CUSTOMER EXPERIENCE SOLUTIONS
THE CUSTOMER LIFECYCLE JOURNEY The customer experience management development solutions of Develor focus on the human factor, the processes and the preparation of the organisation in connection with the individual stages of the customer path. In our experience, the separate examination and development of the individual stages of the customer path are not expedient, and no lasting effect can even be expected of
it. However, creating harmony between the individual stages and the various channels brings results measurable even in the short run. The customer experience services of Develor are presented in connection with the main findings of the National Customer Experience Research*, which is organised in several countries every year.
The organisation is not prepared for providing outstanding customer experience Problem/challenge: The readiness of the organisation is the result of 12 factors. Even among those, a prominent problem is that customer experience forms part of corporate culture only at 51% of the companies concerned in the subject; in fact, at 20% of them, this subject does not even form part of internal communication at all. This is confirmed by the fact that the role of the organisational units most concerned in providing customer experience is only clarified at 52% of them, and the requirements and the scope of responsibilities are not clear in many places at all. An independent organisational unit or executive dedicated to the subject exists at 36% of the companies.
Our proposal for a solution and services:
Customer Experience Readiness Audit (on the Development of customer experience basis of the Customer Experience Readiness strategy [CXR] index) During the audit, we examine the operation of the organisation according to the 12 considerations of the CXR index, and give a comprehensive and objective picture of the current situation of the company and the conscious development of what areas may contribute the most to the achievement of its goals.
The development of a clear customer experience strategy broken down from the general strategy of the company and extending to all channels is an essential condition of making progress in the subject. It is implemented through a workshop based on a Develor Value Chain methodology, then the individual elements of the strategy are worked out in detail subsequently. Its effect on the stages of the customer path: 1–8
General dissatisfaction with telephone and personal customer services Problem/challenge: Fifty-seven per cent of customers consider the speed of problem solving of customer services to be poor; this is enhanced by the fact that every second customer feels that the history of his or her problem is not known, and according to 48%, they know more about the given service than the customer service representative.
Our proposal for a solution and services:
Audit, development of a set of norms and training The foregoing is applied in a special way to the customer service, which has a prominent role in the provision of the customer experience, the handling of complaints and even sales. Its effect on the stages of the customer path: 6–7
Non-uniform quality of services Problem/challenge: A clear relationship can be shown between the Net Promoter Score and the uniformity of the quality of services. This is particularly true for the various contact points (personal sales point, telephone customer service, web shop and mobile application).
Our proposal for a solution and services:
Development of (behavioural) standards based on moments of truth for every channel
Training in behavioural standards Training in such standards can be carried out in the form of training or on-the-job training; the joint application of the two methods has proven to be the most efficient, achieving lasting change in behaviour and attitude. It is essential to integrate immediate managers into the training and making the new behaviour long-lasting. Its effect on the stages of the customer path: 3–7
Moments of truth with the most effect on the customer experience must be identified, then requirements and standards must be devised for them, which will appear in the form of behavioural norms in the case of personal channels, strictly including after sales. The requirements must be based on the customers’ requirements measured among the company’s own clientele, and one must concentrate on the most relevant steps, which affect the extent of the customer experience the most.
Harmonisation of brand personality and communication with the behaviour expected and experienced in situations when meeting with customers Corporate communication and sales activities (and the activities of the Customer Experience Department, if any) are coordinated by means of workshops. Its effect on the stages of the customer path: 1–8
Inadequate complaints management system Problem/challenge:
Only 31% of the complaints reach us on average, although 73% of the customers facing the problem share their negative experience with their friends and acquaintances. However, the deepest and most lasting customer experiences are those when a complaint, a problem is handled excellently, that is, the appropriate handling of negative situations may make the customers enthusiastic and loyal, with an outstanding effect in the advocacy stage.
Our proposal for a solution and services:
Training in the method of handling complaints The training concentrates on typical reasons for complaint, by teaching formulated responses. The emphasis is laid on situation exercises involving professional actors and actresses to enable the staff to meet the requirements smoothly and naturally also in emotionally difficult situations and to even turn the situation into a sales opportunity. Its effect on the stages of the customer path: 6–8
Improvement of feedback system The examination of the existing feedback system shows where and how the number of complaints received can be increased. The purpose of the workshop based on this is to collect typical complaints, to identify solution/response alternatives and to document them in a user-oriented way to those working in the individual channels.
Cross sales as an activity enhancing customer experience Problem/challenge: Increasing the number of services and products used increases the level of customer experience. Cross sales not only directly affect the sales indicators, but also have an indirect effect on customer satisfaction and commitment, but only if the fundamental requirements are met (making the customers open), and if the given services are offered appropriately and in a customised way.
Our proposal for a solution and services:
Cross sales training
Development of cross sales matrix A recommendation system based on customer segmentation, use habits and attitudes is developed. A cross sales matrix is developed in connection with certain products and services, in the application of which the staff can be trained.
Our cross sales training prepares the sales personnel during a sales process relevant to the given customer how they can successfully sell other products or services to the given customer in connection with the given products. The training primarily concentrates on the cross sales stage and is based on the developed matrix. Its effect on the stages of the customer path: 4–5
The greatest hindrance to the customer experience programmes is the difficulty to prove that they do provide returns Problem/challenge: It is usually difficult to demonstrate the clear effect of certain organisation development and training programmes aimed at customer experience on the various relevant sales indicators. As a result, it is difficult or impossible to obtain the appropriate budget.
Our proposal for a solution and services:
Projects based on the Develor Value ChainŠ (DVC) All solutions listed above concentrate on measurability and producing returns, which are based on a measurement system that proves that returns are produced and can be easily established with the unique DVC methodology of Develor. Its effect on the stages of the customer path: 1–8