The Two Faces of Customer Centricity

Transcription

1 The Two Faces of Customer Centricity Mohamed Latib, Ph.D CEO, CX University I am a Customer I am an Employee Copying and distribution is not permitted CXUniversity2017

2 The New Breed of Customers I want to communicate with you however I want, whenever I want I want you to treat me like you know me in every interaction When I complain on social media (and I do) I want quick action I want to share my ideas for product and service improvements I use my smart phone for almost everything I want self-service and I want to get in touch with other customers if I have a problem so I can benefit from their experience I have a lot of choices and I m not afraid to go somewhere else I want you to tell me what you re doing to improve Copying and distribution is not permitted CXUniversity2017

3 I want to grow and develop with new skills more relative to the market I need to understand more about what you want from me The New Breed of Associates I want to develop skills that develop me for the future I want to contribute my ideas for product and service improvements How can I understand what customers want and need? Customers are demanding more and I don t feel I know how to deliver I have a lot of choices and I m not afraid to go somewhere else I want you to tell me what we are doing to improve Copying and distribution is not permitted CXUniversity2017

4 Why Bother About Customer Experience? About Employee Engagement? 5.4 times revenue growth 4.4 times willing to pay more $823m increase for companies with over $1b in revenues Source: Medallia Copying and distribution is not permitted CXUniversity2017 Source: Conference Board

5 Let s Meet Two Realities Democratization Asymmetries New playing field of customers turbocharged by technology New Rules Access The Power of the Customer Structural Barriers in Organizations Siloed mindsets and behaviors Infested with Moose No common view of the customer Strong aversion to risk Copying and distribution is not permitted CXUniversity2017

6 Employee Experience The sum of all experiences an employee has with an organization Customer Experience The sum of all experiences a customer has with a brand Copying and distribution is not permitted CXUniversity2017

7 Feeling The Common Threads Doing Thinking Copying and distribution is not permitted CXUniversity2017

8 What is Centricity? Customercentricity means having each current and prospective customer at the center of business and operating models. Copying and distribution is not permitted CXUniversity2017

9 Steps to Create a Customer-Centric Culture Build a customer experience team to lead the transformation. Create a shared understanding of the intended experience Outside-in Engage and align employees to the transformation. Embed customer experience throughout the organization. Speak a language customers understand Become a better listener Technology and the customer-centric culture of an organization must intersect Copying and distribution is not permitted CXUniversity2017

10 Bringing Centricity to Life USAA Wells Fargo Zappos Disney Customer Yum Brands Amazon Umpqua Bank Apple Copying and distribution is not permitted CXUniversity2017

11 Bringing Centricity to Life Model for customer focus Free shipping 365 Return Policy Take care of your people and My commitment to customer service principle No call center scripts Employees depart because of fit Copying and distribution is not permitted CXUniversity2017

12 Deep community relations The Greatest Bank in the World Appeal to sensorial, behavioral, social, cognitive receptors Copying and distribution is not permitted CXUniversity2017

13 Analytic Playbook Why do you want to be customer-centric and to what degree? Are you utilizing customer data to make the company more customer-centric? Is your company s focus reflected in the metrics and incentives for each employee? Do you have any rituals internally that reflects your customers? Has your customer focus extended into your supply chain? Copying and distribution is not permitted CXUniversity2017

14 PRACTICAL CONSIDERATIONS TO OVERCOME CHALLENGES Is your offering customer oriented? Are you listening to the customer and understanding what they say? Are customers able to engage with your organization through their preferred channel? Is your customer experience management solution responsive to customer input? Is your organization ready for redesign and change management? Do you have a deep technical and data architecture in the company? How involved are senior executives? Do your senior executives go out into the field? Copying and distribution is not permitted CXUniversity2017

15 Practical Playbook Make the interactions easy, consistent, convenient and enjoyable across all channels Be as digital as your customers are Be personal recognize them Listen and remember what they say Empower customers and let them be in control: when, where, and how they like to interact is important Value proposition and pricing should be transparent Provide office support and help when needed, 24/7 Engage customers in their preferred mode: frequency, channels, preferences Tailor offerings based on customer input Recognize and reward loyalty Copying and distribution is not permitted CXUniversity2017

16 The new GE Optima MR360 is well suited for a wide range of MR scanning needs with the ease of operation to help make a clinician s staff more productive. For streamlining routine scans, the Optima MR360 incorporates an express exam approach to MR. It includes many intuitive and automated functions that help increase patient comfort, operator confidence, image consistency, and professional satisfaction of MR staff. Great Experience Copying and distribution is not permitted CXUniversity2017

17 Great Experience Copying and distribution is not permitted CXUniversity2017

18 Employee Engagement Copying and distribution is not permitted CXUniversity2017

19 What is Employee Engagement Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or co-workers that, in turn, influences him/her to apply additional discretionary effort to his/her work. Source: The Conference Board

20 Global Measure of Employee Engagement* Emotional Rational Behavioral I am proud to work for (company name) Overall, I enjoy working for my immediate supervisor. My job gives me a feeling of accomplishment. Overall, I am satisfied with my job. My job is interesting I am motivated to contribute more than what is expected of me in my job I am not currently planning on leaving (company name) I would feel comfortable referring a good friend to (company name) for employment Source: *Source: A Global Barometer for Measuring Employee Engagement research working group report rr- Conference Board by John Gibbons and Russell Schutt

21 Why Associate Engagement Matters? Productivity Financial and Sales Performance Retention Loyalty

22 CX and Employee Engagement

23 Employee Engagement Drivers Trust and Integrity Nature of Job Connection between company and individual performance Career Growth Opportunities Pride about the company Co-worker/team member relations Employee Development Personal relationship with boss Mastery, Autonomy, Purpose Source: The Conference Board Robert Half Fit between employee talents and the job Empower staff - nearly 2.5 times happier than those who feel the job they do is just work Leaders that appreciate staff work stimulate higher levels of motivation A single instance of unfair treatment, real or perceived, is enough to turn a happy, satisfied worker into a cynical and skeptical one Supporting work-life balance Creating an environment of camaraderie improves employee communications, cooperation, and collaboration

24 Practical Playbook CX does not begin and end at the frontline Customer first at the expense of employees is a serious mistake CX is not a cost center but a profit generating activity Create a culture of empathy Scripting creates institutionalized inability to think on feet Copying and distribution is not permitted CXUniversity2017

25 Mapping Customer & Employee Journeys WHO? EMPLOYEES Emotions Cognitions Behaviors CUSTOMERS WHAT? ORGANIZATION MAP Strategy Leadership Values Teamwork Mission Relationships Work Itself Rewards Development Engagement Cleanliness Service Staff Friendliness Food Temperature Food Taste Checkout Experience Menu Choice JOURNEY MAP WHERE? Surveys Town Halls Suggestions Radio Newsletters Intranet Listening Omni-Channel Web Surveys s Web Reviews Kiosks Social Media Call Centers Interviews SMS Face To Face Copying and distribution is not permitted CXUniversity2017

26 Mapping Customer & Employee Journeys WHEN? CONSISTENCY Continuous CONSISTENCY WHY? Trust Loyalty Advocacy Acquisition Retention OUTCOMES Trust Loyalty Advocacy Acquisition Retention PROFITABILITY REVENUES GROWTH SHAREHOLDER VALUE REPUTATION CENTRICITY Copying and distribution is not permitted CXUniversity2017

27 Bringing CX to Life Ladies and Gentlemen Serving Ladies and Gentlemen Copying and distribution is not permitted CXUniversity2017