CUSTOMER ENGAGEMENT SUMMIT 2017
OFFICIAL SUMMIT SURVEY REPORT
M O N D AY, 1 3 N O V E M B E R 2 0 1 7 WESTMINSTER PARK PLAZA, LONDON
CustomerEngagementSummit.com @EngageCustomer #EngageSummits
COMPANY • A1 TOWBARS LTD • ABBVIE UK • ABEL & COLE • ACE HOTEL LONDON • ACTIVE MATTER • ACUITY • ACURIS • ACURIS • ADARE INTERNATIONAL • ADVENIO - UPC DTH • AER RIANTA INTERNATIONAL • AFFINITY WATER • AIR FRANCE • AIR FRANCE • AIRDRI LTD • ALC • ALLIANCE MANCHESTER BUSINESS SCHOOL • ALLIANZ • ALLIANZ GLOBAL BROKER MANAGEMENT • ALLIANZ GLOBAL CORPORATE & SPECIALITY • ALLIANZ INSURANCE • AMADEUS • AMADEUS IT GROUP • AMAZON • AMEX • AMEY • AMV BBDO • ANTALIS UK • ANTIC LONDON • APPELLO • ARCO • ARMULEK • ARNO GB LTD • ARRANGEMY • ARROW XL • ASCENTIAL EXHIBITIONS • ASCOTT HOSPITALITY MANAGEMENT LTD • ATOS • ATOS/ NS&I • AVIOS • AVIVA • AVIVA UK • AXA DIRECT • AXA GLOBAL HEALTHCARE • AXA PPP HEALTHCARE • AXS • AYERST ENVIRONMENTAL LTD • BABCOCK INTERNATIONAL • BABCOCK INTERNATIONAL GROUP • BAE SYSTEMS APPLIED INTELLIGENCE • BANDERLANDE • BANK OF CYPRUS UK • BANK OF IRELAND • BARCLAYS • BARNARDO'S • BE ADVISORY • BELLPENNY • BELRON INTERNATIONAL • BENEFIT COSMETICS • BGL GROUP • BIRD OF SMITHFIELD • BLUE CHIP • BLUE SKY • BLUE SKY PERFORMANCE • BMA • BPC ENERGY • BRADY CORPORATION • BRAINFOOD CONSULTING • BRAND LEARNING - PART OF ACCENTURE • BRENT COUNCIL • BRITISH COUNCIL • BRITISH GAS • BRITISH HOSPITALITY ASSOCIATION • BRITISH MEDICAL ASSOCIATION • BRUNTWOOD • BRYMEC • BSIA • BT • BT PROPERTY & FACILITIES SERVICES • BUCKS COUNTY COUNCIL • BUFFALO 7 • BUPA • BUPA UK • BWEBSITES • C2C RAIL • CALABRIO • CAMBRIDGE UNIVERSITY PRESS • CAMEO KITCHENS • CAMERON MCKENNA NABARRO OLSWANG • CANADA LIFE • CANALS AND RIVER TRUST • CAPGEMINI • CAPITA PLC • CAPITA/O2 • CAPITAL CITY COLLEGE • CAPITAL ONE • CARE QUALITY COMMISSION • CARNIVAL UK • CARPEO • CARREFOUR • CARREFOUR BANQUE • CATALYST HOUSING • CCT • CDS • CELEBRITY CRUISES • CENTRAL LONDON COMMUNITY HEALTH NHS TRUST • CENTRICA • CENTRICA CONNECTED HOMES • CHADWELL DENTAL PRACTICE • CHANNEL DOCTORS • CHARLES TYRWHITT SHIRTS • CHECKATRADE • CHECKATRADE.COM • CHECKPOINT • CHEVAL RESIDENCES • CHRISTIE & CO • CHRISTOPHER STEPHEN FINANCIAL SERVICES LTD • CIM • CIPD • CIPFA • CIS SECURITY • CITY CRUISES • CITYSPRINT (UK) LTD • CITYSPRINT GROUP • CITYWEST HOMES • CNG LTD • COCOA RUNNERS • COGNITA • COGNITA SCHOOLS • COLT • COMIC RELIEF • COMPANY • COMPUTACENTER • CONFORMIT • CONSORSBANK / BNP PARIBAS • CONTENT GURU • CORDERY COMPLIANCE • CORDWAINER • CORONA ENERGY • COSTA • COUNTRYWIDE • COVENTRY BUILDING SOCIETY • CQC • CROWN COMMERCIAL SERVICE • CRUNCH • CXPARTNERS • CYCLONE GLOBAL • DAS LEGAL EXPENSES • DAVIES GROUP • DDC OUTSOURCING SOLUTIONS • DECISIONTECH • DECKERS • DIFFERENCE CORPORATION • DIGITAL TAXONOMY • DIRECT LINE • DIRECT LINE GROUP • DIVA TELECOM • DIXONS CARPHONE • DMG MEDIA • DOCUMENT DESPATCH • DOMINOS • DOMINO'S PIZZA GROUP • DOMINOS UK • DOMTAR • DONOR EXPERIENCE • DOW JONES • DRG CHARTERED ACCOUNTANTS • DST • E.ON • EASYJET • EBM MEDIA • EBRD • ECA • ECONOMIST.COM • ECONOMY ENERGY • ECOTRICITY • EE • EGAIN WORLDWIDE • ELLEROO LTD • ELSEVIER • EMBER REAL RESULTS • EMBER SERVICES • EMBOLDEN • ENERGENIE • ENERTEK INTERNATIONAL LTD • ENGAGE BUSINESS MEDIA • ENGAGE FOR SUCCESS • ENGAGE HUB • ENGLAND MARKETING • EQUIOM • ERITH GROUP • E-TABS • E-TABS LTD. • EUROCELL PLC • EUROFINANCE - THE ECONOMIST GROUP • EUROSTAR • EXPERIAN • EXPLORE LEARNING • EXPRESS GIFTS • EY • FDM GROUP • FERNDALE PHARMACEUTICALS LTD • FIDELITY • FIDELITY INTERNATIONAL • FINANCIAL OMBUDSMAN SERVICE • FINANCIAL TIMES • FINDMYPAST • FINDMYPAST.COM • FIRST RATE EXCHANGE • FISCHER FIXING LTD • FITTLEWORTH MEDICAL • FLIGHT CENTRE • FMP LTD • FORMERLY CRANFIELD SCHOOL OF MANAGEMENT • FOUNDRY MEDIA • FOURFRONT GROUP • FRANCEINLONDON.COM • FREEDOM FINANCE • FRIENDS OF THE EARTH • FUELCARD GROUP • FUELCARD SERVICES • GAMMA • GATTACA • GEERINGS LTD • GENESYS • GEOFFREY INSURANCE •
T I M SUM ES T A G DELE
GEOSOFT • GFORCE MARKETING • GGF GROUP SRL • GISTEC • GKN FREIGHT SERVICES LIMITED • GLENDALE • GLH HOTELS • GLOBALGIVING • GLOBALGIVING UK • GO NATIVE • GOAT AGENCY • GOLFBREAKS.COM • GOOGLE • GORDON RAMSAY HOLDINGS • GPSI • GRAHAM PLUMBERS' MERCHANT • GRASS ROOTS • GRASS ROOTS GROUP • GRENVILLE ENGINEERING • GREYSTAR • GREYSTAR (CHAPTER) • GTRAILWAY • HAGER • HAMPSHIRE COUNTY COUNCIL • HAMPSHIRE TRUST BANK • HANDS FREE COMPUTING LTD • HARGREAVES LANSDOWN • HARROW COUNCIL • HEATHROW • HEATHROW AIRPORT • HENLEY BUSINESS SCHOOL • HEREFORTH • HERMES EUROPE • HERTZ • HILTON LONDON METROPOLE • HISTORIC ROYAL PALACES • HM PRISONS & PROBATION SERVICE • HMCTS • HMRC • HOLIDAY EXTRAS • HOME HOUSE • HOMESERVE • HONDA FINANCIAL SERVICES • HONDA FINANCIAL SERVICES • HOTWIRE UK • HOTWIREPR • HTC GROUP • HUGO BOSS • HYUNDAI MOTORS UK • ICHAUFFEUR • ICICI SECURITIES LTD. • IDC • IMI PRECISION ENGINEERING • INFORMA • INISOFT • INMOMENT • INSPIREME • INTERMEDIX • INTERSERVE • IPSOS LOYALTY • IRWIN MITCHELL • ISLINGTON & SHOREDITCH HA • ITV • J MURPHY GROUP • JAGUAR LAND ROVER • JAMES WALKER • JANNE OHTONEN • JATO DYNAMICS LTD • JEWSON • JMG • JOHN LEWIS • JOHNNIE JOHNSON • JOHNSTON PRESS • JONATHAN MARK ALBROW • JONES LANG LA SALLE • JUST • KADENCE • KANTAR TNS • KCOM • KERRY FOODS • KFC • KIER • KINEO • KLM • KPAM • L F ENGINEERING • L&C MORTGAGES • LADBROKES CORAL • LADBROKES CORAL GROUP • LAITHWAITES WINE • LAKE DISTRICT ESTATES • LAND MANAGEMENT LTD • LAND REGISTRY • LANDSPITALI UNIVERSITY HOSPITAL • LBG • LEBARA • LEGAL & GENERAL • LEGAL AND GENERAL • LEGO • LEGO UK • LEONARD CHESHIRE DISABILITY • LEVI STRAUSS • LEVI STRAUSS & CO • LIBRA GROUP • LINEDATA • LINKEDIN • LITHIUM • LIVERPOOL VICTORIA • LLOYDS • LLOYDS BANK • LLOYDS BANK COMMERCIAL • LLOYDS BANKING GROUP • LLOYDS BANKING GROUP • LOCAL DATA COMPANY • LONDON MARATHON EVENTS LTD • LONDON VISION CLINIC • LOOPEL • LUX MALDIVES RESORT • LV= • M&S • MACMILLAN EDUCATION • MALCOLM MCDONALD CONSULTING LTD • MANDCO RETAIL • MARITZCX • MARKERSTUDY • MARKS AND SPENCER • MARKS AND SPENCER PLC • MARSTONS • MASTERCARD • MAZDA (EUROPE) • MAZDA MOTORS UK • MCCOLLS RETAIL GROUP • MCD PRODUCTIONS • MCMULLEN & SONS • MDS • MEDTRADE PRODUCTS LTD • MENCAP • MERCEDES • MERCEDES-BENZ FINANCIAL SERVICES • MERGERMARKET • METFRIENDLY • METRO BANK • METROPOLITAN • MICRO FOCUS • MICROSOFT • MIDDLESEX UNIVERSITY • MIDDLETONMURRAY • MILLER • MILLER INSURANCE SERVICES LLP • MINISTRY OF JUSTICE • MINSTER LAW • MINSTER LAW LIMITED • MINYFFORDD • MISSGUIDED • MODULEK LTD • MOOD MEDIA • MOONPIG • MOTABILITY OPERATIONS • MOTONOVO FINANCE • MOZAIC SERVICES • MR • MS AMLIN • MULTIYORK FURNITURE • MVF GLOBAL • N BROWN GROUP • NANDOS • NATILIK • NATIONAL CAREER SERVICES GOVERNMENT OF INDIA • NATIONAL CITIZEN SERVICE • NATIONAL TRUST • NATIONWIDE BUILDING SOCIETY • NCS TRUST • NELSON CROOM • NEPTUNE • NETDEV LIMITED • NETWORK RAIL • NEWBOLD COLLEGE OF HIGHER EDUCATION • NEWS UK • NEWTRADE • NFU MUTUAL • NHS BUSINESS SERVICES AUTHORITY • NHS ENGLAND • NKD • NORTHUMBRIAN WATER • NORTHUMBRIAN WATER GROUP • O2 • OCTOENERGY • ODEON • OFFICE DEPOT • OLD MUTUAL WEALTH • OPEL & VAUXHALL EUROPE • OPTIMIZELY • OPUS ENERGY • ORANGE • ORANGE GROUP • ORBIS • ORDNANCE SURVEY • OTIS • OXFAM GB • OXFORDSHIRE COUNTY COUNCIL • P C HENDERSON • PANCENTRIC DIGITAL • PANSERVE LTD. • PATTERN MATCHED TECHNOLOGIES (PTY) LTD • PEAR TREE LEISURE • PEARSON • PEARSON PLC • PENGUINS • PENSIONS MANAGEMENT INSTITUTE • PENTLAND BRANDS • PERTEMPS • PHOTOBOX • PHOTOBOX LTD • PINS.CO • PIZZA HUT • PKL GROUP LTD • PLATFORM SECURITIES • PLEASE PRESS 1 LTD • PLUSNET • PM PROPERTY LAWYERS • PNE GROUP • POLE STAR SPACE APPLICATIONS • POLYGON UK LTD • PORSCHE • PORTMAN GROUP • POTTERMORE LTD • PRESTWOOD GROUP • PRINCIPALITY BUILDING SOCIETY • PROMETHEAN LIMITED • PROQUEST • PUNJAB SCHOOL EDUCATION BOARD • PURE PLANET • PURPLEBRICKS • PURPLES SURGICAL • PUZZEL • QUALTRICS • QUINTESSENCE PUBLISHING • RAIL DELIVERY GROUP • RALEIGH INTERNATIONAL • RANK GROUP PLC • RATED PEOPLE LTD • RBS • RCI BANQUE • RCVS • REALEYES • REAM KITCHENS • REC • RED FUNNEL • REDCLIFFE CAPITAL • REED.CO.UK • RENAISSANCE UK • RESEARCHER • RIFT GROUP • RIVER ISLAND • RIVER ISLAND CLOTHING CO • RLA • RM EDUCATION • RMG • ROBERT BOSCH POWER TOOLS GMBH • ROGER LAWSON CONSULTING • ROYAL CORNWALL HOSPITALS TRUST • ROYAL HORTICULTURAL SOCIETY • RPC • RPC BPI RECYCLED PRODUCTS • RS COMPONENTS • S.BETTI@GGFGROUP.IT • SAINSBURY'S ARGOS • SAINT GOBAIN • SAKS HB LTD • SALESFORCE • SAMSUNG • SANTANDER • SATMETRIX • SAVE THE CHILDREN • SAVILLS • SC BULLGUARD SOFTWARE SRL • SCHOOLPOD • SCHUH LTD • SCITECH • SCOPE • SEDULOUS • SENSEE • SERVICE TICK • SEVERN TRENT • SEVERN TRENT WATER LTD • SGA • SHARE GROUP • SHARPEND: THE AGENCY OF THINGS • SHELL • SHOP DIRECT • SIDEKICKHEALTH • SIEMENS FINANCIAL SERVICES • SIGMA-ALDRICH (MERCK) • SIGNET • SIGNHEALTH • SIMBASLEEP • SITEL • SKIPTON BUILDING SOCIETY • SKY • SKY TV • SKY UK • SMALLER EARTH • SMARTBILL • SODEXO • SOH • SOMO • SOUTH EAST WATER • SOUTHERN CO-OP • SOUTHERN HOUSING GROUP • SP ENERGY NETWORKS • SPARK • SPE • SPEED COMMUNICATIONS • SPLIT THE BILLS • SPLITPIXEL CREATIVE • SPRINT CONVERGENCE LTD • SQA • ST GILES HOTELS GROUP • STA TRAVEL • STAGECOACH RAIL • STANLEY ENGINEERED FASTENING • STARS GROUP • STARTLE INTERNATIONAL • STUDY GROUP • SUNVIL • SUPERDRUG • SURE PETCARE (SUREFLAP) • SUSSEX COMMUNITY NHS FOUNDATION TRUST • SUTHERLAND LABS • SWAROVSKI • T H MARCH & CO. LIMITED • T&F • TAILS.COM • TAO LEADERSHIP • TARGET TRANSFER • TARGET TRANSFERS • TATA STEEL UK • TATE • TATE MODERN • TAYLOR & FRANCIS GROUP • TELEGRAPH • TELENT • TESCO • TESCO MOBILE • TFC INTERNATIONAL LTD • THE ALAN NUTTALL PARTNERSHIP LTD • THE ANCHORCERT GROUP • THE ASSOCIATED PRESS • THE BODY SHOP • THE CHILDREN'S SOCIETY • THE CONTACT COMPANY • THE ECONOMIST • THE EDGE PICTURE COMPANY • THE FIRST CLUB • THE FT • THE GOAT AGENCY • THE LEGO GROUP • THE LINDE GROUP • THE LOWELL GROUP • THE MOLLER CENTRE • THE MOLLER CENTRE, UNIVERSITY OF CAMBRIDGE • THE PEOPLE’S PENSION, B&CE • THE TELEGRAPH • THE TIMES AND THE SUNDAY TIMES • THE UNIVERSITY OF MANCHESTER • THEBIGWORD • THREE • THREE UK • THSP • TILE GIANT • TIMELOG • TOPDANMARK INSURANCE • TOTO ENERGY • TOTTENHAM HOTSPUR FC • TOYOTA • TPAS • TRAFFORD HOUSING TRUST • TRANSPORT FOR LONDON • TRAVELODGE • TRUSTFORD • TSB • TSS • TUI UK & I • TWENTYCI • UBER • UCAS • UNDERSTANDING & LEARNING LIMITED • UNICEF • UNICEF UK • UNILEVER • UNIPART RAIL • UNITY • UNIVERSITY OF HULL • UNIVERSITY OF PORTSMOUTH • URBAN MASSAGE • UTILITY WAREHOUSE • VALUATION OFFICE AGENCY • VANDERLANDE • VENTANA RESEARCH • VERIFILE • VIAPATH BEDFORD • VIRGIN ACTIVE • VIRGIN ATLANTIC • VIRGIN HOLIDAYS • VIRGIN MEDIA • VIRGIN TRAINS EAST COAST • VISTAJET • VITALITY • VITEC EQUIPMENT • VIVID HOUSING • VODAFONE • VODAFONE GLOBAL ENTERPRISE • VOLGA-DNEPR GROUP • VOLGA-DNEPR UK LTD • VOLKWAGEN GROUP UK • WAITROSE • WARWICKSHIRE COUNTY COUNCIL • WATERS LTD • WCP • WE ARE KURA • WE-CREATE • WELSH WATER • WEST LINDSEY COUNCIL • WESTFIELD • WESTFIELD EUROPE LTD • WHEATLEY GROUP • WHICH? LEGAL • WHIRLPOOL CORPORATION • WHITBREAD • WILDBORE & GIBBONS LLP • WILTSHIRE COUNCIL • WINCANTON • WMF (COFFEE MACHINE DIVISION) • WOODLAND TRUST • WORDBANK • WORKING CAPITAL PARTNERS LTD • WORTHING HOMES • YASNA STARTUP ACADEMY • YELL • YORKSHIRE WATER • ZEN INTERNET • ZURICH • ZUTO
MEET THE TEAM Steve Hurst Editorial Director firstname.lastname@example.org T: 01932 506 304 Nick Rust Sales Director email@example.com T: 01932 506 301 Katie Donaldson Senior Marketing Executive firstname.lastname@example.org T: 01932 506 302 James Cottee Senior Sponsorship Sales email@example.com T: 01932 506 309 James Major Sponsorship Sales firstname.lastname@example.org T: 01932 302 110 Alex Webb Sponsorship Sales email@example.com T: 01932 506 303 Kimberley Bishop Sponsorship Sales firstname.lastname@example.org T: 01932 506 308 James Hitchinson Sponsorship Sales email@example.com T: 01932 506 305 Dan Skinner Membership Sales firstname.lastname@example.org T: 01932 506 307 Dan Keen Membership Sales email@example.com T: 01932 506 306 Hannah Mulea Marketing Executive firstname.lastname@example.org T: 01932 302 112 Sabrina Clarke Finance Department ﬁnance@ebm.media T: 01932 500 103
SUMMIT SURVEY REPORT Our sixth ﬂagship Customer Engagement Summit held in London broke a new attendance record of 1000, reconﬁrming its market leading position as Europe’s premier and most highly regarded customer and employee engagement conference. Delegates, speakers and sponsors all agreed that the seminal Summit, held once again at London’s iconic Westminster Bridge Park Plaza, was a truly world class event, and the most important in the industry calendar. The overarching theme of last year’s case-study led CPD accredited Summit was ‘The Need for Agility in The Age of Disruption’ as continuing advances in technology and the new business models that are being spawned continue to forge fundamental changes in the ﬁelds of both customer and employee engagement. Delegates heard from speakers representing organisations as diverse as Uber, Amazon, easyJet, Levi Strauss, Leon, Waitrose, Heathrow, Samsung, Google, UNICEF, Daily Mail, Virgin Media, Metro Bank and Bupa. The Summit was followed on the same evening by our second annual Engage Awards, the only customer and employee engagement Awards programme. Once again the Awards were hailed as an unmitigated success with winners including Virgin Media, Deutsche Bank, University of Shefﬁeld, John Lewis, TalkTalk, and EDF Energy. Engage Business Media Editorial Director Steve Hurst said: “Our sixth Customer Engagement Summit was deﬁnitely our biggest and best to date, with more delegates, more sponsors, more speakers more case studies than ever before. Feedback has been fantastic from all parties and we now start planning for our seventh Summit taking place over two days on Monday 12 and Tuesday 13 November 2018” Steve Hurst, Editorial Director
CustomerEngagementSummit.com @EngageCustomer #EngageSummits EngageCustomer.com
“WOW! WHAT A BREATH OF FRESH AIR! I THOUGHT THE OPENING WAS AMAZING!!”
HOW USEFUL TO YOUR COMPANY WAS THE INFORMATION PRESENTED AT THE EVENT?
17% BELOW AVERAGE
36% HOW WOULD YOU RATE THE ORGANISATION OF THE DAY?
“A TRULY WORLD-CLASS EVENT. THE CASE STUDY DRIVEN CONTENT HAS ALLOWED ME TO TAKE BACK TRANSFORMATIONAL IDEAS TO MY OWN ORGANISATION THAT I WOULD NEVER HAVE THOUGHT OF HAD I NOT ATTENDED. DEFINITELY RECOMMEND!”
HOW WOULD YOU RATE THE EVENT NETWORKING APP?
WOULD YOU ATTEND THE SUMMIT AGAIN NEXT YEAR?
20% BELOW AVERAGE
16% DID NOT MEET EXPECTATIONS
HOW DID THE EVENT COMPARE TO WHAT YOU EXPECTED? 3
“I WANTED TO THANK YOU FOR INVITING ME – THOROUGHLY ENJOYED THE DAY. CONGRATULATIONS TO THE TEAM FOR DELIVERING A GREAT EVENT.”
PLEASE RATE THE STREAMS YOU ATTENDED RATED GOOD/EXCELLENT PLENARY
USTOMER ENGAGEMENT TRANSFORMATION, PART ONE
CUSTOMER ENGAGEMENT TRANSFORMATION, PART TWO
CX STRATEGIES FOR THE CUSTOMER JOURNEY, PART ONE
ENGAGING WITH THE DIGITAL CUSTOMER ACROSS THE ENTERPRISE
THE FUTURE OF WORK
CUSTOMER ENGAGEMENT IN UTILITIES AND FINANCIAL SERVICES
INNOVATIVE AND DISRUPTIVE STRATEGIES IN CX, PART ONE
EMPLOYEE REWARD RECOGNITION & RETENTION
CUSTOMER ENGAGEMENT ACROSS THE ENTERPRISE
CUSTOMER ENGAGEMENT IN AI, IOT AND ROBOTICS
CUSTOMER ENGAGEMENT IN RETAIL, PART ONE
EVOLUTION OF VOC AND VOE ACROSS THE ENTERPRISE
INNOVATIVE AND DISRUPTIVE STRATEGIES IN CX, PART TWO
CUSTOMER ENGAGEMENT IN TRANSPORT, FINANCIAL SERVICES AND RETAIL
CUSTOMER DATA AND PRIVACY INCLUDING GDPR
CUSTOMER AND EMPLOYEE ENGAGEMENT, PART ONE
FUTURE OF THE CONTACT CENTRE
CUSTOMER ENGAGEMENT TRANSFORMATION, PART TWO
THE EVOLUTION OF CX SERVICE DESIGN
CX STRATEGIES FOR THE CUSTOMER JOURNEY, PART TWO
YOUR FAVOURITE SPEAKERS
Ember Real Results
Blue Sky Performance Improvement
Digital Marketer, Strategist and Technology Advisor
Henley Business School
Monika Lutke Daldrup
YOUR FAVOURITE SPEAKERS
Professor Malcom McDonald
CranďŹ eld University School of Management
Amazon Alexa Skills Kit
PLENERY/ HALL 1
MIKE HAVARD AGILITY IN AN AGE OF DISRUPTION’ The day of this year’s Customer Engagement Summit also happened to be International Start a Rumour day. Well, a worthy rumour might just be that this was the best event so far in the ﬁve-year history of the Summit. And yet again it had a diverse, insightful and provocative range of speakers and opinions. It’s certainly a rumour I have been spreading since that Monday in November when speakers from across the globe came to share their thoughts on ‘Agility in an age of disruption’ and related topics. I made the point in my opening address that this event is special in the customer engagement calendar for the unique opportunity to gather over 1000 CX and HR leaders at a venue to network, listen, learn, ask questions, be curious and gain further conﬁdence in the strategic and operational choices that they make. Conviction in an age of uncertainty really is a valuable outcome from such an event. I also highlighted how uncertainty was being fuelled not just by political and macro-economic factors (such as Brexit, global trade, security issues, etc.) but also by the industry itself with big and bold, yet often conﬂicting, predictions and myths of how customers will be served in the future. Will it really all be robots, or will we want to have conversations with real people still?? Coming to this type of event ready to listen, consider and challenge to serve your own needs for information and certainty is an important activity and should be prioritised in the calendar, in my view. We have had ﬁve years of this opportunity at the Summits, and it was my ﬁfth year of again being privileged to be asked to Chair the main event. The perspective that this offers me is both exciting and daunting. I get to focus on and consider every single speaker in my sessions, to ask them questions before and after, and to take away something valuable from each. I’m aware that this is my own perspective and personal search for value, but at Ember we work with many of the world’s champion or aspiring service brands, and I take interest in the platform sessions for their beneﬁt as well as mine, to better inform and shape the work we do. Attending the Summit therefore has a very real practical value and beneﬁt I would trust. So here are my personal take-out highlights from the event sessions that I chaired (just one summary point from each – I could go on and on!) – I’d love to hear yours, and what you might have heard or seen that was different to my view – please feel free to contact me at the email or phone number below. Professor Malcolm McDonald, former Professor of Marketing, Cranﬁeld School of Management was very clear – you need to focus on understanding value and how you return this to stakeholders. In his view, many organisations have ‘gone bust’ trying to delight customers rather than merely creating proﬁt or value for the long term and understanding the basics of cost of capital, for example. This is what funds investment and drives business growth. Seth Ellison, Executive Vice President and President, Europe, Levi Strauss emphasised customer focused innovation and energy, and the need to target different segments, whilst keeping the brand values core to your thinking. Experiences still make the ‘brand difference’, according to Seth. Levi’s went through a challenging period because it failed to adapt or evolve, but rather wallowed in its past success, whilst the market and its customer attitudes moved on. Tom Goodmanson, President and CEO, Calabrio brought front line people back to the agenda by highlighting not only their importance to the customer experience but also how invidious their role is, with stress levels, lack of training and support at an all time high. 58% of organisations are not doing enough to help their staff in this respect, and as a result 38% are predicted to leave in the next 12 months. The sense from the whole event was that colleagues will continue to play a critical role alongside, or supported by, technical innovations and interactions, and because of this we need to ensure we invest appropriately to secure the right outcomes through them and with them. The economics of wellbeing were clearly laid out.
John Upton, Managing Director, Leon Restaurants again brought people to the forefront of thinking – how to create amazing, positive impressions that make you want to keep coming back. Clearly, having good and interesting food and good prices helps, but John extolled the virtues of the ‘Leon difference’ in this conversation-led insight into this fast growing, ‘naturally fast food’ chain. Rich Davies, Head of Colleague Wellbeing and Citizenship, Barclays built on previous themes of the day but laid the opportunity ﬁrmly with leadership to engage and drive the difference through the organisation. Rich shared the details of various Barclays staff engagement sessions (‘Leadership Rocks’) as one of the initiatives to ensure that transformation of the customer experience was led from the top. Dawn Roberts, Operational Strategy & Planning Manager, Financial Services, Express Gifts laid out her experience that, again, her staff made the key difference. ‘There will be a bigger role for A.I. in the business when A.I. does EQ’. The point was very well made. Vicky Johnson, Head of Supporter Care & Carine Bambara, Advisor for Supporter Care Team, UNICEF UK shared their experience of using data from various sources to provide a much more valuable set of insights for the organisation. Previously, it was complaint data that dominated their thinking but this was soon recognised as being imbalanced and biased. Once they had factored in comments, compliments, operational, engagement and donor data they had a much clearer view of how they were really doing and could drive much deeper and beneﬁcial engagement with supporters.
VIEW FROM THE CHAIR
Amanda Reynolds, Director of Customer Relations (Household), Afﬁnity Water stimulated the audience with workplace of the future ideas, and how we will interact and engage, access data and live our lives in a transformed way, and that this will have big implications for how we manage customers as well. Claire Sporton, VP, Customer Experience Management, Conﬁrmit used the analogy of taking the middle seat in the aircraft as an opportunity to chat, learn, engage and to build relationships. We should take every opportunity to understand and get closer to customers, she advocated. Keith Milum, Head of Customer Services, N Brown Group described how the business had evolved its operating model to be much more customer focused, and was using the skills of its people to drive more value from customer engagements. When CSAT is lifted from 75% to 90%, their customers spend on average 30% more over the next 6 months – this is powerful data to drive investment to do the right thing for his customers. Sophie Dekkers, UK Country Director, easyJet had a very similar story from a completely different sector – that there was a clear and positive correlation between CSAT and business value, and EasyJet was enjoying record business results as a consequence. John Connors, Senior Director, Digital Transformation EMEA, eGain Worldwide helped navigate the audience through the complex world of hype, confusing terminology and tech that is A.I. He gave some very practical examples of what organisations are doing right now, and how others should be responding or building capability to compete. Kathryn Bradbury, Assistant Director Homes and Services, Johnnie Johnson Housing gave a very practical session on how to achieve service excellence on a budget, and like many before, put it down to people engagement, and reinforced the value of this event, covering both the customer and people agendas together. Harry Hugo, Director, Goat Agency & Steve Hurst, EBM ran an interactive session with the audience looking at various attitudes to change, technology, social media and customer focus – the key conclusion being, rather unsurprisingly I suppose, that we are, as industry leaders in customer management, often divided in opinion over what the future really offers and means to our roles and our businesses. A good thing I suppose, as this creates competitive opportunities for those that read it right. And act on these views.
Nikhil Shah, CEO, SmartBill shared the highs and lows of building a business from scratch based on a clear market opportunity to help customers simplify their lives, save money and reduce the inconvenience of managing a myriad of subscriptions across various bank accounts. Keeping things as easy as possible in the customer journey was the key take out for me here. Erinn Collier, Head of UK, Uber For Business gave a fascinating insight into how data drives all the decisions at Uber. The mere fact that by 2030, 25% of all miles driven will be in an Uber (she claimed) was eye opening as to how travel will change – from car ownership, to insurance provision, to road usage and other modes of transport. This has many big implications that will impact many sectors, not just taxiing. Hussain Afeef, Regional Director of Training, Development and Quality Assurance, LUX* Maldives Resort had the best offer of the day – a free week in one of his Maldivian resorts. That got everyone’s attention for sure! The question he raised was important: how do you differentiate when everyone else is offering 5* service, with white, sandy beaches like you? The difference, in his view, was the way they consider the employee journey from start to end. They seek and embed their desired values at every stage of employment, and monitor this assiduously. There was a direct link between training hours delivered and revenues. Useful to know, considering I help run a training company! Viktoría Jensdóttir, Project Manager, Landspitali University Hospital gave the ﬁnal and perhaps one of the most valuable sessions of the day by sharing how they manage ‘Lean’ service improvements in Iceland’s one and only general hospital. The approach outlined how they engage all staff in the process of improvement and have built up a wide, and increasing, team of Lean Practitioners to seek out constant improvements to the patient experience and the hospital’s efﬁciency. The pure pragmatism, tools and methods used, as well as the wide engagement and commitment across the hospital, offered positive lessons for all in the audience. Mike Havard is a founding director at Ember Group, a professional service and consulting business specialising in customer management strategies and innovation, supporting major brands globally to become or stay service champions. He can be contacted at email@example.com and @emberMikeHavard or on +447956 64 64 64 More information is available at www.embergroup.co.uk
Minna Olesen, CX Analyst, Topdanmark Insurance provided some useful insight on how they have used analytics in their business, a leader in Denmark, to improve their sales and service performance. Clearly there is much that other organisations globally can learn and do with a fresh consideration of customer analytics, and how to turn the insight into material business value.
VIEW FROM THE CHAIR
HELEN WILSON CASE STUDIES, INSPIRATION AND TOP TIPS FOR CHANGE: WHAT HAPPENED IN HALL 2? At the beginning of the day, keynote speaker Professor Malcom McDonald (former Professor of Marketing, Cranﬁeld University of Management) left us with one of those classic Peter Drucker quotes: “If you’re doing today what you did yesterday, you’ll be out of business tomorrow.” (EDIT: CHECK QUOTE) At the end of the day, I left the 2017 Customer Engagement Summit conﬁdent that very few, if any, of us in the Customer Experience (CX) world are doing what we did yesterday! Mike Harvard, a fellow Chair (Director, Ember Services) described a time of uncertainty, hype and myths; he hoped the day would give us greater clarity in terms of the direction in which the world is going and bust many of the myths that surround us; it sure did that! Beyond myth busting and future-world ‘signposting’, we heard inspirational success stories, such as that from Metro Bank. The bank’s exponential growth rate impressed the audience; 51 stores (note, not branches) already and plans to have up to 100 by 2020; more than a million customer accounts … as did the story behind the numbers of revolutionising British banking culture. “Superior customer experience” are words that always get me excited, but sprinkle in tales (tails?) of dog bandanas and I was hooked. We heard about amazing transformations. Utility Warehouse agents are able to provide a more personalised service to customers and become more emotionally engaged with them, thanks to ‘Albert’, their cognitive knowledge system. They’ve seen the impact on First Call Resolution, customer feedback results and behaviours. Such business impact impressed, but did not surprise me. From our (1) Ipsos Loyalty research we know that there are substantial rewards to be had from creating an emotional attachment. When a customer is both functionally satisﬁed and emotionally attached they are: • signiﬁcantly more likely to stay with the brand in the future • almost twice as likely to recommend the brand (than if they were just satisﬁed) • much more likely to consider the brand for other products and services. Centrica and Salesforce also shared the impact of Centrica’s CX initiatives on customer satisfaction and, of course, on behaviours. Congratulations must go to the impressive NPS achieved by the Hive ‘Connected Home’ brand. You won’t be surprised to learn, given my role as MD of Ipsos Loyalty, that Voice of Client/Customer programmes truly driving business success are my very favourite kind of case studies. Both Fidelity and Allianz delivered on that front. Fidelity’s vision of allowing every colleague to access, understand and act on client feedback was music to my ears; Allianz waving the ﬂag for best practice CX programmes – which so happened to be B2B programmes – made my day. Of course, there are those cases where companies put a lot of effort into improving customer experience, but fail to see the return on their investment. Changes may not be aligned with what the customer truly values. Aligned change may be neither consistent nor sticky. BE Advisory showed Disney’s overarching ‘Customer Value Framework’ which has tackled such challenges in a highly complex organisation and won through.
‘People ﬁrst’ was a common thread throughout the day. ‘Customer engagement starts with engaged contact centre agents’, according to Calabrio’s President and CEO, Tom Goodmanson. Carolyn Blunt, MD of Ember Real results, speaking to developing the most important advisors, encouraged us to speak to the people next to us as part of her presentation; a simple but effective technique to keep up the energy in the room. We heard what Heathrow has done to drive engagement across the business through their reward and recognition programme. Grass Routes adopted a very different approach to Heathrow, but with the same end goals in mind, albeit likely with a tighter budget. Testing, testing 123 … experimentation and innovation was another theme for the day, led by Optimizely with ATOS/NS&I and Direct Line in their quests to develop products and services for the consumers of today and tomorrow. On which note, all power to presenters of the more technical papers – from Genesys, Amazon and Google – who succeeded in engaging both novices and experts alike. With some much going in, one might be forgiven for leaving the Summit thinking all in the CX garden is rosy. Sadly, that’s not so; there’s still an awful lot to be done. According to our latest (2) Ipsos Loyalty ‘Captains of Industry’ survey of more than 100 of the most senior ﬁgures in top UK companies, 70% of business leaders rate their own organisations as average at best when it comes to consistently delivering high-quality customer service. So, all in all, a great day packed full of fresh thinking to help us tackle such challenges and plenty of new connections. Sadly, there are still some conferences I attend (naming no names) where I hear the same things over and over again, but not so at the Customer Engagement Summit. I came away with new learnings about my clients/potential clients and the CX world around me, as well as takeaways to help me improve the way I run my business. Levi Strauss’ Seth Ellison’s (EVP and President, Europe) ‘plan on a page’ was a beauty to behold, as was his inspirational story of ‘waking the sleeping giant’. Two years ago I sat in the audience, last year I presented and this year I was honoured to be invited to chair. Thank you Steve and all of your crew at EBM for inviting me and for an interesting and extremely wellorganised event. I’m looking forward to next year’s event already. By the way, did you catch the latest news about last year’s Summit opening keynote speaker, John Timpson, chairman of Timpson? He’s just been awarded second place in Country Life’s Gentleman of the Year Awards, just pipped to the post by Colin Firth … but beating David Candy! (If you don’t already follow John’s son James, Timpson’s Chief Executive, on twitter - @JamesTCobbler - you really should!) 2017 keynote speakers, here’s to your 2018 achievements – game on!
MARTIN HILL-WILSON WHAT WENT DOWN IN HALL 3 IS YOURS TO LEARN As is the custom, here’s the inside track on what happened twixt dawn and dusk within Hall Three which was a ‘standing room only’ experience for much of the day. It all began with that magical brand LEGO who keep us young in mind. As you might imagine, LEGO has nailed the basics. They regularly receive 70%+ NPS scores for customer service and often win awards. So learning how to reduce customer effort is not their medicine. Instead the mindset under the leadership of Monika Lutke-Daldrup, is to think much bigger. It is to ‘actively play a part in deepening the level of engagement each consumer has with the Lego brand via the service channel’. So LEGO designed an approach that exempliﬁes the brand’s approach. Of course there were LEGO built customer personas and young customers (around aged nine) helping to road test the new approach to engagement. It ended up as a Customer Journey Map organised as a nine-box grid. The horizontal axis represents a customer’s emotions when they contact LEGO. How do they feel in that moment? The vertical axis represents engagement. How strong is the customer’s bond with the LEGO brand through their history of experiences with us? A number of personas were developed to cover each option in the matrix. The result is something that works like a board game – the aim is to move the customer from their current state of relationship to the most involved through a series of pre deﬁned LEGO experiences that all advisors have learnt to introduce into conversation.
QUITE BRILLIANT IN ITS SIMPLICITY. Next up was Cary Lawton; Guest Experience Manager from Pizza Hut Restaurants and Matt Trickett from InMoment EMEA who interviewed Cary on their approach to voice of customer. The conversation revealed a mature approach that focussed on actionable insight and follow through. Given a recent refurbishment of the restaurants, the programme’s ultimate KPI came down to an appropriate ROI – the customers’ ‘intent to return’. Scruffy salad bars for weekend guests and speed of the order-eat-leave experience for weekday pop in customers were a few examples of what is currently driving that KPI. Waitrose then hit the stage with a great story about tapping into partner insight in a micro every day kind of a way. As Stuart Eames, the driving force behind the initiative put it, big strategic changes do not resonate with partners in their busy world of serving customers in store. But if the brand can tap into the small stuff they come across every day that can make a difference then the business moves forward and people experience making a valued contribution. Stuart builds his game plan around ﬁve key stages Inspiration Collaboration - Continuous improvement - Scope - Momentum. This drives the motivation to innovate in relevant ways. There proved to be tons of great opportunities when eyes were opened. • What about reducing the length of receipts that contain blank spaces and irrelevant customer information? • What about recycling the grounds from the free coffee offer? One idea that cost just £600 to implement yielded a £64,000 saving. Stuart and his fellow partners are moving the dial. One day at a time. From Waitrose to Virgin Holidays: in the business of unforgettable
holidays to the Caribbean and USA since 1985. Kate Burgess heads Customer Experience and told their story which in summary is how to develop a customer journey that becomes a fun, joined up, seamless, brand-consistent, end-to-end customer experience. Each part of the journey was mapped. Booking – Pre Departure – Holiday And Return. Each has its low spots and experiential dead zones. The airport check in hassle. The boredom of long haul ﬂights. That terrible feeling on the last day of your holiday in paradise. Time is running out and you feel abandoned in favour of the new intake of holiday makers. Virgin Holidays is all about putting something amazing in their place. For instance, what about a departure beach for your last day? Or one on arrival before you can check in? As Branson is credited for observing, “An exceptional company is the one that gets all the little details right. You can soon improve all those niggly things, which turns an average company into an exceptional company”. I’d have to agree as do Virgin holiday staff who give the brand an 89% rating for employee engagement. By the by, Kate ﬁnished with an idea I’ve long used in social customer service training which I call inﬂuencing a brand’s ‘digital footprint’. Kate’s language was to call it a ‘trace’, based on early pioneering forensics that surfaced the principle that every contact leaves a ‘trace’. Of course that’s a neat way of describing a brand’s impact on their customers. She left us with that thought - what will your trace be? After bolting down some mufﬁns and caffeine, we all returned to Tim from Kantar TNS who echoed a theme made at the top of the day by marketing guru Malcolm McDonald who insisted prioritized focus on proﬁtable segments was the only way to make money as a business and that that spreading the marmalade too thin was pure silliness. Tim ampliﬁed with a classic disturb that the world’s a changing fast and that the average CX professional is heading for a nervous breakdown given her inability to distinguish what matters with what moves. Or to put it in the correct vernacular - Navigate and activate the CX moments that matter… and avoid those that don’t.
WISE WORDS WORTH POCKETING. Our ﬁnal treat before lunch came in the form of James from Northumbrian Water who was deeply immersed in orchestrating culture change and affecting habitual behaviour through neuro plasticity and all the deep learning that goes into melding minds and hearts towards a common goal. Lunch went by in a ﬂash and we were back again to witness the art and science of inﬂuencer marketing from the inimitable Harry Hugo of Goat agency fame. It’s a fast moving space for sure. By the way in case you wondered an inﬂeuncer, as opposed to celebrity is deﬁned as follows ‘A person or page with a large, engaged social following that you will only know if you follow them’. Just why are they important? True to their name they inﬂuence their followers’ behaviour. Want to be most
VIEW FROM THE CHAIR regarded footballer in Africa. Get the vote out using inﬂuencers. Want to sell stuff. Give it their right inﬂuencers and they can ﬁll a pipeline. The psychology is simple. If you allow someone to have inﬂuence in your choices in life, you trust them. And trust is the one thing most brands are clearly short of in the consumer savvy world of today. For instance L’Oriel boosted sales of by 51% of their new Pure Clay Mask. Inﬂuencers put out the word over all the right social platform and their audience responded.
TWO SLICES OF ADVICE I’D LIKE TO PASS ON FROM HARRY. First use the multiplier effect to gain more attention. In practice that means your impact and value is much greater when you do a large amount of posts on a very short space of time. That said you need to follow the second slice of advice which to make your content emotionally impactful to persuade an audience to tune in. For instance to make mattress selling something less than a snore, Harry ﬁlmed a few brave dudes leaping from a building onto a pile of the client’s mattresses. Great theatre. Even had the police turn up thinking it was a suicide attempt. Forget clearing it with Legal though, you know what they would say. Engagehub then took over the stage. They offer the kind of modern engagement platform expected by customers. They are big on tracking market change; following the disrupters and consequential consumer behaviour. As an indication of the fast paced change going on, that national treasure of consumer research, the UK Customer Satisfaction Index has thrown up an interesting trend of late. Apparently over the past 12 months, 20 out of the top 50 companies have been replaced with new brands. What might that tell us? Here’s another peach. 64% of us would leave our mobile provider if a brand could offer an experience as great as our favourite app. Top contenders for the job are guess who? Amazon and Neﬂix. Doom and gloom for our current crop then. What all this means according to Lorna and Xavier is that brands will have think beyond efﬁciency as the path to prosperity and factor in the customer experience in equal measure. I could not agree more. Let’s join the queue and bang the drum together. Then just prior to the break, probably the most amusing session occurred. Personally I have a soft spot for a maverick mind and Paul Armstrong has one on stilts. He does what many of us do. Help change take place. But he is especially fearless in calling out the nonsense and getting an audience to chuckle which by the way is just where you need to get anyone before asking them to consider something serious. His brand is called Here/Forth which pretty describes the path he takes his clients along. The great thing about Paul is that he lives what he talks. He disrupts. After break, we were introduced to the largest Scandinavian insurance brand probably unknown to many here in the UK. If.. is the name and they see themselves at being exceptional If.. things go wrong. Google the ads, they capture the ambition pretty well. Anyway their story was told by Thomas Rødseth from Puzzzel which has helped them build a multi-channel, cloud based capability that connected over 3,000 advisors across multiple territories. The universal queuing framework allows middle ofﬁce jobs to be distributed as well as customising the mix of personalised service for the myriad of sub brands sitting in the platform. In other words it’s an example of the beneﬁts of doing it right, from which comes the ability to iterate, scale and evolve with customer demand. Nice to see one example of omni-channel setting off on the right foot.
Another brand from the Virgin stable then took over the mic and screen. Hannah Shepherd gave us ample demonstration why she was selected to change hearts and minds in Virgin Media. As an ex glasto gigger, she has plenty of performance hutzpa. Her philosophy is true to the creed that employee and customer engagement go hand in hand so all her thinking is geared to that end. Speciﬁcally her team’s challenge centers on translating the data rich and thus personalized service that can be created for a customer online with getting the same treatment in store via colleagues. It’s tough. But she is getting there using a mix of digital tools to help gamify the learning of more product knowledge together with a UGC (user generated content) platform to swap video best practice stories across stores. Of the many takeaways, here are ﬁve that stood out for me. • Create an environment that supports learning and growth • Match your tool to your audience • Bring your staff & Customers along the journey at all points of discovery and build • Eliminate the red tape – make it easy • Offer staff a prize to encourage participation Eurostar and partner KPAN then took over and talked about the very speciﬁc way in which they have developed customer journey mapping using KPAN methodology. It’s worth capturing a few key principles in the process. • The best kind of map is based on customer not brand perceptions, the feedback needs to be precise and quantiﬁable in order to prioritise efforts – another time I heard the need for a focused approach to CX mentioned during the summit. • The best source of data is verbatim – it’s the richest and most experiential. It is also quantiﬁable when it is also associated with a customer rating of the service experience To cut a long process short, this is the basis upon which verbatim comments are grouped into experience statements e.g. ‘opening hours are convenient/inconvenient to me’ and then sequenced in a way to generate a complete customer journey as a series of themes and touchpoints. The result is that thousands of verbatim comments turned into readable customer journey maps. Clever stuff! In order to use it, the frequency of comment and impact on customer experience is also visualized so that priorities can be established based on greatest impact. Love it! If my description still leaves you in a visual fuzz then please go check the KPAN site for actual examples. To ﬁnish off the day we dipped into one of my favourite bar topics GDPR as seen through the eyes of Guy Armstrong who heads up M&S’s effort to be prepared in time and the vast legal expertise offered in the form of Jonathan Armstrong from Cordery Compliance. GDPR doesn’t really lend itself to an easy recap. It remains ﬂuid in interpretation and difﬁcult to execute as a practitioner in large organizations such as M&S. Certainly the panel discussion that rounded off the day showed individuals outside core GDPR teams remain confused about many of the basics. There are however a few principles offered that are well worth sharing • Make data awareness the priority • Data awareness is a leadership challenge across the business • Put customers trust at the center of the strategy Wow that was a day! So thanks for reading and hope to see you at the next Customer Engage event.
VIEW FROM THE CHAIR
ALYSON FADIL THE FUTURE OF ENGAGEMENT – DISCUSSIONS FROM HALL 4 Matthew Gray Matthews explained the journey of Corona Energy and how myCEO had worked in ensuring everyone was aligned to the business strategy. He was very clear on the principle of keeping transformational change simple and measuring employee behaviours by using customer metrics. I particular liked the fact he mentioned music bringing people together – this resonated with me, working in a young digital business, music brings commonality and if used to create employee experiences can improve engagement, which in turn improves performance and proﬁtability. Obi Abuchi Obi gave an inspiring talk about the transformation of both DHL Express and Tesco. By engaging employees and its direct line to customer satisfaction. Obi also discussed McKinsey 7 s framework and how he brought this to life within his transformation. Moira Clark, Henley Business School My particular favourite of the day, inspiring and motivational. Moira talked about having ‘Resonating your focus’ like an egg! The yoke being your target and the white being everything that helps you achieve it. From a customer experience perspective, this for me made a great analogy. If the yoke is the customer, what inputs/barriers do we have to ensure the customer gets the best experience. Promotional goals address customer aspirations and desired enhancements; examples being; idea generation, feeling important and knowledge acquisition. Sally Earnshaw, Blue Sky Sally gave an interesting and inspiring presentation with some great examples of businesses and what they have done differently to both engage employees and customers. Sally demonstrated this with aligned frameworks, that create climate, encourage behaviours and change the culture, at the heart of this are the symbolic acts and cultural signatures.
Sally discussed 9 Things Leaders Do; • Engage People, • Join the dots by encouraging collaboration, • Symbolic acts by visibly demonstrating your commitment to customers • Create a permission culture – empowerment • Show up – get up close and personal • Clear the path – creating space for people to it the way you are asking • Create Accountability – you get what you ask for • Encourage customer focused behaviour – encourage the behaviours don’t manage them • Create a climate of positive Critique – catch them doing it right James Sutton, Raleigh International James Sutton closed the day with how to engage our millennials. James discussed how to attract/retain and develop our millennials and the differences between generations, behaviours and attitudes
IN SUMMARY All speakers identiﬁed that in order to engage customers, employees must be engaged. Employees need to feel the brand, aspirations, attitudes, and they need to feel connected with their role. The customer journey and employee journey need to marry, creating a unique experience where both employee and customers align. In order to create an excellent customer experience, the journey needs to be simple to execute, preferably from ‘one view of the customer’ technology in order to gain one version of the truth. Technology also needs balance with human contact. Your customer experience journey needs to be fully understood end to end, with unique points that are clearly deﬁned. These unique points create your competitive advantage and needs ‘resonating focus’ of development and focus from all. The employee experience must then be treated with similar focus, as the direct correlation between employee engagement and customer experience was demonstrated stronger than ever. The ﬁnancial gains of this easy to now measure and its importance has become crucial.
THE DAY IN PICTURES
THE DAY IN PICTURES
EXCLUSIVE RESEARCH RESULTS
“YOU HAVE SET A VERY HIGH STANDARD WHICH YOU CONSISTENTLY DELIVER ON” EXCLUSIVE RESEARCH RESULTS
During the Customer Engagement Summit, we took the opportunity to conduct pivotal research into how our delegates are adapting their customer engagement strategies to meet the needs of the ever-changing digital customer, using a real-time polling function to capture the thoughts of the audience exactly as they happened.
1. How far do you think your organisation is geared up to dealing with the CX expectations of the digital customer?
2. How important is having the right technology in place to satisfy the expectations of the digital customer?
9. How much do you think the expectations of your digital customers will change over the next two years?
5. How far do you think development of new technologies will impact on the links between CX and Employee Engagement?
8. How far do you think organisational silos impede the delivery of a consistently excellent CX?
4. How important do you think organisational culture is to delivering consistent CX excellence to your customers?
7. How far do you think your organisation is still operating around departmental silos?
3. How important do you think implementing future developments in AI and Robotics will be to achieving CX excellence?
6. How important do you think establishing a link between voice of the customer and voice of the employee is to the bottom line?
10. How conﬁdent are you that your organisation will be able to deliver consistent CX excellence across the enterprise in the future?
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FUTURE OF THE CONTACT CENTRE CONFERENCE
CX MARKETING SUMMIT 2018
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