Post on 17-Aug-2020
Think your customer service strategy is
successful?
2
About Us
• Provide insights to set transformation objectives
InsightNow provides you
with the relevant
intelligence and un-
emotional facts to
enhance your ability to
transform your business
Improve your Customer Engagement Improve your Employee Engagement
Improve your Team’s Performance Transform your Company’s CE on e-2-e basis
Knowing what good looks like
• Gain insights from your customers perspective
• Design the Target Customer Experience
• Gain Mystery shopping insights • Enhance your multi-channel
experience • Develop benchmarks
• Drive operating performance • Enhance your sales
effectiveness • Improve your retention /loyalty
rates • Align 3rd party engagement
management and performance
• Influence change in other parts of the business
• Help design programmes of change
• Audit and track success of transformation programmes
• Gain insights from your employees perspective
• Manage the lower quartile
• Distil your top quartile skills and behaviours into your training and education programmes
Provide intelligence to set improvement objectives
Improved
NPS
EPS Tools and Methodologies
Results Oriented Approach
Contact Centre
Web
Face-to-Face
Mobile & Web
Tools and Methodologies
Cost to
Serve
Sales
3
Customer Experience Questions
Why are the scores
so positive and the
comments so bad?
How much should
we invest to move
the dials?
What does good
look like?
What do I need to
change (that I can
influence?)
How do I get my
colleagues
support?
Not another
survey. Why don’t
you listen?
Why don’t you
ask us?
How do we
implement a CX
programme?
How should we
respond to Social
Media?
4
Customer Voices – Signal and Noise
5
Sentiment and Rational Analysis
Sentiment analysis requires context and the greatest
value is derived when you link sentiment to:
• Customer value
• Customer history
• Customer objectives
• Contact outcome
6
Voice of the Employees
I Think This Is The Best Place To
Work
I Know How To Deliver The Best Experience For My Customers
I Want To Deliver The Best Experience For My Customers
7
Meet Dennis
Dennis works for TalkTalk in their South African
contact centre in Cape Town and scores in the
highly engaged category. Dennis is special he has:
• Winning beliefs.
• Winning behaviours.
• Winning customer conversations.
• Winning colleague conversations.
Question Lower
Quartile Average
Score Upper
Quartile Dennis Score
Dennis Performance Gap Vs Average Score
Call Resolved 53% 70% 76% 87% 17% Valued customer 76% 85% 88% 94% 9% Easy to understand 68% 75% 77% 82% 7% Personalised response 68% 80% 84% 92% 12% Knowledge 63% 78% 83% 93% 15%
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The Three Key Attributes of Experience
Memory
The Art of Wow and Glitch
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Customers Goals Vary by Contact Type
• Call Resolution.
• Easy to Contact.
• Efficient Call Handling.
• Energetic Opening.
• Personalised Close.
Hygiene • Easy to understand.
• Basic task competence.
•Commitment to
Resolution
•Rapport
•Care
•Ownership
•Follow Through
•Appropriate Rapport.
•Caring Attitude.
•Happy to Help
Task Complexity
Em
oti
on
al C
om
ple
xit
y
•Problem Identification.
•Knowledge – Ability to
Resolve.
•Clear step-by-step
explanations.
•Clarity of Next Actions.
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Influencing the Customer Experience
Customer
Experience
Cost to Serve
Spend More
Stay Longer
Recommend
Desired
Outcomes Customer
Customer
Characteristics
Agent Tenure
and
Performance
Call
Characteristics
Communication Competencies/ Behaviours
Systems
Competence
Correct
Advice/Action
Domain
Knowledge
Expectation
Management
Speaking Listening Comprehension
Confidence Rapport/
Connecting
Adaptability/
Flexibility
Ownership Enjoyment
Energy Style Matching Call Control
Case Studies
12
CLIX Research Financial Services Versus Retail
Tesco
Apple
Next
Vodafone
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Scores
GI/Motor real-time survey scores across a range of brands for four customer journeys.
New Business performs best followed by Renewals (roughly 7 out of 10 across all attributes) not bad?
Claims performs badly just ahead of NTUs.
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POSITIVE (26%)
• Good service overall (36%)
• Simple easy process (9%)
• Agent helpful (7%) and friendly (6%)
Scores Conceal Sentiment
NEGATIVE (74%)
• Expensive premiums (15%) and (3%) with the
admin fee
• Not treated either as valued customers (7%) or
fairly (5%)
• 5% deeply unhappy/outraged about unauthorised
automatic renewals
• Poor quality correspondence (4%) not kept
informed (4%) and no confirmation of cover (2%)
• Pricing difference between channels (5%) – phone
vs letter + web vs phone/letter
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Renewals Driver Analysis Impact
Impact by attributes within RENEWALS on various outcomes
69%
LIKELY TO PURCHASE
70%
CSAT/ JOURNEY EXPERIENCE
EASY / EFFORT
48%
EXTERNAL FACTORS OUTSIDE THE COVERED SCOPE
31% 30% 52%
Impact by factors outside the covered scope of RENEWALS.
Experience of Renewing
Easy to renew policy
Clear Information provided
Fair price provided
Clear What Happens Next
Advisor valued you as a customer
No. of times contacts made
Environmental elements in policy influence renewing
ALL Brands
20.3%
11.2%
11.8%
22.9%
11.1%
20.8%
1.4%
0.5%
100%
ALL Brands
-
24.7%
21.0%
24.3%
11.6%
16.8%
1.2%
0.4%
100%
ALL Brands
-
-
40.1%
15.8%
19.5%
20.1%
2.9%
1.6%
100%
The renewals process is characterised by:
Ease of the renewal process, clarity of
information, a fair price and being treated a s a
valued customer.
Best Price 1st Time
16 Base: Phase 1(118) & Phase 2 (1434)
Drivers of Easy and NPS - GI
Easy (Brand)
80%
N=1518
Other Drivers Not Measured by the Survey 20%
N=1518
NPS 46% Other Drivers Not Measured by the Survey
54%
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Voice of Customer – Renewals
Unpacking the Customer Voice
1. ‘Unauthorised’ Auto Renewal
• Shock/anger when realised
• No reminder
• No courtesy call
• Presumption of wish to renew
2. Large price increase from Year 1
• Despite zero claims
• Aggrieved that low pricing only for new customers (not rewarded for
Loyalty)
3. Give best price first time (Don’t make me waste my time/ energy/ call cost to
obtain fair price)
• Pricing not fair and honest
• Some would stay if you matched best price
4. Inefficient processing
• Repeat chasing
• Refunds difficult
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Resolved and In-progress Complaints
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Customer Strategy – Good Intentions
Treat customers
as we would wish
to be treated
Easy as….. PIE
Information – customers are provided with clear information and are kept
appropriately informed before, during & after the sale
Products - products & services are designed to meet our customers
needs
Expectations - product performance & service levels meet our customers’
expectations
Simple as…..ABC
Barriers – customers do not face unreasonable barriers if they want to
amend their policy, submit a claim or make a complaint
Advice - any advice provided is suitable & takes account of our customers
circumstances
Culture - the fair treatment of our customers is central to our culture
Just be..
creative Just be…
encouraging
Just be...
someone who
makes a
difference
Customers are the heart of our business.
It’s down to each of us to make sure that we
focus on them every step of the way. Taking
care of our customers will drive both their
loyalty and our future
Just be..
genuine Just be..
united
Just
be..
happy
Just
care for
the
customer
Consider,
deliver &
protect what is
important for
the customer
Enjoying
what we
do and
having fun
doing it is
very much
in the
spirit of
BGL
Group
It’s amazing
how much
stronger and
more effective
a bunch of
people can be
if they all work
together using
their unique
qualities and
talents
Treat other people as
you’d like to be treated
yourself – openly,
honestly, fairly – and
you’ll never go wrong
The most
satisfying thing
is being able
to look back
on something
you’ve done
and feel good
about your
contribution
You feel much
more positive
when someone
tells you that
you’ve done a
good job.
Suddenly the
world’s a nicer,
brighter place
Anyone can have
a good idea, and
the simplest are
often the best.
The trick is to get
people to share
ideas, and to turn
the best ones into
reality
Business Units & Group Support Departments
Customer
Principles
Our Values
"My premium went up a lot for no reason.
By the time I realised it would
automatically renew (not clear) the date
had come, then the charges to cancel the
policy were way over the odds, leaving
me stuck with a policy I no longer want.
Will never use Yes insurance again.".
The Voice of the Customer is highlighting gaps between strategic intent and customer experience. (Ease and simplicity are not operationalized and Renewal premiums are high.)
20
Accidental Vs Intentional Experience
Face to Face Contact
Centre
Web / Mobile E-mail and
White Mail
Purpose and Design
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Purpose
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Support from Colleagues
• We have a robust methodology to assess the maturity of an organisation’s customer centricity across 8 key attributes, providing an integrated roadmap of key activities to help fulfill customer centricity goals.
Example Output
• Combination of of Online Questionnaire completed by selection of front-line staff an “deeper” questionnaire completed by interviews with execs and snr stakeholders.
• Online Dashboard comparing you to other organisations
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In a Nutshell
Future Intentions
Recommend
Spend More
Remain a Customer
Experience Drivers:
Product related
Pricing related
Sales related
Service Related
Customer Segments
Touchpoints: Internet, e-mail, SMS, Contact Centre, Post, Shop/Store/Branch+
No Contact Perceptions
Value
Adding
Interactions
Value
Destroying
Interactions
Cost to
Serve
Revenue Recommend Lifetime
Value
Target Customer
Experience Design
and Implementation
Programme