THE QOE day 1

© The QoE Limited 2017

PERPETUAL EXPERIENCE™

CARL LYON

CHAIRMAN OF THE QOE GROUP

AND AUTHOR OF PERPETUAL EXPERIENCE™


UNLEASHING OMNICHANNEL SUCCESSAmsterdam March 2017



12 years exploring, developing and implementingCustomer, employee & digital experience

FOUNDER & CHAIRMAN


Respect respect

Assisted service Ownership

Purpose

Emotional intelligence

Think slowBeliefs

Agility

Aptitude

EngagementDigital experience

InnovationIndividuals

Behaviours

Big Data

Omni Channel

Influence

People proposition

Intuition

Creativity

Love & lustReal world

RelationshipsThink fast

Tangible

Fail fast

Logic

People Experience

Culture

TrustPeople or process

Reward

Self service

Morality

People like meKnowledge

Analytics

Voice of the customer

Voice of employee

Measurement

Data

Insight

ROI

Employee proposition

AI

Leadership

Attitude

RecognitionSocial media

Community

Inquisitiveness

Exploring these issues

Social communities

Channel migration

Instant gratification

Digital migration

Gamification

Complaint handling


Airbus Defence and Space

Sure

Legal and General

Vodafone

Microlease

Marks and Spencer

Macmillan Cancer SupportLloyds Banking Group

Barclays Bank

HSBC KCOM

Emirates

Honda Europe

First Direct

LV=

Consumer Intelligence

NHS DirectOrange

Virgin Media

onecom

TUI UKMorgan Sindall Group

Royal Bank of Scotland

TomtomTeléfonica O2

Simplyhealth

TNT Express

Sony Professional

Atos

British Telecom

Cisco

Emirates

e2v

Direct line

EDF

National GridScottish Water

AXA

L-3 CommunicationsCarlson Wagonlit Travel

With these companies

Karen Millen

asos

Spotify

Oasis

Pfizer

Paradigm

BP


DEVELOPING A METHODOLOGY

TO COMBINE CUSTOMER, PEOPLE

AND DIGITAL EXPERIENCE TO PRODUCE



MEETING THE CHALLENGES OF OMNICHANNEL CUSTOMERS

REQUIRES AN OMNICHANNEL BUSINESS?


Part 1 Disruption

Disruptive innovation

The digital landscape

Many voices

I'm an individual

Part 2 Responding to disruption

Moving towards perpetual experience

Us, not them

Exerting influence

Building authenticity

Making it happen

Summary

AMAZON £14.95CODE EVOLVING

PUBLISHING THE BOOK



• Perpetual Thinking

• People Experience Journeys

• Incubation Hubs

• Experience Engine

Explore

Incubate

Needs

Innovate

MotivateAnalyse

Experienc

e

Collabora

te

ARTIFICIAL INTELLIGENCE

DELIVERING ON THE METHODOLOGIES




Envisioning

Formulationof a workinghypothesis

PERPETUAL THINKING AND EXPERIENCE JOURNEYS DEPLOYMENT

Exploratory

Exploratory

Exploratory

Leadership exploration

Origination Group

Background investigation

Final vision and strategy documentation completed

People experience journey validates

hypothesis

Validation

BUILDING ACROSS COMPANY SOLUTIONS AND CONSISTENCY


USING

PERPETUAL EXPERIENCE™METHODOLOGY

PEOPLE EXPERIENCE IN THE DIGITAL WORKING ENVIRONMENT

BEST PRACTISE

You would be welcome to join us and share the output


Internal Motivators

Organisationaloutputs

Motivation of employee

Reduced absence

Reduced attrition

Organically improved productivity

Accuratefeedback and insights

Pursuit of tangible rewardsAvoidance of punishmentRe-enforcement of desired outcomesStructured behavioursPoor real world knowledge

Pursuit of personal missionsExcitement at mastering skills and achievementsAbility to act autonomouslyWillingness to experiment / adapt from failureDriving real world knowledge

Improved customerexperience

External motivators

THOUGHTS ON CALL CONTACT CENTRE DIGITAL MIGRATION


Attract• EVP Guidelines – to

include frontline• EVP comms• Candidate experience• Connection to brand • Real excitement

Recruit• Selection• New skills/ deep dive • Role profile• Research to include

behaviours, standard, consistent OE

• Candidate experience• Capability of those recruiting

Onboarding/Induction• Minimum standards• Best practices/key themes• Digital journey• Engagement • Wow is in the how

L&D & Progression• Career path – linear and

horizontal • Apprentice programme

alignment• Developing capability

around behaviours and skills (content & tools)

Empower and Engagement• Employee Survey

evolution• Frontline

Empowerment

Performance & Reward• Variable pay evolution• Base salary • Intangible benefits

(Flexible conditions, women, employee benefits)

LARGE ORGANISATION INTERPRETATION OF DIGITAL MIGRATION

Outcomes• Migration efficiency• Performance KPIs• Sales through

service



PROJECTS DELIVERED

WHO, WHAT AND HOW


The brief

To build a world class digital customer care operation


What we did

Designed and implemented one of the first UK’s first social

customer care channels

Built a state of the art contact centre

Designed and implemented a voice of the customer programme

Re-designed customer journeys for self-service and social first

Created a market-leading service blueprint


The Brief

To validate existing customer segmentation and propose improvements where necessary


What we did

Built an understanding of what their customers offer to the end users, not just purely the application of the equipment

Refined the existing processes to introduce improved consistency in data and accuracy of customer categorisation

Tested in the UK market and then rolled out segmentation to 11 other EMEA markets


The brief

Test and scale new practices and contact channels to improve the skills of their contact centreand drive customer loyalty


What we did

Designed new returns interaction practices to reduce ‘wardrobing’ and reward valuable customers

Designed and implemented a training programme in the contact centresto move the culture from ‘Parent-Child’ to ‘Adult-Adult’ management

Implemented a ‘pop-up’ style test and learn hub to implement and scale web-chat / mobile chat and social media channels


The brief

To design a customer service experience and operation to support social customer experience for up to 100m users


What we did

Built a state of the art contact centre, on time and in budget

Created an incubation hub to test and learn new support channels -designed, implemented and scaled a global customer community site

Designed business processes to support self-service

Implemented a voice of the customer programme

Created a ‘Random Acts of Kindness’ programme, which went viral

Created an employee hub to incubate and scale best practice performance measures, including kindness and energy


The Brief

Find a low cost, effective mechanism to get 300 customer experience employees across 52 markets sharing best practice


What we did

Assessed current knowledge management and communication capability

Designed a digital portal to share best practices

Designed a framework to enable employees to collaborate and build and continuously iterate the right CX model and metrics for the business


The Brief

To establish why customers were not continuing to use digital channels as often as expected

Propose a solution to improve digital task completion rates and NPS, focusing on the customer billing journey


What we did

Using the Perpetual Experience Model™, assisted Vodafone in laying the foundations for Smart Service, a contextual, searchable approach to knowledge management based on the real-time co-creation of knowledge by customer and call centre agent

Smart Service enables Vodafone to learn about customers needs in real-time by harnessing the power of its internal and external communities


The brief

To work with their team to help deliver their omni-channel strategy and transform their contact centre performance


What we did

Lead the testing and training for their omni-channel system across retail and digital channels

Designed and implemented a transformation programmethat built a prototype designed to be an innovative ‘employee app-store’


The Brief

Atom Bank intend to revolutionise retail banking by harnessing the power of data and digital technology

Our brief was to establish a customer experience function fit for public launch


What we did

Developed a customer experience blueprint for each of Atom’s products and a measurement capability to ensure delivery of the intended experience

Ensured that every member of every team at Atom felt connected to the customer, and that every decision would be guided by consideration of its potential impact on the customer’s experience


The Brief

To evaluate the future role of customer experience in the office fit out industry to enable Overbury to retain their position as market leader


What we did

A review of Overbury’s delivery model and that of its market competitors. Compared these to the best from other industries with the same partner, stakeholder and customer journeys

Carried out a gap and SWOT analysis to produce a working hypothesis on a maturing industry delivery model

Produced a practical route map designed to keep Overbury ahead of its competitors


The Brief

To develop a customer strategy that will improve customer experience as company moves from public to private ownership


What we did

Deployed Perpetual Thinking to challenge traditional mindset

Developed a five point strategy to re-position customer experience as a commercial opportunity

Introduced a new scoring approach and a system that produces real-world knowledge and measures real-time performance

THE QOE day 1

Marketing

Transcript of THE QOE day 1