Customer experience projects executed in isolation face challenges such as:
We help our clients overcome such challenges with specific-purpose umbrella programs for managing customer experience by providing multiple initiative alignments, systematic tracking of progress and sharing learnings in the organization.
Our objective with NPS Program is to set a governance structure so that NPS becomes a driving force for customer-centric change rather than only a number. Accordingly, we help our clients:
As everyone begins to look quite similar in terms of products, prices, channels and service quality, the key question becomes: “How do we differentiate our brand to become and stay the preferred choice of our target customers?”
“Customer Promise” idea is widely used across industries to differentiate and emotionally connect with customers. FedEx’s Purple Promise, Ritz Carlton’s Gold Standard, Zappos Culture are only some of such programs.
We help our clients identify which emotions they want to create for their customers, which actions they need to fulfill consistently along customer’s journey with us to fulfill these emotions.
We believe that customer insights should be a primary input at all levels of decision-making from strategy, through design to execution. Customer insights can come both internally through analysis of the customer base (for customer value, behavior, and needs), and externally through listening to customers for their feedback and understanding their perceptions.
With our customer experience specialized analytics team and Alterna CX software, we help our clients generate actionable insights from both internal and external sources. What also brings significant value is to see where analytics generated insights and actual voice of customers overlap or contradict.
In text analytics, we help our clients generate actionable insights from unstructured texts coming from sources such as social media, forums, customer complaints from the call center. These insights can be used for various purposes such as customer experience improvement, lifestyle personas identification for marketing, improving accuracy in and decreasing the cost of manual complaint categorization by agents at the call center.
While conducting the text analysis, we not only identify the emotional values of the customer statements (positive, negative, neutral with a certain quantitative probability) but also categorize the touchpoint and nature of the experiences so that improvement actions can be taken on them.
In order to measure customer experience ROI and prioritize investment areas, we model and quantify the relationship between customer satisfaction at specific touchpoints along the customer journey vs. tracked business KPIs such as NPS, sales, churn, product ownership, etc. Making use of this understanding of the relationship, we build a business case on critical customer experience investments and their expected returns.
Where should we focus in customer experience for the greatest impact on our financials? How do we improve customer loyalty? In Strategy, our objective is to develop fact-based actionable customer experience agendas that are aligned with business strategy and that can produce results within months.
We constitute an actionable CEM Strategy and Vision with our clients, allowing them to grasp their true service potentials. This step is followed by the development of a roadmap including initiatives to reach the planned ideals. For prioritization and value creation purposes, we build business cases for the initiatives.
Quick Diagnosis is ideal for clients who need a quick assessment of their customer experience capabilities at both strategic and operational levels to see where the gaps and priority improvement needs are. We typically finalize the diagnosis in a few weeks.
How do we improve performance in existing journeys and deliver differentiated experience consistently so that customers stay with us? Which product, service or channel experiences will make potential customers choose us?
We help organizations manage what really matters for their customers and not through random acts of kindnesses but by consistent delivery of meaningful experiences.
We build rationally meaningful and emotionally differentiating omnichannel experience journeys for personas, with highest “value for money” making use of our “voice of customer” driven design techniques. Migration to online, digital and self-service channels is typically among the primary purposes of our journey designs.
In some cases, companies try to implement lengthy roadmaps with many initiatives and depend on cooperation among many functions to work together. Unsurprisingly, it takes a very long time and the question remains in the end whether we have achieved what we wanted in the beginning as the definition of success becomes blurry over time. How can we set up a customer experience governance structure to ensure cooperation among all parties and deliver results from day 1?
We help our clients establish customer experience organizations and run “continuous improvement loop” processes using execution oriented and pragmatic approaches.
To begin, we make use of a continuous improvement loop approach to get customer input, make improvement decisions, prioritize actions and track results. At the management level, root cause analysis and periodic reviews are done to prioritize initiatives for structural improvement. At field level, employees exchange feedback continuously to identify improvement needs and are given periodic coaching to help them correct behaviors with the latest customer feedback.
A cross-functional team is jointly responsible for running the improvement loops continuously and share customer experience ownership like a taskforce or project office.
At medium and higher levels of the organization, customer experience KPIs need to play a directional role that encourages Senior Team to embrace and show teamplay in managing customer experience. Accordingly, NPS (net promoter score), CSAT score, TRIM, etc are suitable at these levels. At the touch points, employees need direct feedback on how to do things differently to provide a better experience to customers right on spot. Therefore, actionable KPIs in line with employee’s role and responsibilities need to be used for field staff.
We help our clients build the customer experience KPI tree structure that fits each level’s roles in different functions. After building the tree structure, we work with our clients to set targets for the designed KPI tree.
While operational KPIs may show a booming trend in customer experience performance, company perception among customers may not be so favorable, and vice versa. Also, it is often not enough to know that customers are unsatisfied with us, we should also know why they are unsatisfied to take corrective actions.
We help our clients build customer experience dashboards that bring together insights from the voice of customers and operational indicators to understand both customer perceptions and the reasons behind them.
When process flows and service levels are decided with an internal company view only, they may undermine customer satisfaction deeply. While designing processes, we bring together our expertise in voice of customer collection and lean management to build customer-driven processes.
We can invest in systems, create customer experience divisions, re-engineer processes and the list goes on. Yet, as experience has shown in almost all cases, human factor remains as the most important determinant of success in customer-centric transformation. The question is how do we create awareness and a sustainable desire for change in our people and equip them with skills to deliver?
Awareness, desire, knowledge, ability, and recognition of employees are all must- have’s for any customer-centric transformation to take root and succeed. We have our clients build momentum programs for customer-centric cultural change to accelerate on their transformation journeys.