Contents

Introduction3
Thou shall capture & learn from customer interactions..4
Thou shall reward knowledge sharing. 5
Thou shall fix the problem 6
Thou shall measure outcomes not activities 7
Thou shall think beyond tools and technology8
Thou shall be competitive.9
Thou shall be reliable..10
Thou shall be easy to shop with11
Thou shall maintain quality.12
Thou shall serve..13
About..14
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Introduction
The global retail landscape is evolving at a dramatic rate and there's no
denying that in today's world that the customer is king.
Ahead of the 2nd Annual Customer Experience Transformation: Retail
summit, Customer Management IQ spoke to key speakers and industry
experts Ian Golding, UK Ambassador, Customer Experience
Professionals Association (CXPA) and Thomas Reby, Global Leader in
Customer Experience Knowledge Management to gather their
customer experience insights and tips and collate them into this easily
digestible eBook, a great starting point for any customer experience
conversation.

Organisations globally, are now starting to recognise that customer

experience can actually be the most important driver of
differentiation. Ultimately businesses exist to be able to deliver an
experience to customers, and the better that those organisations are
able to meet or exceed customer expectation the more likely it is that
those customers will keep coming back again. - Ian Golding, UK
Ambassador, CXPA

The 10 Commandments for Developing a High Impact Customer Experience Strategy eBook will reveal the commandments to ensure your
business is able to meet the expectations of customers and develop a successful strategy for a transformative customer experience.

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Commandment #1: Thou shall capture & learn from customer interactions
Successful customer experience is certainly about making sure that you
capture what your customers are telling you and turn it into something that
makes your service or your product better. Its not just about closing that
transaction and moving on to the next one. There are several customer
service initiatives that are entirely community based where the company
only plays the part as a participant, not a leader; products that are
developed from crowdsourcing or even funded by the crowds. I think the
voice of the customer and the context of the internal experts could be
combined to truly shift the companys P&L.

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Commandment #2: Thou shall reward knowledge sharing

Truly reward sharing knowledge within your organisation; make sure that
your best staff or your most experienced staff are addressing new
problems and not sitting repeating themselves. Making sure that a culture
is established in which knowledge sharing is recognised as an important
part of running the business. This must be supported of course by strong
processes and enabled by technology, but not the other way around. Its
not about setting up a knowledge base and then ticking the box and we
have knowledge management from that point on. The customer
experience comes once teams start utilising shared knowledge. Thats
when everyone in a team starts appearing as experts and consistent service
is delivered. It also fosters collaboration which can extend outside an
organisation.

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Commandment #3: Thou shall fix the problem

Dont solve the same problem over and over again. Fix the product or the
process that is broken. Try to capture all of the interactions from your
customers and turn this into something useful. Customers will sometimes
contact you with problems that relate specifically to their account or their
transaction, but some times theyre also just commenting on features of
products that they would like to see changed or problems that they have
with the product. We want to make sure that were pulling all that
together and that we are addressing this in our product development
cycles, making sure that what theyre contacting us about today wont be
something theyre contacting us about six months from now.

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Commandment #4: Thou shall measure outcomes not activities

Dont measure activities, measure outcome. What we have in our heads can
be quite elusive at times. Its difficult to put a price tag on and quite often
difficult to tie directly back to a dedicated business outcome. I think the fact
that many organisations have adopted factory based metrics to drive
performance is part of what disables us from seeing the value in knowledge
management. It should be about the outcome not the activity and trying to
move away from optimising one persons merit in one customer transaction,
towards realising the value of how experts who share can lift the
performance of an entire team and learnings through customer service can
be ported directly into product development and new service offerings. The
value comes from making sure that new hires can ramp up quickly and that
those who are experts share what they know and only then spend their time
on addressing new and challenging problems instead of repeating their
know-how over and over again. This concept requires a mind shift which, for
many companies, has just been difficult to adopt at this point.

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Commandment #5: Thou shall think beyond tools and technology

There is a tendency to think that managing knowledge is about tools and
technology. It is so not. I think its probably an industry problem, a lot of
software companies are selling packaged solutions that say, if you use this
technology youll have a knowledge base you can put it on the web and
you can solve everyones problems. But the problem is its just a vehicle
shipping containers around, whats in the containers is important. Its the
knowledge that is represented from a human into a tool. So thinking that
you have a great knowledge base, right, but if you start filling it up with
junk it its not really effective. Or a knowledge base that no one uses is
just lying there but everyone has scraps of paper and post-it notes. Thats
the challenge.

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Commandment #6: Thou shall be competitive

Retailers must be competitive. If they are perceived as not being good

value for money then they will find it very difficult to be able to keep
customers coming back time and time again.

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Commandment #7: Thou shall be reliable

Are you able to do what you say you're going to do? This is so critical.
Too many organisations will promise to do certain things. We promise to
deliver on time. We promise that we will have certain things in stock. If
you are not able to meet your promises to do what you say you're going
to do over and over again your customers will see you as being unreliable
and as an organisation that breaks promises. And that will make it
impossible for you to maintain a relationship with your customers.

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Commandment #8: Thou shall be easy to shop with

Usability and usability translated into how easy are you to do business
with? And, for a retailer, how easy are you to shop with? Consumers want
their lives to be easy and consumers want it to be. We want to be able to
shop online via a tablet, via a mobile, but are you unable to do that? Do
you have a website that still looks like a website when you use that on
your mobile phone and it's difficult for the consumer to see what they're
doing? We've got to be easy to do business with. If there are barriers in
the way, there are things that make it seem complicated, it is more likely
that customers will not shop with you.

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Commandment #9: Thou shall maintain quality

Ultimately we want the product or the service that we're buying to be of

good quality. If you are very easy to do business with, you're very
competitive but you sell stuff that's rubbish, your customers aren't going to
come back to you.

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Commandment #10: Thou shall serve

Ultimately we all crave good customer service. If something goes wrong

we want the organisation, the retailer that we're dealing with, to treat us
well, to deal with the situation quickly and efficiently in a way that meets
our expectation.

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About
Thomas Reby
Thomas Reby is a global leader in Knowledge Management, with practical experience in large technology-driven
organizations in both the hardware and e-commerce industries. His key focus has been on developing service
capability, through process and quality management, vendor integration and IT infrastructure, enabling self-service
on web/mobile solutions as well as traditional corporate contact channels.
Thomas has 7 years of experience in evolving technology-driven information management into knowledge-centred
strategy, with equal focus on people, process and tools. This includes cultural transformation to embrace information
sharing, as well as Lean/SixSigma management of corporate intellectual capital, right through to knowledge
consumption and ROI.
With a diverse employment background spanning across the globe, Thomas enjoys challenging the norms established in the first wave of
globalization, seeing opportunities to better put technology in the service of corporations and their customers. He currently lives in Dublin,
Ireland.

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Ian Golding
Ian Golding is a passionate believer in putting the customer experience at the heart of everything any business around
the world does. We exist in business to give customers what they want, which in turn will deliver what shareholders want
not the other way around!! As an independent customer experience consultant, Ian is advising a wide range of
companies on Customer Experience strategy, measurement, improvement and employee advocacy techniques and
solutions.
As Former Head of Group Customer Experience at Shop Direct Group (SDG), Ian was responsible for building and embedding the customer
experience strategy for all retail brands within the SDG portfolio in the UK. Through the implementation of innovative measurement
methodologies such as the OMI (operational measures index) and proving its link to customer satisfaction measurement through the CSI
(customer satisfaction index), Ian spent over 6 years helping SDG to align improvement in the customer journey to customer experience
strategies that benefit the customer, employee and shareholder.
Ian is currently on the UK Board of Ambassadors for the Customer Experience Professionals Association (CXPA). Founded in 2011, The CXPA is a
global non-profit organization positioned to guide and enhance the growing field of customer experience management. CXPA brings together
like-minded professionals focused on advancing the practice of customer experience management and creating career growth by establishing
customer experience management as a recognized and admired professional discipline. http://www.cxpa.org

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Have You Ever Wanted To Delve Inside The Mind Of Your Customer?
The 2nd Annual Customer Experience Transformation: Retail summit will enable your organisation to develop insight into the mind of your
customer allowing you to secure, retain, and develop your customer base in 2014 and beyond.
Join us at this year's Customer Experience Transformation: Retail summit, February 25th -27th, London and learn how to develop a high impact
customer experience strategy that drives loyalty, new customers and increases transaction size. In addition to this, we will address how to
navigate today's top pressures including show rooming and multi-channel integration allowing you to stay ahead in today's ever-evolving retail
landscape.

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2014 speakers, including:

Catherine Graves
Head of Customer Experience Development, Pizza Express
Caroline Deplantay
Head of Customer Loyalty, Apple

Rob Weerts
Director of Strategic Growth Programs for Direct-to-Consumer, Nike

Thomas Reby
Thomas Reby, Global Leader in Customer Experience Knowledge Management

Katie Wadey
Customer Experience and Loyalty Director, Tesco

Bill Grimsey
Former CEO, Wickes

Ian Golding
UK Ambassador, Customer Experience Professionals Association (CXPA)
Oke Eleazu
Director of Customer Service Strategy, Sainsbury's

Gerald Dawson
Marketing & E-Commerce Director, Long Tall Sally
Tom Gorringe
Head of Sales & Marketing, Cardiff City Football Club