, part of to fall into the trap of compromising customer their corporate culture. CTO Werner Vogels relationship strength by favoring another explains: “It’s very important to have a culture constituency in tactical and/or strategic where everybody understands what the core decisions, at all levels of the company. Only 60% values of the company are. New starters are of companies regularly consider how a proposed often surprised at how important focusing on the action increases or decreases customer trust customer is to us and how good Amazon is at when making decisions despite widespread doing that. … We often have meetings where we agreement that customer trust is tied to the start off with a ‘customer voice’ — a success 4 financial success of the business. In the U.S., a story, even sometimes a negative story, of a Only 60% of firms company’s reputation is impacted by customer’s experience of buying on Amazon — regularly consider transparency and trust as much as by product and use those stories to drive our services to how a proposed and service quality. 9 become better. … We want to be the most action increases or customer-centric company on the planet.”11 decreases customer trust when making Do Customers Confirm Your Customer-Centricity? decisions The elusiveness of true customer-focus is evident in several studies, such as Accenture’s Delivering the Promise study, where 75% of surveyed executives viewed their company’s customer service as above-average, while 59% of their customers reported their experience with these companies’ service as somewhat to extremely dissatisfying. Another example is CMO Council’s Customer Affinity study where half of companies said they’re extremely customer-centric, but The primary reason for consistently putting when customers of those companies were asked, customers first is that they do indeed make only a tenth of them said those companies were 4 Overlooked Key Competencies for Sustainable Results payroll possible. Typically, when priorities are extremely customer-centric. aligned with customers first, and other constituencies secondarily, the intended outcomes for other constituencies follow naturally, and more healthily for all involved. Imagine Customer Presence There’s a common saying that applies to customer-centricity: out of sight, out of mind. What better way to transform your culture to truly customer-centric ways of thinking and doing, than to invite your customer to attend all Weave Customer-focus into Your Culture your discussions? This has long been a practice To what extent do you emphasize customer- at Amazon, since founder Jeff Bezos once started focused decision-making in your processes for an executive meeting by announcing that an annual operating plans, operations reviews, staff empty chair at the table represented “the © 2010 ClearAction LLC. All Rights Reserved. 4
5.
Customer Experience Strategy
2009 meetings, performance reviews, and other rituals Monitor the Customer’s World in your company? Make a concerted effort to A customer satisfaction survey typically provides incorporate customer-first thinking and essential yet insufficient insight on the quality of discussions in all of these business processes, customer interactions. Some surveys focus on and you’ll see a monumental increase in the overall relationship, while others measure the customer-focused employee engagement. Audit effectiveness of transactions. User groups and your customer programs to identify what’s-in-it- advisory boards often focus on future offerings. for-me (WIIFM) from the customers’ perspective. There may be multiple influencers for purchase Create a ratio of WIIFM for your company versus decisions, and the sentiment of each influencer WIIFM for customers, both short-term and long- should be monitored, to paint the whole picture term, and make adjustments that strengthen the of your status with customers. Social media customer relationship from the customer’s monitoring provides a window to customer perspective. interaction quality among those who are vocal. Call center logs and complaint lines are also very Customers apply 50 important sources of customer experience to 150 metrics to feedback, yet not often used company-wide. measure how well the job is getting done In nearly every case, these feedback Ongoing Customer-Centricity Journey mechanisms and forums are designed around As Amazon exemplifies, building a customer- the company’s world, rather than the customer’s focused culture is an ongoing journey. This world. “For any given job [i.e. purchase], journey is called internal branding, where customers collectively apply 50 to 150 metrics to outside-in thinking is integrated into the job of measure how well the job is getting done”, says everyone company-wide, managing their Anthony Ulwick in his book, What Customers personal impact on customer experience. Top- Want. Hence, the best way to monitor the performing companies in customer service, quality of customer interactions is to use according to BusinessWeek’s list of high- customers’ inherent measurements of goodness performers from JD Power & Associates’ recent rather than the company’s measures of studies, are: Amazon, USAA, Jaguar, Ritz goodness. The hardest thing for competitors to Carlton, Publix Super Markets, Zappos, Hewlett- copy is the customer experience you create. Packard, T Rowe Price, and Ace Hardware. These companies are well-respected on several Embrace Constructive Feedback dimensions, demonstrating that it pays Many firms that measure customer satisfaction 4 Overlooked Key Competencies for Sustainable Results widespread dividends to put customers’ well- emphasize the positive and de-emphasize the being first. negative responses. Lack of processes and comfort levels for digesting and acting on 3) Monitor Quality of Customer constructive feedback can leave a company Interactions vulnerable to severe consequences. One out of While surveys have long been in place for most two companies (44%) acknowledge that high- companies, only 31% of marketing executives profile negative customer experiences have at report that their company takes customer some time compromised their brand, yet only listening seriously, and just 38% of companies 29% have high ability to handle and resolve are gathering customer insight from customer customer complaints.4 12 engagement situations. This means that companies willing to adopt a disciplined Make it safe for executives and employees to approach to customer experience management receive less than stellar results – as long as they may enjoy significant competitive advantages by diligently improve. A motto such as this one may being first or best at monitoring and improving be useful in establishing curiosity rather than the quality of customer interactions. fear: Good news is no news; no news is bad © 2010 ClearAction LLC. All Rights Reserved. 5
6.
Customer Experience Strategy
2009 news; bad news is good news.13 Make it part of satisfaction, retention and profitability.15 These your culture to look at negative feedback from low statistics indicate differentiation customers as early warning signals, and, as the opportunities for companies that decide to stand old saying goes, turn lemons into lemonade. out from the crowd by implementing holistic, highly visible, and readily accessible measures of customer interaction quality. Focus on Leading Indicators Survey results measure what the customer already experienced, so they are lagging Virgin Mobile measures call center customer indicators. satisfaction on a five-point scale and looks at the top-two box (4-5) and bottom-two box (1-2) Teams can improve the quality of customer scores, with emphasis on the latter. Dennis interactions only by focusing on metrics tracking Weikle, Vice President of Customer Care, the progress of their survey results action plans. Only 42% of firms explains: “When customers are satisfied, that's agree they can do great, and we certainly work to continue doing what is right for what we're doing well. We've found the bottom customers despite box is indicative of churn and negative word-of- the pressure to make mouth, so we built a customer advisory group to current-period look at survey results on a real-time basis, hour financial numbers by hour, to identify what went wrong, and turn the wrong into a right. We also categorize feedback by call center skill issues and by These action plan metrics are leading indicators business operations issues, and drive of customer sentiment and business results improvements accordingly. We call customers to because they can be observed and constructively acknowledge the issue when a poor rating is managed by teams before customers have a given, and find that people are surprised and chance to evaluate the results of the action pleased with the personal attention and plans. Well-aligned leading indicators can be commitment to resolution. We're fortunate to predictive of future customer sentiment and have good customer experience commitment market performance. across the business groups to take action immediately. We are consumer champions, and 4) Recognize Employees for Improving 4 Overlooked Key Competencies for Sustainable Results that's how we hire and orient employees, with Customer Experience Management tops-down and bottoms-up walk-the-talk. We try Humans, as well as all living things, align their in everything we do to anticipate impact on the behaviors with the rewards in their environment. customer, and over the past year we've seen the For example, only 42% of companies agree that bottom-box volume shrink in half.”14 they can do what is right for customers despite the pressure to make current-period financial Transparency Spurs Employee Engagement numbers. Interestingly, the same number of It’s common for survey results to be shared with companies are actually using customer metrics to a select set of executives and employees. evaluate organizational performance.16 To Remember, out of sight, out of mind. Let every engage executives and employees in customer employee see their impact on customer experience management, walk the talk. experience. Only 42% of companies use a dashboard of commonly-agreed-to metrics that You Get What You Reward define success. And just 24% have created a Only 30% of companies are using customer multi-year set of agreed-to-metrics to assist metrics to evaluate individual performance. The executives in measuring & monitoring customer same number of companies align incentive © 2010 ClearAction LLC. All Rights Reserved. 6
7.
Customer Experience Strategy
2009 compensation to customer metrics.16 Among The program is evaluated by company-wide those companies that do tie compensation to participation and participants’ satisfaction, with customer experience, employee behavior often continual improvement over the years, evolving does not match what was intended. from a variety of problem resolution categories to exclusive focus on problem prevention for For example, using customer satisfaction surveys superior customer experience. as a basis for the employee bonus program often leads employees to coach customers, asking Recognize Desired Behaviors Incessantly for help in getting their bonus by giving the To weave employee engagement for superior employee a highly satisfied rating. When the customer experiences into the fabric of your survey results are reported, how much culture, don’t wait for end-of-quarter confidence can the company have that the opportunities to express gratitude for stellar survey is valid? Coaching negates the value of performance. Help your employees make CEM a the survey, and of the bonus program as well, habit by reinforcing what you like when you see 30% of companies making them largely a waste of effort, time and it. Be sincere. Be creative in expressing your are using customer money for all parties involved. Instead of tying appreciation. Involve employees in recognizing metrics to evaluate compensation heavily to survey results, tie it their peers. Recognition can be contagious and individual primarily to leading indicators: action plan buoyant. performance progress metrics. Many companies, including JetBlue, evaluate Let Employees Toot Their Own Horn their progress in engaging employees for At Applied Materials I managed a self-reporting superior customer experiences. The company team recognition program, which guided asks crewmembers how likely they are to employees in expressing their achievements recommend JetBlue as a good place to work, and according to established categories and criteria they ask customers how likely they are to designed to strengthen customer focus in the recommend JetBlue to others. They correlate the company culture. Formal teams and grass-roots answers across employees and customers, and teams get constructive feedback from a panel of the results are trending upward for both executives, which enriches their projects and measures of success. team satisfaction, and has resulted in thousands of hours and millions of dollars in savings for the Although it is a service business, JetBlue believes company and customers alike. An online user that only 10% of customers’ perception of their interface gives employees worldwide easy access brand is visible externally through customer 4 Overlooked Key Competencies for Sustainable Results and visibility to lessons learned for synergy and interactions. The other 90% of brand perception knowledge management. is impacted by management of people, processes, policies, and organization.2 JetBlue has been the top airline for 5 years in J.D. Power’s customer service survey. As a sign of strong customer engagement, they have 1.6 million followers on Twitter, more than any company except Whole Foods and Zappos. In 2009 JetBlue was profitable, expanding to 8 new cities and hiring 2,300 people. Engaged employees are the most dynamic and influential force in creating superior customer experiences. © 2010 ClearAction LLC. All Rights Reserved. 7
8.
Customer Experience Strategy
2009 Conclusion Footnotes: 1 Companies that have increased investment in State of Customer Experience, Forrester customer experience in the past three years, Research, 2010. 2 compared to those that have decreased their Creating an Army of Brand Ambassadors, investment, report satisfaction scores that are Marcus Evans Internal Branding Conference, 60% higher. And they are 30% more likely to 2010. 8 3 have attrition rates of 5% or less. Obstacles to Customer Experience Success, Forrester Research, 2008. 4 Integrate these competencies in your business Giving Customer Voice More Volume, CMO strategy to achieve sustainable results: Council, 2009. 5 Operationalizing Customer Intelligence in the 1) Company-wide vivid image of customers Contact Center, Business Communications - What is the Customer’s World? Review, 2007. 6 - Keep Your Ear to the Ground Invisible Innovation: Process Improvement for - Payroll Made Possible by Customers Customer Experience, ClearAction, 2010. 7 Employment Branding & Employee Engagement 2) Customer-focused decision-making in a Downturn & Connected World, Marcus Evans - Imagine Customer Presence Internal Branding Conference, 2010. 8 - Customers Confirm Customer-Centricity? Customer Experience Management Benchmark - Weave Customer Focus into Your Culture Study, Strativity Group, 2009. 9 - Customer-Centricity is a Journey Edelman Trust Barometer, 2010. 10 The Best Service is No Service – Updates & 3) Monitoring of customer interaction quality New Evidence, IIR USA Customer Uninterrupted - Monitor the Customer’s World Conference, 2009. 11 - Embrace Constructive Feedback King of the Jungle, Business Management, - Transparency & Leading Indicators Issue 16, 2009. 12 Turning Customer Pain into Competitive Gain, 4) Recognition for CEM improvements CMO Council, 2009. 13 - You Get What You Reward James C. Morgan, Chairman, Applied Materials. 14 - Let Employees Toot Their Own Horn Improve Customer Experience Results by - Recognize Desired Behaviors Incessantly Enhancing Operations, BlogTalkRadio Customer Experience Optimization, 2009. 15 Make it hard for competitors to copy your Customer Experience Management, Aberdeen 4 Overlooked Key Competencies for Sustainable Results strengths, by engaging your employees Group, 2008. 16 enterprise-wide in designing and delivering Customer Experience Maturity Monitor, Peppers superior customer experience. & Rogers Group, 2009. ________________________________ Lynn Hunsaker is head of ClearAction customer experience consulting. She has developed and managed customer experience programs for more than half of her career, in executive roles such as Head of Corporate Quality and Director of Marketing and Business Development at Fortune 250 companies. ClearAction seamlessly augments existing programs and identifies opportunities to boost your CEM ROI, specializing in customer experience innovation and customer-centric employee engagement. 1-877-CEM-ROI-4 www.ClearAction.biz © 2010 ClearAction LLC. All Rights Reserved. 8
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