Moving from Measuring Customer Experience to Improving Customer Experience

Transcription

1 Moving from Measuring Customer Experience to Improving Customer Experience Case study Customer Experience, México April, 2017

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3 From Data to Action

4 Disputes Building & Monitoring

5 Disputes Building & Monitoring 16% of our customers are detractors Over 10% of our customers have problems Over 40% of those problems are related to Disputes

6 Disputes Building & Monitoring Over 80% of Disputes are in favor of our customers 25% of Customers declare that they have not received any news from their Dispute Resolution

7 Disputes Building & Monitoring Citibanamex Portal SMS Postal Letter

8 Disputes Communication Index At the beginning 8 out of 10 customers did not get any news about their dispute. After implementation, 8 out of 10 customers got news +80% were good news Q3-14 Q4-14 Q1-15 Q2-15 Q3-15 Q4-15 Q1-16 Q2-16 Q3-16 Q4-16

9 Communicating good news to customers immediately had an impact on NPS and cost NPS Disputes Q1-13 Q4-13 Q3-14 Q2-15 Q1-16 Q4-16

10 Contact Center Building & Monitoring -13 Our customer NPS that mentioned this channel negatively is -13. Over 30% of our detractors mentioned Lack of Training and Wait time.

11 Contact Center Building & Monitoring NPS Contact Center Bottoms Up Segment NPS Disputes 20 Frontline 25 Mass Market 30 Premium 35

12 Contact Center Building & Monitoring 1 Created different action Plans per functional group 2 Created a Reward Program 3 Asked our Executives how to fix our NPS

13 Driving Individual Ownership & Group Impact Gonzalez Perez Javier 3 Month Rolling Results: IES / NPS Best Practices Keep executives informed with phrases that allow them to provide better service. Weekly meetings to report goals and results Feedback and follow-up with low performance executives Improvement Plan Apply the most service guidelines on each call Look for alternative solutions, before denying any service What Do You Need To Work On Assigning schedules for executives on a permanent basis, this action will help to have better results

14 Constant Communication & Recognition

15 + 100 Supervisors Working on Their Own Particular Issues NPS Contact Center Mar-13 May-13 Jul-13 Sep-13 Nov-13 Jan-14 Mar-14 May-14 Jul-14 Sep-14 Nov-14 Jan-15 Mar-15 May-15 Jul-15 Sep-15 Nov-15 Jan-16 Mar-16 May-16 Jul-16 Sep-16 Nov-16 Jan-17 Mar-17

16 When Journey is a destination

17 Customer Journey Spend to Spend Customer is at a restaurant having dinner He has to file a dispute for his unrecognized charge He has to call and activate card Spend Fraud Disputes Card Replacement Activation Spend He has to wait to get his new card His life goes back to normal His card is declined, and he has to call the bank

18 Customer Journey Spend to Spend At the end, we are not loosing 5% of our customers 1 out of every 3 customers will abandon or cancel their product Spend Fraud Disputes Card Replacement Activation Spend 95% 95% 95% 95% 95% 95% 5% 95% 100% 90% 100% 86% 100% Loosing 1 every 20 Customers vs 1 every 3 Customers 81% 100% 77% 100%

19 Customer Journey Spend to Spend Spend Fraud Disputes Card Replacement Activation Spend 1 Disputes Journey 150 Pain Points BRAINSTORMING MEASURE/ANALYSE Solution Designs Root Cause Themes BLUESKY THINKING SOLUTION SELECTION 23 Solutions To Test Over 40 Stakeholders Identified Over 60 Risks ID d Define Analyse Design Test Implementation of the solutions

20 Customer Journey Spend to Spend - Workshops The Banamex & Citi Team 1 - Define and Assess Cross functional: 25 participants, 14 areas. 2 - Design Over 150 pain points were identified Extensive scope of project, encompasses 3 - Design To Test 10 Root Cause themes developed Design Books Built for 33 Improvement Levers 23 opportunities taken forward 20

21 33% ATTRITION 26% By understanding a e2e Journeys, not only did we improve our customers experiences we also decrease our attrition, hence increasing our EBIT

22 Creating Building Blocks

23 Customer Centric Transformation Model Structure CX Analytics CX Survey Design CX Journeys Customer Centric Culture CX Project Management Top Down Bottoms Up Market Research Social Listening Observational Posts Ethnographics What to ask, Who to ask, When to ask Correct Survey Design is 50% of Success Siloed Touchpoints Vs E2E Journeys Efficient Processes Vs Happy Customers Product View Vs Customer Needs Execution Execution Execution Execution CX Advocates (IBCA) & Governance

24 There is no one holistic solution, but the cumulus of many tools Agile Top Down Medallia Listening Posts Gallup Lean BottomUp

25 Think Globally Act Locally

26 Forget about measuring, designs and theories go and live your Customer s experiences

27 Don t try to boil the Ocean focus, start small, move fast. One Pain Point One Process One Team 100,000 Customers 27

28 Questions