m-ize Measure Customer Experience Webinar

Editor's Notes

• #5 The age of the customer is a 20 year business cycle in which the most successful enterprises will reinvent themselves to systematically understand and serve increasingly powerful customers The crux of the matter is that consumers and businesses make decisions differently than they did 10 years ago. They have access to price and a lot of other information. Customers can easily educate themselves on the differences between products and services. Vendors no longer hold the power because the market place is no longer opaque.
• #6 Companies that treat their customers well tend to retain customers. Even though the customer knows that in some instances competitive products and services are less expensive or of superior quality, the customer develops a loyalty towards the company that provides the best overall customer experience. What is CX?
• #7 CX = READ. 2 words matter here…[describe]
• #8 CX happens at three levels EXPLAIN
• #9 READ Benefits of improving CCXX can be on the cost side, which is what Cisco saw. Cisco is a leading manufacturer of networking equipment. Cisco’s VoC program identified issues like access and navigation on their website, inconsistency in ordering rules and platforms, and difficult-to-find tools that caused delayed invoicing. Fixing those issues improved CX and saves Cisco nearly $750 million … annually. But there is also an upside to CX on the revenue side. For example Fidelity changed the way they serve high value clients – [describe] In our research at Forrester, we found that the difference in customer experience can be felt in terms of revenue growth – in short: there can be an revenue upside in CX. There are two very recent reports I will refer to in the end of the presentation that show this. So all in all…
• #10 …CX pros have great expectations… 94% READ but don’t (prove they) deliver on them Only 7% READ
• #11 READ
• #12 READ So…
• #13 So how do you create a compelling business case for CX? It’s important to note that
• #14 Making the case for CX is a right brain and a left brain activity! When we looked at our research of companies that have made the business case for CX, we found that they follow four steps
• #15 READ all four steps So how do you actually do this? Let me start with creating a sense of urgency. CX pros need to…
• #16 Show that improving CX can solve the problem. CX pros should leverage the sense of urgency they create by showing the potential upside of improving CX. Almost all companies took a similar approach — directly tying a core CX metric like NPS, CSAT, or a custom partnership score to an important financial outcome like direct revenue, sales growth, or wallet share; they then put a dollar value on moving customers up the loyalty ladder. For example, Sage Software linked NPS to renewals and showed that, compared to detractors, a larger share of promoters remained Sage clients after 12 months. It then calculated the revenue associated with turning detractors into passives or promoters and gave that metric a catchy name: "Return on Retention." Define initiatives that will move the needle on CX. Once CX pros have decision-makers' attention, they need to describe what changes they will make to the experience to achieve the promised benefits. To do so, they first need to translate high-level customer experience metrics into concrete actions and behaviors. For example, Shell identified the drivers of NPS, like proactive communication about shipments, as well as the operational metrics that contribute to achieving better performance on those drivers, like percent of shipments delivered on time. It uses this information to define projects to improve the experience — for example, creating advanced shipping notifications. Maintain stakeholder engagement over time. Walker Information found that CX pros at its client organizations faced an inflection point two to three years into the CX program, after initial excitement had waned. Similarly, Shell found its initial CX momentum lasted for a while but then saw renewed demands for rigorous business cases. To overcome this plateau, CX pros need to be able to point to real financial results from CX and provide a vision for what's next. Shell's CX team conducts a post-implementation review for each project six months after it goes live to determine if the promised benefits have really flowed through to the business. Schindler maintains momentum with its phased customer excellence program. It starts with a "silver" phase — concrete and uncontroversial quick wins like improving client interactions and sales processes — but also provides a vision for the future with follow-on "gold" and "platinum" phases.
• #17 Get attention for their cause! A sense of urgency helps you get attention. Create a sense of urgency by framing the problem. Be on the lookout for changes on which you can piggyback When new senior leaders made customer centricity a priority at Belgian utility EDF Luminus, the CX lead asked them to publicize that change in direction by explicitly including it in the corporate strategy. And when a global manufacturer watched its competitor's brand perception rise with the adoption of a CX program, the manufacturer responded by initiating its own effort. Andrew Reise Consulting worked with a large professional services organization that had a 70% annual customer churn rate. By helping the company understand "the burning platform," Andrew Reise was able to convince the client of the need to develop a customer experience organization to improve retention. Similarly, Courtyard by Marriott showed its individual hotel owners the financial consequences of their declining market share trajectory and used that as justification for improving the customer experience. BUT YOU ALSO MIGHT HAVE TO DISPROVE common myths . Cisco created its own opportunity by showing that despite its seemingly good customer satisfaction scores, customers still suffered from failures in the handoffs between silos. Many CX pros use qualitative research techniques like customer journey mapping and usability videos to demonstrate customers' pain points in the current experience and create an emotional understanding of the need for change.
• #18 2. Show that improving CX can solve the problem And this is where your measurement system comes in!
• #19 Most measurement efforts aren’t sequenced for impact & efficiency Here is what we see time and time again in the CX measurement programs we have studied over the years. The CEO has an extra couple hours on a long flight back from Singapore and reads a book about the CX metric du jour. He or she is just convinced this is the one number they need to grow. An unsuspecting employee gets tapped to run the thing. Being smart, they set off to figure out what will contribute to driving the metric du jour. Then, they try to find what drives that metric! Then the senior executive that started the thing has a moment of revelation – just what does this mean for the business? Then there is a frantic scramble to show how this stuff creates outcomes. Because some of these metrics du jour are wily and they don’t always work like it said in the book. In the best case companies turn their wheels for a while and in the worst case, end up burning that CX metric (how often have I heard metric xyz is a bad word in our company) or CX efforts all together It’s the vicious life cycle of CX measurement. [effort is just an example – you can replace effort with CSAT, with NPS, etc.]
• #20 That’s why Companies need a systematic, outcome-driven CX measurement program
• #21 CX measurement helps answer three key questions [read]
• #22 IN summary, effective CX measurement happens at the intersection of business and customer And therefore, CX measurement programs need 3 metrics that are linked to each other
• #23 1) At the heart of CX measurement are metrics of the customer perception that tell us what customers think happened and how they feel about it. Surveys are most workable form of this, practical. 2) Then there are descriptive metrics that help us understand what happened during the interaction. 3) And outcome metrics that help us understand what do customers do as a result of the experience This is the holy grail for CX because it ties perception to the bottom line. Taken together these metrics tell you what went right or wrong, what if anything to do about it, and how important it is to take action. So let’s say that a customer tells you that they waited too long to speak to a customer service agent. How long was too long? Descriptive metrics pulled from your call center logs will tell you – maybe it was roughly a minute and you had been under the impression that was great, but now you know better. How important is it to reduce that one minute wait? If your outcome metric that purchase intent dropped to zero, it’s critically important. So how do you design measurement system that helps you make the case? First, you need to
• #24 …cast a wide net to identify meaningful financial success metrics.  Research executives' personal and departmental goals to identify financial metrics that will resonate with the people who hold the purse strings. Companies use a combination of typical and less common but valuable success metrics For example food packaging company Tetra Pak chose net sales and volume growth because these are corporate goals. Sage Software uses renewal rates because renewals bring in the bulk of its revenue. Cisco's digital support group tracks how many calls to customer support it avoids — and dollars it saves — through self-service. And while Schindler, a global elevator and escalator manufacturer, tracks standard metrics like year-over-year revenue and margin, it also examines spend on goodwill activities to highlight incurred costs.
• #25 Then, Select “beacon” metrics that have a clear link to key financial metrics To do that, you’d need to test multiple CX metrics to find those with a clear link to financial metrics.  Almost all companies took a similar approach — directly tying a core CX metric like NPS, CSAT, or a custom partnership score to an important financial outcome like direct revenue, sales growth, or wallet share; they then put a dollar value on moving customers up the loyalty ladder. Many CX pros were able to rely on well-known metrics like Net Promoter Score (NPS) or customer satisfaction (CSAT). Stora Enso, a paper and pulp manufacturer, worked with vendor Syngro to track how clients moved between NPS segments over a one-year period. The firms grouped customers into those that remained in their group (detractors, passives, promoters) and those that moved up or down. They found that for those customers that remained detractors, sales fell by 36%; for those that moved up to passives, sales rose by 16%; and for those that became promoters, sales increased by 25%. For example, Sage Software linked NPS to renewals and showed that, compared to detractors, a larger share of promoters remained Sage clients after 12 months. It then calculated the revenue associated with turning detractors into passives or promoters and gave that metric a catchy name: "Return on Retention." But others found that these metrics didn't correlate to their financial success metrics. They found success by looking beyond these generic metrics for custom indices. Tetra Pak uses a custom partnership score it developed with Walker Information Ricoh adopted Harris' customer loyalty index; Crowe Horwath uses PeopleMetrics' customer engagement index. Some companies will need to adopt multiple CX metrics that link to different outcomes. For example, Verint found that overall satisfaction with its platform drives likelihood to recommend but satisfaction with the most recent implementation drives likelihood to repurchase. Work with the CFO to build credibility for economic models. Achieving validation for financial metrics and projections from the chief financial officer (CFO) will ensure that he or she has a vested stake in your business case, instead of later poking holes in it. To make sure that they had real money behind their efforts, CX leaders from AT&T Mobility worked with the finance department to build a customer experience valuation model that the CFO later certified. (see endnote 22) These high-level or beacon metrics are important to rally the troops behind CX. However, to my point above, if you want to make the case, you also need to be able to identify projects that improve CX and consequently financial outcomes. To do that you need to …
• #26 3. Define initiatives that will move the needle on CX. And this is where your measurement system comes in gets put to the second test. You need to be able to find drivers of the beacon metrics and CX outcomes…
• #27 …and link those drivers explicitly to CX outcomes and beacons Let me show you how at the example of the Forrester’s CX Index Image Source: http://blog.marchex.com/wp-content/uploads/2014/02/Measuring-Tape-resized-600.png
• #28 READ But I mentioned it is about making sure you know how to drive financial success. That’s why the CX Index shows …
• #29 …how much improving CX improves 3 types of loyalty – retention, enrichment and advocacy loyalty - and how that in turn affects revenue And the CX Index supports defining initiatives that will move the needle on CX – by… 
• #30 Identifying the drivers of CX and by understanding how better driver scores would ripple through the CX Index and most importantly, revenue And this will tell you. …
• #31 … where to start. In any model that you build, you should have the ability to estimate how improving certain drivers will affect revenue And in order to make sure you can manage towards those drivers, you need to
• #32 Forrester’s CX Index score helps benchmark CX performance Like you can see here in the rankings of the last wave of CX Index scores. This shows us for example, that Digital-only retailers, banks, and investments firms come out on top while Health insurers, TV service providers, ISPs, and the US federal government bring up the rear. But does that matter and why is that?
• #33 …Add descriptive metrics that help stakeholders manage to drivers, CX and outcomes For example, Sanofi linked operations and customer perceptions. DESCRIBE
• #34 Maintain stakeholder engagement over time.  At many organizations there us an inflection point two to three years into the CX program, after initial excitement has waned For example Shell found its initial CX momentum lasted for a while but then saw renewed demands for rigorous business cases. To overcome this plateau, CX pros need to be able to point to real financial results from CX and provide a vision for what's next. Shell's CX team conducts a post-implementation review for each project six months after it goes live to determine if the promised benefits have really flowed through to the business. Schindler maintains momentum with its phased customer excellence program. It starts with a "silver" phase — concrete and uncontroversial quick wins like improving client interactions and sales processes — but also provides a vision for the future with follow-on "gold" and "platinum" phases. Use pilots to demonstrate preliminary successes. In order to appeal to a new generation of business travelers, Courtyard by Marriott developed a concept to redesign its hotel lobbies to remove physical barriers between staff and guests, use technology to display news and travel-related information, and offer food in a relaxed atmosphere. To justify the hundreds of thousands in capital investment needed to the independent hotel owners footing the bill, Marriott chipped in and enlisted 19 willing early-adopter hotels to complete the renovation between 2007 and 2008. By measuring the lift in market share, not to mention customer satisfaction, the brand was able to enlist many more hotels and has now rolled out the new lobby experience to 760 hotels in the US and Canada. Courtyard by Marriott then also invited its hotel owners to stay at one of the early-adopter hotels and experience the change in lobby atmosphere and guest experience firsthand.
• #36 Not think from the outcome they want to drive. The outcome a company wants to drive needs to inform the metrics system so companies can actually measure whether changes in CX affect those outcomes. I am talking about revenue or advocacy Thinking measurement is about metrics. No, this view of msmt is like accounting. But that’s not what msmt is about. Msmt is about helping to improve CX. Popular metrics like NPS or effort or even our Forrester CX Index are only part of the picture. You need a system to understand why those metrics change and governance and processes to prioritize issues and drive action Looking for that silver bullet to maximize CX. There are 2 problems in this. Usually there is no silver bullet . But even if there were… Msmt is about making sure you deliver great CX, not maximize. It is about making sure you perform well on what you know are key experience elements for your customers that will create and sustain loyalty. And about finding the right level of CX. CX is the right thing to do so people will be interested in CX metrics. No, CX is like saving being environmentally friendly. We all think it makes sense at some level but then life gets in the way. CX pros cannot rely on “sticks” to get stakeholders to use CX metrics insight, they have to make that insight relevant, specific, easy to access and appealing. Want to be perfect right away Boil the ocean
• #37 The seven steps to successful customer experience measurement programs and the key decisions that CX professionals need to make from selecting the customer segments and experiences to measure, to picking the right metrics, designing the data collection and setting targets for CX metrics to identifying and acting on CX issues as well as sharing CX issues