Qualtrics CX Masterclass
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Qualtrics CX Masterclass teaches organisations best practice CX program design using 5 core competencies.
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Qualtrics CX Masterclass
- 1. + INTRODUCED BY JONATHAN DAVEY, QUALTRICS CX MASTERCLASS
- 2. 80% 2/3of customers have chosen to switch brands due to a poor customer experience of the workforce is disengaged 40B$ a year spent on outsourced market research we live in a NEW WORLD
- 3. 80% OF CEOs BELIEVE THEY DELIVER A SUPERIOR EXPERIENCE OF THEIR CUSTOMERS AGREE
- 4. 80% OF CEOs BELIEVE THEY DELIVER A SUPERIOR EXPERIENCE 8% OF THEIR CUSTOMERS AGREE
- 5. 80% OF CEOs BELIEVE THEY DELIVER A SUPERIOR EXPERIENCE 8% OF THEIR CUSTOMERS AGREE THE EXPERIENCE GAP
- 7. Employee Engagement Customer Satisfaction Brand Perception User Experience Product Satisfaction Tellsyou “Whyit’s happening?” …Future
- 8. Employee Engagement Customer Satisfaction Brand Perception User Experience Product Satisfaction Sales Production Finance SKUs HRIS
- 9. there’s anewbusiness discipline emerging called EXPERIENCE MANAGEMENT
- 11. PRODUCT experience manage the FOUR CORE experiences of your business CUSTOMER experience EMPLOYEE experience BRAND experience XM isa STRATEGY
- 12. repeatable process to CONTINUALLY IMPROVE the experiences you provide XM isa SYSTEM
- 13. Measure & Baseline 01 repeatable process to CONTINUALLY IMPROVE the experiences you provide XM isa SYSTEM
- 14. Predict & Prioritise 02 XM isa SYSTEM repeatable process to CONTINUALLY IMPROVE the experiences you provide
- 15. Act & Optimise 03 XM isa SYSTEM repeatable process to CONTINUALLY IMPROVE the experiences you provide
- 17. + FIVE CORE COMPETENCIES OF CX PRESENTED BY VICKY KATSABARIS, QUALTRICS
- 18. “We’re creating a culture of customer centricity within our organisation. True customer centricity is not a project. It’s not a program. It’s a culture and a way of doing business that will help us grow and be successful for decades.” CHRIS FISHER, CEO Allianz AGCS
- 20. The 5 competencies of CX success
- 21. Culture and leadership o Gain executive sponsorship o Publish CX values o Align departments o Benchmark against competitors
- 22. CX management system o Capture feedback at every key touchpoint o Close the loop at scale o Manage with role-based views o Integrate with CRM and ops systems
- 23. Customer intelligence o Conduct customer research o Measure key relationships o Segment customers and understand drivers o Drive cross-functional change
- 24. Connected employees o Collect employee feedback across lifecycle o Understand drivers of employee engagement o Drive improvement at every level o Regularly communicate progress
- 25. Continuous innovation o Maintain singular focus on data quality o Routinely adjust management views o Encourage testing and research best practice o Support a culture of innovation
- 28. visible LEADERSHIP SYMBOLS enable a customer culture
- 30. Are your teams connected in the way they work by customer focussed values?
- 31. WE PURSUE EXCELLENCE Our dedication to the customer shows in everything we do. QUIETLUXURY CRAFTEDEXPERIENCES INTUITIVESERVICE How does that sound? Instead of excess formality, JW Marriott luxury hotels and luxury resorts provide simple elegance. Instead of pretense there's a sense of purpose for every detail and decoration. The result is an inviting atmosphere where you can be yourself, and we're sure you'll like the sound of that. All hand delivered. Everything is done with care and precision at JW Marriott. That includes little touches that add up to exceptional experiences – even though they may go unnoticed. And that's the whole point. When you know, you know. There's a fine line between serving and crowding. We know the difference at JW Marriott and we've mastered the art of giving guests the assistance they need without getting in the way of the experiences they want.
- 32. CUSTOMER EXPERIENCE VALUES Internal External Principles “how” “How to frameworks” Proof Points “what” “We will do this in this manner for this customer experience” Commitment “why” “As a company, we will...” Specific Link to purpose Design
- 33. have you EARNED THE RIGHT for customers to advocate for your brand? Do the proof points… o Reflect your purpose, values & brand principles? o Consider the people who use your products & solutions and serve your customers? o Focus on what matters most to customers across the customer journey? o Value your customers time & effort? o Build trust in your brand? o Make it simple for customers to understand? o Hold yourself to account by being measurable?
- 35. “Before you launch off after the next big goal, stop and ask yourself why it deserves your energy and scarce resources. If you don’t feel a fire in your belly ... chances are you won’t get it done”. Dr Peter Fuda
- 36. use storytelling to CAPTURE hearts & minds principles of an inspiring story: include FACTS and data include EMOTION and empathy be PERSONAL and authentic
- 37. your CUSTOMER CAPABILITY is as important as your financial capability
- 38. turn your employees into AMBASSADORS
- 39. The 5 competencies of CX success
- 40. Part 1 – Interactive Workshop CX Competencies makes & Breaks
- 41. Table Introductions • Your Name • Your Role • The key challenge for your experience program design 10 MINUTES
- 42. Self-Evaluation Task Complete self-evaluation form. You can find a link to the self-evaluation either by: • Clicking the ‘self-evaluation’ link in your event reminder email OR • Typing your unique URL that is located at the back of your name badge 5 MINUTES
- 43. Group Discussions Discuss with your group: 1) Your top priorities and why 2) What might be some of the barriers for you today 3) Anything you were surprised about 10 MINUTES
- 44. CaseStudy You will need one volunteer from each group to act as a case study. Using the flip chart paper labelled 1, 2 and 3: 25 MINUTES Provide an organisation overview Identify the top priorities to build competency in this area Identify barriers in the way to achieve these priorities 1 2 3 WRITE UP THE PROBLEM STATEMENT
- 45. Part 2 – Interactive Workshop Overcoming Challenges & Taking Action
- 46. Gamechanging ideas As a team discuss what do we do to overcome the barriers and build state of the art capability? • Ideas blitz x 2 from each person • Share with the group (categorise as a quick win or long term) • Cluster into key themes • Using flip chart paper – write down your top 3 ideas to overcome your challenges! 25MINUTES
- 47. Gamechanging ideas 4 TAKING ACTION What can we do to overcome this challenge? Quick wins Long term 25MINUTES
- 48. Group share Share a summary of: • Top priority • Key barriers & problem statement • Top 3 ideas to build state of the art capability 30 MINUTES
- 49. Thank you for attending. CX Diagnostic Test eBook: 5 Core Competencies of CX
Editor's Notes
- We live in an experience economy. Today, the winners and losers in business are determined by the EXPERIENCES they provide. In today’s world, organizations must provide experiences that customers love. The statistics above not only illustrate how critical it is to deliver the right experiences — they also show how many organizations are struggling to do so. A Bain study found 80% of customers have chosen to switch brands due to a poor customer experience In Gallup poll suggests 2/3 of the workforce are disengaged & 2 million employees turn-over every month because of negative employee experiences in the workplace. Where even though $40B a year is spent on (OMR) outsourced market research, yet a significant majority of (PL) product launches & (BC) brand campaigns fail to meet expectations. And this shift is driven by the millennials, the 1st generation in history that prefer to spend money on experiences, instead of on “things”. & Subscription-based business - cancel anytime & a need to consistently earn loyalty
- Today’s executives think they are delivering a great experience, but their end customers disagree. In a Bain & Co study, 80% of CEO’s surveyed believed their organizations deliver superior customer experience but only 8% of customers agreed. There is a huge gap between what companies believe is happening and what’s actually happening. They simply don’t know what’s happening with stakeholders, why those things are happening, and how to adapt. We call this the Experience Gap.
- But the problem isn’t having enough data to close the Experience Gap. Organizations have more data than ever and they’re still getting blindsided. They just don’t have access to the right data. Let me explain the two types of data an organization needs to deliver great experience: Operational Data (O-data) & Experience Data (X-data). O-data tells you what’s happening It includes sales, finance, and HR data…all the stuff from your day-to-day operations. It tells you win rate, profitability by product line, employee attrition...all really important stuff. Most companies do pretty well with Operational data. In fact, it rolls in automatically because overthe last twenty years, businesses have continually invested in technology that make that possible. But the problem with O-data, is that it’s only provides information about the past. It doesn’t tell us anything about the future. But there’s another kind of data—Experience data. X-Data tells you why things are happening X-data is the human factor data. The beliefs, emotions, and sentiments of stakeholders X-data is about the future. X-data is fundamentally different than O-data. Unfortunately, most organizations are O-data rich, and X-data poor. This is why there are still so many surprises in business.
- But the problem isn’t having enough data to close the Experience Gap. Organizations have more data than ever and they’re still getting blindsided. They just don’t have access to the right data. Let me explain the two types of data an organization needs to deliver great experience: Operational Data (O-data) & Experience Data (X-data). O-data tells you what’s happening It includes sales, finance, and HR data…all the stuff from your day-to-day operations. It tells you win rate, profitability by product line, employee attrition...all really important stuff. Most companies do pretty well with Operational data. In fact, it rolls in automatically because overthe last twenty years, businesses have continually invested in technology that make that possible. But the problem with O-data, is that it’s only provides information about the past. It doesn’t tell us anything about the future. But there’s another kind of data—Experience data. X-Data tells you why things are happening X-data is the human factor data. The beliefs, emotions, and sentiments of stakeholders X-data is about the future. X-data is fundamentally different than O-data. Unfortunately, most organizations are O-data rich, and X-data poor. This is why there are still so many surprises in business.
- This gap has led to the emergence of a new business discipline called Experience management.
- Experience Management is made up of 3 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… P / C / E / B. And market leaders optimize all 4. Market leaders are maniacal about optimizing the four foundational experiences they provide as a business - P / C / E / B experience. They understand that the 4 foundational experiences aren’t independent - they are interdependent. They realize that experience is the 21st century competitive advantage.
- 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. 1st, you Measure & Baseline. Begin gathering data and learn how you are performing today. 2nd, you Prioritize & Predict. Start to uncover root causes, prioritize action items, and uncover areas for improvement.| And 3rd, 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 4 foundational experiences of a business on a single platform with the ease & simplicity to drive widespread adoption inside of companies. Experience Management is about closing the gap between the experience you think you are delivering & what you’re 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.
- CX Mgt is more than just asking for feedback after an interaction. It must be viewed as much more than just a project. It’s not a program – It’s a mindset, a culture and a way of working. CX Leaders recognise this and they embed customer experience into the way they operate and do business. Quote from Allianz CEO….loyalty leaders also start by identifying the target business and financial outcomes that a CX focus is set to impact. Successful programs almost invariably are seen as connected to priority business metrics by both managment and across the organisation.
- We believe there are 5 core competencies organizations must possess to deliver CX success. Together, these competencies comprise world class customer experience management. They are as follows: Culture and Leadership CX Management System Customer Intelligence Connected Employees Culture of Innovation
- Customer experience management begins with culture and leadership. Programs must have leadership and sponsors at the executive level that provide a consistent vision for the program. Departments must be aligned on a common set of objectives, values, metrics, and systems. Planning must be based on an honest assessment of competitive performance and strategy.
- CX Management System is the systematic measurement of interactions at each critical touchpoint and moment. It is the infrastructure that ensures each team and function has the customer and operational metrics they need to optimize how they perform. In addition, it requires the case management to ensure customer feedback is responded to at scale. Qualtrics provides the most dynamic, end-to-end platform for customer experience measurement, from intuitive survey building capability to omnichannel distribution, flexible role-based dashboards and closed loop follow up. We have powered some of the best brands and sophisticated solutions across every geography.
- Customer Experience Management requires deep, actionable Customer Intelligence that extend beyond touchpoints. It requires the ability to conduct research to understand customer topics, the analytic engine to understand key satisfaction and behavioral drivers by segment, and the ability to understand key relationships. This competency relates to the ability to capture deep insight that combines both operational and customer data to support strategic, cross-functional change. Qualtrics provides the most sophisticated, intuitive research platform on the market. With the most advanced survey builder and a full analytics engine featuring statistical, data, and text analysis, we empower you to leverage customer intelligence to drive strategic improvement.
- Connected, engaged employees are critical to delivering customer experience. Organizations need to routinely capture employee feedback to understand the barriers to greater employee engagement and performance. This information must be visible to each stakeholder and the org in general, so that leadership can be held accountable and take action in ways that empower employees to deliver great customer experience. Qualtrics provides the only experience platform that allows for both customer and employee measurement, analysis, and action.
- Continuous innovation is a competency that is easier said than practiced. It pertains to the organizations focus on data quality and research methodology rigor. CX programs must constantly adjust to the needs of the business, focusing on the topics and visualization that enable them to stay a step ahead of the market. Organizations must support a culture of research testing and iteration, where the goal is continuous improvement. Programs that innovate enable the broader company to innovate. Qualtrics provides the only truly flexible, end-to-end platform for customer experience management. With the ability to easily design, test, and launch sophisticated research, modify dashboards, and expand to new channels, Qualtrics allows you to scale and evolve with the needs of your business.
- Today’s session focusses on the establishing a customer culture & leadership. Why? Because it makes good business sense. Customer-obsessed companies can grow their revenues faster and build a more loyal customer base. While this sounds like a great strategy, companies are left wondering how they can actually achieve a customer centric culture?
- It all starts with the right executive sponsorship. Establishing a sustained program leadership structure is not an overnight task, and requires various stages of coordination, communication, and alignment. Further, allowing that leadership to cascade into a real, cross-company culture that influences behaviour is equally if not much more long-term in nature.
- Once business outcomes are identified, leaders can shift focus to translating those objectives into the values and a program framework and eco-system to deliver the stated outcomes…importantly helping their people to re-inforce the right behaviours and actions and understand their role in the CX. The definition of culture is the pattern of behaviours that are encouraged, discouraged or tolerated by people, systems and processes and reinforced through leadership symbols over time. So think about the visible leadership symbols that are going to reinforce the right behaviours and actions from your teams. - If you’re in the exec team then what are the things that you will personally do? - If you’re are a CX practioner then what will you design for your leaders? Effective leaders are very crystal clear about the priorities and remove ambiguity for their people. Often where things go wrong is where leaders communications and their actions don’t align. Getting this right can be the single most powerful thing you can do. A few examples of leadership symbols may include: Designing the Exec incentives scheme for execs and placing a higher emphasis on customer metrics vs financial. Prioritising the allocation of investment towards customer impact. These examples are visible signals to the organisation that CX is important...and examples of actions aligning with leaders communications.
- Loyalty leaders communicate customer experience values at every level of the organisation to join up their teams and provide some meaning, purpose and context for their teams CX efforts.
- I talked earlier about the importance of building the financial case for a CX management system…equally important is to help your people to translate these business outcomes into the expected behaviours and actions to influence the right change. When customer focused values and principles are embedded into the day-to-day lives of your people and processes you can start to build a culture where all employees, everyday are thinking of their customers. CX Leaders Publish customer values – internally and externally These values clearly convey priorities and how these priorities translate to how everyone will deliver customer experiences. Many organisations start from a place where… There is a lot of activity that is internal and vague There is no activity that is external and specific: when they talk to the market they discuss products NOT services and value They don’t tell their customers what to expect from the organisation And the internal activity is not unified in it’s approach to deliver to right customer outcomes.... Once you have your agreed upon CX values, communicating them to your customers is an excellent way to show accountability. Remember, talking about your values is one thing, then the next step is to deliver on those commitments. By doing this you are enabling the business to operate differently, so that providing great customer experience is a natural by-product of the way everyone works.
- Marriott’s customer commitment is very simple and clear. A pursuit of excellence. ”Our dedication to the customer shows in everything we do.” The customer promises that sit alongside this are clear in what their customers expect of their luxury hotels and resorts...Quiet Luxury, Crafted Experiences, Intuitive service. When thinking about developing your customer commitment… Start with what is the PROBLEM that a customer commitment is trying to solve. Lets look at some frameworks for how to develop an external customer experience values.
- Customer Experience Values come in very different forms and with different objectives Some are communicated to the customer – others used internally Some are very specific (that is a specific outcome customers can expect) – others are a ‘lighthouse’ to guide behaviours Some are ‘take-home reading’ – others are to be carried around, and applied, day to day They comprise…your commitment to your customers (the why), proof points which specify the promises you’ll make to customers (the what) and design principles (the how) which provide the frameworks with which to create proof points and commitments. A customer commitment has to be inspired by your strategy, values and purpose. Whether or not it is communicated externally, it communicates to your customers what they should expect from the organisation. AND You must mean it…which means you must hold yourself accountable to deliver. Communicating your customer promise externally is one way to hold yourself to account.
- You have to prove you have earned the right for customers to advocate for your brand. A Customer Promise helps to ensure your actions reflect this vision every day. AND You must mean it…which means you must hold yourself accountable to deliver. Your proof points help you to determine the standards by which you’ll hold yourself to account for customers…they will be the measures of whether you’ve earned the right for customers to advocate for your brand. Reflect your corporate strategy - reflect your purpose, values & brand principles? Emphasise the people who use your service or solutions and consider the staff impact? Deal with the customers’ end-to-end experience of your service/solution not an individual interaction? Focus on what matters to our customers – when they interact with you across the customer journey? create something that is tangibly different that customers want? Value the time and effort of your customers in dealing with you. Are you promising frictionless experiences? Is your proof point building trust in your brand? (look up an example) Are you creating something that will build trust in your brand? And finally…your design principles should ensure your commitments are in plain english and measurable, by measures that matter to customers (not internally focused – eg. If wait times for accessing a service should be defined based on customers expectations of what is minimum standard…and not based on what your current systems allow for), so that it is simple for customers to hold you accountable. Don’t let organisational structure and systems constrain you from being simple and aspirational.
- Consider how important clarity and alignment play in ensuring the organisation is set up to deliver the strategy… your next challenge is to build a compelling narrative that will engage and motivate your people to give their discretionary effort and deliver the change. How do leaders effectively motivate their teams to not accept the status quo and think and act differently? Story telling is a great tool to help…leadership stories of change that appeal to people at an Intellectual and emotional level.
- There have been so many top-down lead strategies of customer transformations…and leading from the top is important..but that’s not enough – you need to create a movement from the bottom up. Leaders need to be clear about the vision, convince their teams (intellectually and emotionally) that the status quo is no longer acceptable in order to influence a change. Story telling is a powerful tool to use to: Change mindsets amongst your teams, peers and family & friends Influence the stories being told about your brand by your customers & potential customers Help build internal alignment – to inspire and re-energise teams. Principles of an inspiring story: Include facts and data It includes emotion and empathy – apply a strong element of caring It needs to be personal and authentic – show some vulnerability Think about building your leadership story of change that you can use with your teams and in your community. The story needs to be pretty compelling and there’s an element of persuasion involved, It needs to be a meaningful story that people will connect to and most of all you need to believe in what you’re saying. Tap into people’s desire to be part of something– we’ve all heard the story of the Janitor working at NASA. Help to keep people connected to something bigger. Extend that same philosophy to your internal communications strategy– celebrate the compelling stories of the frontline and back of house teams solving customer issues…and keep away from stories focussed just on the score moving. Create emotional connection –A compelling narrative engages others in feeling the emotion of the narrator in order to leave a lasting impact.
- The most important part of the system is how you keep the organisation to account to act on customer feedback. An effective CX mgt system ensures that there are mechanisms in place to review progress of CX objectives and the program of work designed to drive change. Organisations that take this seriously prioritise the mgt of their CX to the same level as their financial capability. They put in place formal forums for reviewing progress across all levels of the organisation. The formal forums should hold teams to account for delivery excellence. No scope change, deliver benefits on time and ensure a health check on the program of work. Look for opportunities to integrate as much as possible so that CX Mgt becomes BAU and forms part of how your organisation operates. ____________________________________________________ Alignment with existing decision making forums/governance: Strategic level (C-Level) Planning cycle Frontline operating cycles Goal setting: connection to how to impact the goals is key Financial vs Customer goals? How do you deal with tradeoffs required between financial goals versus customer goals? ___________________________________________________ And those employees that are able to deliver great scores and satisfied customers are often doing so despite the system – they know the work arounds, they make it all seem seamless to their customers but are actually hand-holding orders through the system in case they fall over and the customer is impacted. It’s important to understand is it your people or your system that’s holding back progress? In a world of process and metrics, it is important to remember that at the heart of all customer interactions are people, people who are trying to do the right thing. _________________________________________________ Sometimes organisations unintentionally impose a compliance culture on their teams – they put in place measures like AHT and call scripts and checklists that don’t allow for a natural language and conversation with a customer. It’s a good idea to audit the metrics tou have in place…and look at those that are damaging to customers...or are causing the wrong behaviours and remove them as a start. Then look at introducing or changing others to encourage the behaviours you want to encourage...such as getting teams to think end to end and across functions and silo’s – eg. Episode focus vs on-off interaction focus will help to acheive this outcome. For a call centre agent who is measured on average handling time - What is the behaviour that is being encouraged? – It is to end the call as soon as possible regardless of the complexity of the customer issue and whether it is resolved for the customer? Or is it to ensure that the customer issue is resolved right the first time?
- Engaging your people is so important… Turn your employees into ambassadors of your brand, of your products and services and of a place to work
- We believe there are 5 core competencies organizations must possess to deliver CX success. Together, these competencies comprise world class customer experience management. They are as follows: Culture and Leadership CX Management System Customer Intelligence Connected Employees Culture of Innovation
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