Post on 12-Apr-2017
Confidential and Proprietary STRATIVITY.COM 1
Creating Exceptional Results Through
Exceptional Experiences
Confidential and Proprietary
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ABOUT US
15 years of brand & customer transformations
200 + projects for global, leading brands
600M enhanced customer relationships
1,000,000 empowered employees around the world
Honeywell
20% highercustomer satisfaction index score within one year; 15% increase in
customer service productivity
e.ON UK – Utility CompanyMercedes-Benz European Logistics Company
Our Results
10% increasein employee engagement between 2012 and 2013; double digit sales growth
44% organic growth
within 2 years; exceeded profit target by 59% within 2 years
30 pointsincrease in net promoter score
between January 2009 and march 2011
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ABOUT US
WE’RE PRIVILEGED TO HAVE SERVED CLIENTS IN A BROAD ARRAY OF INDUSTRIES:
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WE OFFER AN END-TO-END SOLUTION FOR CX STRATEGY & EXECUTION
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WITH CHANGE BEING CONSTANT, A STRATEGIC APPROACH IS REQUIRED
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CUSTOMER EXPECTATIONS ARE RISING - FAST
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THE CUSTOMER EXPERIENCE EVOLUTION
Customer experience 2.0Customer experience 1.0
• Strategic• Holistic• CEO driven• Professional help• Business driven• Journey management• Differentiating• Branded• Organisation wide: Transformational• Impactful
• Passionate evangelism• Voice of customer programs• Generic principles• Home grown• Mid level managers• Journey mapping• “Let’s run fast”• “Its common sense”• “Its about attitude”• New role evolves: Chief Customer Officer
Discovery, trial and error, incremental, hygiene factors, sporadic activities, unsure of economics
Financially driven, disciplined, organisation-wide, clear vision for the future and success, measurable
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THERE IS VALUE IN A FOCUS ON KEY METRICS, DRIVERS & TOUCHPOINTS BUT…
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DETERMINE THE EMPHASIS BASED ON MATURITY, CAPACITY & VALUE
EXPERIENCE EXPANSION (VIA INSIGHT LED INNOVATION)
EXPERIENCE IMPROVEMENT(PAIN POINT REMOVAL, INCREMENTAL)
ORGANISATIONAL CAPABILITY DEVELOPMENT
High
High
High
High
FRONT END EXPERIENCE ENHANCEMENT
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DOES YOUR CX TRANSFORMATION ROADMAP BALANCE CAPABILITY IMPROVEMENT WITH ASPIRATIONAL EXPERIENCE ACTIVATION?
Customer Centricity Assessment
& Organisational Recommendations
Customer Experience Mapping & Target State Experience Definition
(12-18 mths)
Quantitative Research, Analysis & ROI Based
Prioritisation Modelling
Aspirational Experience Definition
(24-36 mths)
Future State Capabilities
Development
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DEFINING THE PROBLEM - GREAT INTENTIONS LITTLE ACTION
YESBUT77
7572
7885
9080
84
3337
4239
5859
4962Clearly defined vision and future state
Clear communication of the urgency
Providing training and resources to develop needed skills
A clear timeline including when results must be achieved by Communicating success metrics to all employees
Clearly defined strategy
Everyone in the organization understands what decisions he or she can make
Senior management is aligned on the strategy
From “Making Customer-Centric Strategies Take Hold,” a Harvard Business Review Analytic Services study of 315 business executives, 2015
Currently Implementing
Importance
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THE RESULT IS THAT CHANGE WHICH IS DIFFICULT BECOMES NEAR IMPOSSIBLE
From “Disruptor to Differentiator’ Change Research, HBR Analytics study of 422 business executives, 2016
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DEFINING THE PROBLEM – INADEQUATE FOCUS ON PEOPLE ASPECTS
From “Disruptor to Differentiator’ Change Research, HBR Analytics study of 422 business executives, 2016
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WHAT DO THE LEADERS IN CUSTOMER CENTRICITY DO?
1. Define who the customer is and understand their needs and motivations (across key segments)
2. Define the customer value proposition/s
3. Understand the current experience being delivered contextually (across key journeys)
4. Define the experience they want to deliver (in detail for key journeys and across channels)
5. Understand and communicate what customer centricity really means
6. Understand the value | economics of customer experience and use this to optimise investment and prioritise enhancement
7. Ask customer impact questions prior to making decisions
Based on 2 global CEM benchmark studies and more than 15 years of consultancy in 24 different countries
8. Understand that all experiences are developed and delivered by people so intentionally design the staff experience and align cultural programs
9. Gain regular and actionable customer feedback and use this to assist with prioritisation and strategic direction
10. Intentionally design new experiences (based on an understanding of customer needs and competitive offerings)
11. Manage customer experience at an enterprise level (C-level support and engagement)
12. Move the goal from mere satisfaction to the delivery of differentiated (branded) customer experiences
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THE DIFFERENCE IN IMPACT BETWEEN COMPLETION & NAILING IT IS HUGE
Define & understand customer
Define & understand CVP
Understand current experience
Comm
unicate vision & experience
Understand why customers com
e & go
Comm
unicate what customer centricity is
Understand the economics
Ask customer im
pact questions
Align performance fram
eworks
Design staff experience & culture
Gain & use actionable feedback
Design new experiencesM
anage CX at the C-level
Move from
sat to differentiation
Impact
Minimal
Moderate
Significant
Differentiated
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WHAT CAN WE LEARN FROM THE EXPERIENCE THAT OTHERS DELIVER
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CEO Address Leadership Commitment Vision (Manifesto)
The People of MazdaEvent Highlights Customer Journey Vignettes
WHAT CAN WE LEARN FROM THE EXPERIENCE THAT OTHERS DELIVER
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A FINAL THOUGHT: ARE WE INSPIRATIONAL?
https://strativity.com/customer-experience-in-search-of-courage-and-action/