CUSTOMER EXPERIENCE MAPPING NOVEMBER 2017

Transcription

1 CUSTOMER EXPERIENCE MAPPING NOVEMBER 2017

2 THERE ARE HUNDREDS WAYS TO MAP A CUSTOMER JOURNEY

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6 SO. WHAT MAKES A CUSTOMER JOURNEY TRULY VALUABLE?

7 SO. WHAT MAKES A CUSTOMER JOURNEY TRULY VALUABLE? Customer perceptions Precise Quantified Prioritization

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12 WHY VERBATIMS COMMENTS? RICHEST QUALITATIVE EXPERIENTIAL GREAT NUMBERS

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20 verbatims 119 thematics 84 touch points

21 CUSTOMER EXPERIENCE TRACKER Thousands of verbatim comments turned into Customer Journey Maps Page 21

22 CUSTOMER EXPERIENCE TRACKER How to read it? INVESTMENT TO AVOID Strong frequency Weak customer delight potential and limited impact on dissatisfaction Typical case of an investment to avoid, as it would have to little impact on customer satisfaction. Page 22

23 CUSTOMER EXPERIENCE TRACKER How to read it? BEST PRACTICE Small occurrence Very high delight potential Identification of a best practice insufficiently deployed. Page 23

24 CUSTOMER EXPERIENCE TRACKER How to read it? PRIORITY INVESTMENT High occurrence The highest delight potential and a significant risk of disenchantment The ultimate priority project as it is a major satisfaction driver. Page 24

25 CUSTOMER EXPERIENCE TRACKER How to read it? WEAK SIGNAL Low occurrence Very high risk of disenchantment A dissatisfaction weak signal, to be watched out or to be fixed immediately to avoid spreading. Page 25

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27 Our credentials :

28 International Experience : Banking / Insurance : AXA (25 countries / 9 languages) Car Industry : RENAULT (UK, Brazil) FMCG : NESPRESSO (USA, Switzerland) Retail : AUCHAN / AL CAMPO (Spain) Tourism : ACCOR HOTELS (UK) Transportation : AIR FRANCE (UK, USA, Holland) Energy : TOTAL GROUP (12 countries / 4 languages) Car Servicing : EUROMASTER (UK, Germany, Netherland, Spain)

29 9 LANGUAGES : 9 LANGUES :

30 Eurostar Laure Noireau, Customer Insight Manager 30

31 My role at Eurostar Customer Insight Manager Customer satisfaction tracker / brand tracker Ad hoc strategic research (qual and quant) Product development / campaign pre & post tests / Online community Customer segmentation Mystery shopper

32 A bit about Eurostar High-speed passenger train service linking London to the Continent via the Channel Tunnel Since M passengers / 10M per year Up to 18 trains a day Expanding to new destinations

33 A bit about Eurostar KEY FOCUS: - continually improving the customer experience - delivering outstanding service New state of the art trains (wi-fi, onboard entertainement, power points) Upgraded stations (e-gates/ flow / seating areas/ new retail offerings) New Paris Business lounge and upgraded lounges in London and Brussels Digital enhancements (new mobile app, improved website)

34 What attracted us to KPAM s approach PROBLEM KPAM SOLUTION Under-utilised verbatim comments Lots of the issues we knew about but needed a tool to help us prioritise Wanted to look at the end to end journey experience A very sizeable sample Incorporate the intensity of the sentiment Prioritisation made easy through a very visual illustration of the end to end customer journey

35 The key benefits of this approach - One holistic journey map that everyone can understand - Confirmed a lot of issues we knew about but provided granularity about the issues raised - Helped prioritise which touchpoints to focus on - Very easy to share internally with key stakeholders across the business

36 New insights - Reinforced our key strengths - Highlighted the challenges we face about consistency of service - Confirmed a lot of issues we knew about but provided the granularity about the issues raised to make these more meaningful and actionable - Allowed us to measure the potential impact if improvements were made PRIORITY INVESTMENT INVESTMENT TO AVOID WEAK SIGNAL BEST PRACTICE High occurrence The highest delight potential and a significant risk of disenchantment The ultimate priority project as it is a major satisfaction driver. Strong frequency Weak customer delight potential and limited impact on dissatisfaction Typical case of an investment to avoid, as it would have too little impact on customer satisfaction. Low occurrence Very high risk of disenchantment An early warning of dissatisfaction, to be closely monitored or to be fixed immediately to avoid spreading. Small occurrence Very high delight potential Identified as best practice but not sufficiently deployed.

37 How we are using the insights? 2 areas of focus: key actions identified for our stations and on-board Incorporating this as part of the staff training Running a number of internal workshops to find best way of addressing the priority issues Using this as part of our 2018 action planning

38 Questions?