Webinar: Assessing your level of CX maturity with Vicky Katsabaris
•Télécharger en tant que PPTX, PDF•
3 j'aime•910 vues
Join Vicky Katsabaris, Customer Experience Subject Matter Expert at Qualtrics, as she demonstrates how organisations can assess their level of CX maturity using the Qualtrics CX Diagnostic Tool.
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (14)
Similaire à Webinar: Assessing your level of CX maturity with Vicky Katsabaris
Similaire à Webinar: Assessing your level of CX maturity with Vicky Katsabaris (20)
Plus de Qualtrics
Plus de Qualtrics (20)
Dernier
Dernier (20)
Webinar: Assessing your level of CX maturity with Vicky Katsabaris
- 1. + CX Diagnostic Tool: Assessing your Level of CX Maturity
- 2. Customer Experience (CX) Webinar Series: How to Become a CX Leader WEBINAR #1 Designing a CX program for business results: 5 core competencies to live by Date: 14th February WEBINAR #2 The Whole Experience: How Volkswagen Australia fuses customer and employee experiences Date: 14th March WEBINAR #3 CX diagnostic tool: Assessing your level of CX maturity Date: 28th March
- 3. HOUSE KEEPING The recording and slides for today’s presentation will be made available within 24 hours. Please use the question window to submit questions throughout the webinar. We have time designated at the end
- 4. Vicky Katsabaris CUSTOMER EXPERIENCE SUBJECT MATTER EXPERT, QUALTRICS Vicky Katsabaris provides guidance to Qualtrics’ customers to help them be successful in their Voice- of-Customer (VoC) programs. Prior to joining Qualtrics, Vicky was the General Manager of Customer Advocacy strategy at Telstra. She was responsible for developing Telstra's corporate strategy for improving customer advocacy, major transformation programs and company-wide culture change. Prior to Telstra, Vicky was the Director of Customer Experience at VMware where she led the implementation of the CX program across Asia Pacific and Japan.
- 10. there’s a new business discipline emerging called EXPERIENCE MANAGEMENT
- 12. PRODUCT experience manage the FOUR CORE experiences of your business CUSTOMER experience EMPLOYEE experience BRAND experience XM isa STRATEGY
- 13. repeatable process to CONTINUALLY IMPROVE the experiences you provide Measure & Baseline 01 XM isa SYSTEM
- 14. repeatable process to CONTINUALLY IMPROVE the experiences you provide Predict & Prioritize 02 XM isa SYSTEM
- 15. XM isa SYSTEM repeatable process to CONTINUALLY IMPROVE the experiences you provide Act & Optimize 03
- 17. Customer Experience Management (CXM) is the discipline of embedding customer insight into every critical decision, improving how you perform at every level of your organisation e CUSTOMER experience EMPLOYEE experience BRAND experience
- 20. • Executive sponsorship • Common customer metrics • Align departments • Publish CX values
- 21. • Capture feedback at every key touchpoint & moment • Key drivers and root cause analysis • Close the loop at scale • Manage with role-based views of performance • Integrate with CRM and operational processes
- 22. • Conduct customer research to support strategic decision- making • Measure key relationships and moments of truth • Competitive benchmarking • Segment customers and understand drivers of financial performance • Drive cross-functional change
- 23. • Collect employee feedback across lifecycle • Understand drivers of employee engagement across all departments • Drive improvement at every level of the organisation • Communicate progress toward company objectives • Empower your people with the right tools and systems
- 24. • Maintain singular focus on data quality • Update management views to reflect the needs of the business • Encourage testing and research methodology best practice • Support a culture of innovation and dynamic change
- 26. Hypothetical organisation • Technology • B2B+B2C • 200,000 customers • 300employees • Market category leader driven by products that customers love • Competitive landscape is driving a need to lift service levels • They measure customer interactions through physical locations/events, contact centres • Strong executive sponsorship & organisational alignment • Disparate approaches & tools for managing CX & BX • Limited visibility of brand performance vs competitors • Multiple IT systems & data silo's
- 27. Q&A
- 28. qualtrics.com/customer-experience/diagnostic Vicky Katsabaris Email: vickyk@qualtrics.com LinkedIn: https://au.linkedin.com/in/vicky-katsabaris-51b36b12
Notes de l'éditeur
- We live in an experience economy. Today, the winners and losers in business are determined by the experience they provide. Companies that make delivering experiences core to their offering are disproportionately rewarded and/or punished by a new generation of customers. The power is shifting to consumers and, by extension, to the firms that earn their love. The experience economy means “that businesses must orchestrate memorable events for their customers, and that memory itself becomes the product — the "experience" and that advanced experience businesses can begin charging for the value of the "transformation" that an experience offers…." (https://en.wikipedia.org/wiki/The_Experience_Economy) Examples: This shift is driven by the millennials, the first generation in history that prefer to spend money on experiences, instead of on “things”. Subscription based business (cancel anytime, need to consistently earn loyalty) General trend in car ownership Amazon Prime Uber - car sharing Advances in technology basically eliminates switching costs :: switching for phones (contacts / data / etc…) Cable networks and content
- These statistics help illustrate the macro trends in the experience economy. It’s critical to get experiences right in the economy today, but so many companies are struggling. 80% of customers have chosen to switch brands due to a poor customer experience. (http://www.bain.com/bainweb/pdfs/cms/hotTopics/closingdeliverygap.pdf) 2/3 of the workforce are disengaged and 2 million employees turn over every month because of negative experiences in the workplace. (http://www.gallup.com/poll/188144/employee-engagement-stagnant-2015.aspx)
- In a Bain and Co study, 80% of CEO’s surveyed expressed a belief that their organizations deliver superior experience to their customers. However, among their customers, only 8% agreed that these organizations were actually delivering superior experience. Essentially executives think they are delivering a great experience, but their end customers disagree.
- In a Bain and Co study, 80% of CEO’s surveyed expressed a belief that their organizations deliver superior experience to their customers. However, among their customers, only 8% agreed that these organizations were actually delivering superior experience. Essentially executives think they are delivering a great experience, but their end customers disagree.
- There is a huge, grand canyon sized gap between what you believe is happening and what is really happening. This gap stems from most companies' inability to know what’s happening, why it’s happening, and how to adapt. We call this the Experience Gap. REAL WORLD EXAMPLES: -Allianz Customer Experience Gap: Allianz believed that the claims department was only a back office function that had no customer experience impact. In fact, after Qualtrics, they discovered that the claims department was a major customer experience driver and became a strategic front office function: -Tesla Employee Experience Gap: Tesla was losing key engineering talent to all bay area companies. They were literally in crisis mode. They perceived that the main attrition driver was compensation and put together huge comp packages to retain key talent. It only worked temporarily. After Qualtrics, they realized the true driver of attrition of their highest performers was that they no longer believed they were working on cutting edge projects. The Chief People Officer created special "cutting edge" projects division for highest performers.
- This gap has led to the emergence of a new business discipline called experience management.
- Experience Management is made up of three components. It’s a strategy, it’s a system, and it’s a technology.
- XM is a strategy... Every business has 4 key experiences. Their products. Their customers. Their Employees. And their Brand. And market leaders optimize all 4. Market leaders are maniacal about optimizing the four foundational experiences they provide as a business - product experience, customer experience, employee experience, and brand experience. They understand that the four foundational experiences aren’t independent - they are interdependent. They realize that experience is the 21st century competitive advantage. “Creating the right experiences and then integrating around them to solve a job, is critical for competitive advantage. That’s because while it may be easy for competitors to copy products, it’s difficult for them to copy experiences that are well integrated into your company’s processes.” (Clayton Christensen, “Competing Against Luck”) Example... Think about it. Anyone could pretty much copy Jetblue’s brand strategy. You could copy their logo, you could copy their customer bill of rights, but you aren’t going to get the same results. Even if you were to nail the brand piece, you still wouldn’t get smiling employees helping carry children down the aisle for traveling mothers. They are all related.
- XM is a system... At it’s core, XM is actually a pretty simple recipe. The system consists of three important steps - steps that are repeatable across all four of the foundational experiences of business we discussed. First, you Measure & Baseline. Begin gathering data and learn how you are performing today. Second, you Prioritize & Predict. Start to uncover root causes, prioritize action items, and uncover areas for improvement. And third, you Act & Optimize. This is where the rubber meets the road. Take action, fix bugs, solve issues, and make changes to optimize experience. This system or methodology is universal to improving each experience. You’ve got to measure it, prioritize areas for improvement, and act.
- XM is a system... At it’s core, XM is actually a pretty simple recipe. The system consists of three important steps - steps that are repeatable across all four of the foundational experiences of business we discussed. First, you Measure & Baseline. Begin gathering data and learn how you are performing today. Second, you Prioritize & Predict. Start to uncover root causes, prioritize action items, and uncover areas for improvement. And third, you Act & Optimize. This is where the rubber meets the road. Take action, fix bugs, solve issues, and make changes to optimize experience. This system or methodology is universal to improving each experience. You’ve got to measure it, prioritize areas for improvement, and act.
- XM is a system... At it’s core, XM is actually a pretty simple recipe. The system consists of three important steps - steps that are repeatable across all four of the foundational experiences of business we discussed. First, you Measure & Baseline. Begin gathering data and learn how you are performing today. Second, you Prioritize & Predict. Start to uncover root causes, prioritize action items, and uncover areas for improvement. And third, you Act & Optimize. This is where the rubber meets the road. Take action, fix bugs, solve issues, and make changes to optimize experience. This system or methodology is universal to improving each experience. You’ve got to measure it, prioritize areas for improvement, and act.
- But none of this matters if you don’t have the technology to enable that system. Qualtrics is the only technology capable of measuring, prioritizing, and optimizing all four foundational experiences of a business on a single platform with the ease and simplicity to drive widespread adoption inside of companies. Experience Management is about closing the gap between the experience you think you are delivering and what you actually deliver. The Qualtrics XM platform offers purpose-built applications to optimize these four foundational experiences - independently and interdependently. All solutions are built upon the same scalable technology platform that offers best-of-breed data collection, analysis, prediction and action engines. It’s modern, it’s continuously updated, and has an open architecture that allows for seamless integration with other systems and data in the enterprise. —————- With Qualtrics Experience Management, companies can answer critical questions about their four foundational experiences: Customer Experience This is much more than customer satisfaction. How should companies think about and manage their customers? Who is important, who is not? What matters to a given customer segment and how do you get them to spend more? What do they like and what do they dislike? How are they changing and what does that mean for your business? Who is going to leave you and who is most likely to recommend new customers? What new products can you sell them? How do we grow their lifetime value? Product Experience Product experience and customer experience are fundamentally different. For starters, product efforts are focused on the future—where customer satisfaction today may only give a few hints about what customers will want tomorrow. How do you know whether you have the right product? Where should you invest if you want to get more people to buy your product? How much should you charge for your product? What is the best way to position and describe your product? How big is your market and how will you make it bigger? What is the value prop your products offer today and what will it be tomorrow? Employee Experience If we’ve learned anything, leading an organization is complicated and employee engagement is vital for all clients: Do your employees believe in where you are going? Do your team members see something urgent that they're not sharing? Do you know who tomorrow’s leaders will be? What skills are your organization missing that will help them buck the status quo? What is getting in the way and how do you keep employees from turning inward instead of outward to their clients? What is the wisdom of the crowd, and how can that help you go faster? Brand Experience Sometimes brand is the product, or, as in the case of Qualtrics, it can be the result of your combined Customer, Product, and Employee Experiences. For many organizations, their brand is their biggest asset and they need help managing the brand experience. What are we doing that positively reinforces the brand and what are we doing that negatively impacts it? How does our aided and unaided brand awareness compare relative to our competition? Who do we appeal to and who do we alienate?
- Hand over to Vicky Katsabari, CX Principal Consultant at Qualtrics
- CX mgt is more than just asking for feedback after an interaction – it’s a mindset, a culture, and a way of doing business. Global loyalty leaders have commonalities…they all have competency in the following 5 areas.
- Leading programs have a customer-centric culture and leadership which provides a consistent vision for the program and organisational alignment around some common metrics
- They build an effective CX Mgt system…a stable, repeatable process for capturing customer feedback and delivering that to the right teams to act on it.
- They go further than that to develop a deeper understanding of the customer which leads to strategic change.
- They enable change through connected, engaged employees
- And lastly they build competency in Continuous innovation to ensure they are responding dynamically to changing customer and business needs and enabling the rest of the organisation to innovate.
- Customer experience transformation is not easy and im sure a lot of companies get stuck and maybe don’t actually achieve state of the art – what advice do you have for a CX team to push through and get to the state of the art? What if the tool says I am basic in all of them – where do I start? Question on one of the competencies to further clarify – Vicky to provide You spoke about the importance of culture and leadership, but what are some recommendations on how to actually create collaboration and alignment I don’t have a big tem and my focus is on getting executive sponsorship and collaboration, what size team do I need and I don’t have the CEO’s support, where do I start? Allianz example – 1 person, what they did really well was they mapped out their stakeholders and gave them full accountability.