Customer Experience in Belgium, Lessons to be Learned - Alexandre Gangji, Weave from SCRM13 Brussels
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Transcript of Customer Experience in Belgium, Lessons to be Learned - Alexandre Gangji, Weave from SCRM13 Brussels
Your contact at weave:!
Alexandre Gangji
+ 32 477 597 398
Partner Benelux
Social CRM Conference 2013 How Social CRM and Customer Experience Management will help you connect with your customers? The State of Customer Experience Management in Belgium
27 NOVEMBER 2013
2! 27/11/2013!
Why do many service providers fail to tap into the huge potential that delivering a good customer experience can harness?!
…the roadmap for delivering excellent customer experience in a cost-efficient manner has seldom been explored
While the benefits of delivering a good customer experience have been well documented in various academic and business publications…
3! 27/11/2013!
Customer experience management capabilities are pivotal!
Managing customer expectations while rallying the whole organisation to deliver these expectations becomes the challenging job of the business leader who is given the task of creating a “wow” customer experience
Weave study 2013: The state of customer experience management in Belgium!
4! 27/11/2013!
34 respondents working closely with customer experience management from 24 leading-companies in Belgium participated in the survey The survey focuses on 4 sectors:
Retail Banking Telco Transportation Energy
The objective of this study was to assess the level of maturity and the efficiency of customer experience management for the top companies in the Belgian market
5! 27/11/2013!
CustomerExperience
Strategy
Voice of the Customer
&Voice of the Employee
Customer Experience
Vision
Customer Experience ROI
PeopleOrganizationValue propositionOperationsTechnologyPerformance mgt.
Customer Experience
Implementation Levers
weave has developed a framework to help companies craft a customer experience management strategy to connect with customers • Our framework and its 10 core dimensions allow a successful and pragmatic customer experience strategy
and provide the blueprint to design, deliver, manage, and measure the intended customer experience across social media and other touch points
This study provides an assessment based on the key elements of the weave Customer Experience Management framework!
6! 27/11/2013!
Without defining and implementing an efficient customer experience management (CEM) programme, companies will continue to struggle in creating a “wow” experience and connecting with customers
Companies must define and disseminate across the company a well-articulated customer experience vision, with buy-in from all stakeholders
Companies must effectively integrate the customer segments, channels and customer lifecycle dimensions into their customer experience strategy
A shift is required in the organisation’s DNA to better examine the experience from the customer’s point of view, and to use that perspective to make improvements and manage the experience
Companies need to engage the whole organisation and specifically the employees to create a great experience
Understanding the customer experience economics allows companies to build the business case for change; customer experience directly impacts your bottom line
#1
#2
#3
#4
#5
#6
Key findings
Weave study 2013: Summary of key findings!
7! 27/11/2013!
How would you rate the importance of delivering an outstanding customer experience in your
company's strategy?
How would you rate the performance of your company against customer experience
management?
To what extent has your company implemented a customer experience
management programme?
4% 13%
83%
54%
46%
0%
42%
46%
12%
Most companies recognise the importance of delivering an outstanding customer experience, though, none of them rate their performance as satisfactory • The study reveals that most companies struggle in implementing customer experience management
programmes
1 Scores range from 1 (very unsatisfactory) to 10 (excellent)
#1 Without defining and implementing an efficient CEM programme, companies will continue to struggle in creating a “wow” experience and connecting with customers !
<7 ≥ 7 & <9 ≥ 9 Score1
8! 27/11/2013!
#2 Companies must define and disseminate across the company a well-articulated customer experience vision, with buy-in from all stakeholders!
33%
29%
29%
25%
46%
58%
50%
46%
21%
13%
21%
29%
37%
46%
33%
29%
25%
21%
37%
38%
46%
38%
42%
17%
29%
25%
37% Your company has a concrete customer experience vision
Your company has a brand promise reflecting customer experience
The customer experience vision is shared within the entire company
The customer experience Vision is translated in strategic objectives
A senior executive is leading customer experience efforts within your company
Executives define guiding principles for customer experience actions
Executives consistently communicate about the importance of the customer experience management
Executives consistently communicate a shared image of the ideal customer experience to offer to the customers
Customer experience is a recurring agenda item for the top management
Regarding the definition of a customer experience vision in your company, please evaluate the following
statements:
Regarding the role of your company's executives toward customer experience management, please evaluate the
following statements:
Only few companies have a clear customer experience vision that is shared across the company and translated into strategy objectives • While senior executives recognise the importance of customer experience, they fail to translate it into
concrete operational actions and behaviours
<7 ≥ 7 & <9 ≥ 9 Score
9! 27/11/2013!
#3 Companies must effectively integrate the customer segments, channels and customer lifecycle dimensions into their customer experience strategy!
<7 ≥ 7 & <9 ≥ 9 Score
25%
54%
21%
25%
38%
33%
46%
42%
38%
50%
37%
54%
41%
46%
54%
25%
25%
13%
13%
13%
8% Products
Customer segments
Customer lifecycle
Channels
Moments of truth
Customer touch-points
To what extent does your company integrate the following dimensions in the definition and prioritisation of the
customer experience management programme?
To what extent has your company a clearly defined customer experience management strategy?
Only 21% of companies have a clearly defined customer experience management strategy • 3 out of 4 companies fail to manage and integrate customer experience dimensions such as products,
segments, channels, customer lifecycle, moments of truth and customer touch-points
10! 27/11/2013!
50%
67%
17%
63%
42%
46%
37%
38%
21%
37%
29%
42%
42%
42%
12%
12%
46%
8%
16%
12%
21% Customer communities /forum/social media
CRM
Customer data analysis
Users groups/advisory board
Customers' complaints
All influencers in the buying decision process
Front line employees' observations
To what extent does your company use the following sources/means to collect the Voice of the Customer?
33%
59%
8%
To what extent is your company using efficiently the collected customer insights to define and enhance
customer experience management?
Our study reveals that only 8% of companies efficiently use customer insights to define and enhance customer experience management, while only 21% actively use social media as a source for collecting the Voice of the Customer1
1 The Voice of the Customer (VoC) describes the customers’ needs, expectations and preferences, which a company can capture through direct and indirect ways
#4 A shift is required in the organisation’s DNA to better examine the experience from the customer’s point of view, and to use that perspective to make improvements and manage the experience!
<7 ≥ 7 & <9 ≥ 9 Score
11! 27/11/2013!
#5 Companies need to engage the whole organisation and specifically the employees to create a great experience!
<7 ≥ 7 & <9 ≥ 9 Score
37%
29%
34%
21%
50%
42%
46%
58%
54%
46%
21%
25%
8%
25%
4%
Develop and implement new technologies to improve the customer experience
Optimise operations and processes which support the delivery of the best experience to your customers
Offer a new/improved value proposition linked to the customer experience Vision
Enhance the organisation of the company to become more customer-centric
Engage employees to deliver an outstanding customer experience
Regarding the efforts your company is doing to deliver the best customer experience, please evaluate the use of the following levers to improve customer experience:
The results show that some useful levers to improve customer experience often remain unexploited. Only 4% of companies actively develop and implement new technologies (a.o. social) to improve the customer experience
12! 27/11/2013!
#6 Understanding the customer experience economics allows companies to build the business case for change; customer experience directly impacts your bottom line!
<7 ≥ 7 & <9 ≥ 9 Score
58%
37%
29%
33%
17%
38%
50%
54%
29%
67%
4%
13%
17%
38%
17%
Your company measures the performance of the customer experience management programme
Your company has developed metrics to measure the customer experience management performance
Your company measures the impacts of the customer experience management programme on the customer satisfaction
Your company tracks the effectiveness of customer experience management actions on the business
Executives use these measures to make investment decisions
Regarding the measure of your company's performance in the field of customer experience management, please evaluate the following statements:
Study reveals that only 1 company out of 5 manages to appropriately understand and measure the customer experience business case • Executives from 2 companies out of 3 do not use the measures to make investment decisions
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