The Path To Customer Experience
Maturity
Moira Dorsey, Vice President, Group Director
19 November 2013
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clearly unused to even basic
mountaineering equipment
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Customer
Experience
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Base: 100 customer experience professionals (percentages may not total 100 because of rounding)
Source: Q4 2012 Global Customer Experience Peer Research Panel Online Survey
47%
Differentiate their company
from leaders in their industry
13%
Differentiate their company
from leaders in ANY industry
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47%
dont measure customer
experience quality
Source: Q4 2012 Global Customer Experience Peer Research Panel Online Survey
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79%
dont train employees on how to deliver
the target customer experience
Source: Q4 2012 Global Customer Experience Peer Research Panel Online Survey
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8%
17%
36%
31%
8%
Very poor
Poor
OK
Good
Excellent
Distribution of scores on Forresters Customer Experience Index 2013
Not differentiating
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Low customer
experience maturity
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Customer Experience Maturity
The extent to which an organization
routinely performs the practices
required
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Customer Experience Maturity
The extent to which an organization
routinely performs the practices
required to design, implement, and
manage customer experience
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Customer Experience Maturity
The extent to which an organization
routinely performs the practices
required to design, implement, and
manage customer experience in a
disciplined way.
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Low CX maturity
Practices are missing or performed in an ad hoc way
High CX maturity
Practices are performed systematically
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Repair
Elevate
Differentiate
Optimize
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Repair
Elevate
Differentiate
Optimize
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Stop the avalanche of bad
customer experiences
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Repair: Key Practices
Identify experience problems
Prioritize fixes
Coordinate implementation
Measure results
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Identify
Problems
Prioritize
Fixes
Coordinate
Implementation
Measure
Results
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Most Highly Regarded Service Company
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Radu Ciocan Former VP, Head of Customer Service Operations Deutsche Telekom
Calls are generated by mistakes in
other parts of the organization, from
finance to IT to marketing . . .
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Radu Ciocan Former VP, Head of Customer Service Operations Deutsche Telekom
Calls are generated by mistakes in
other parts of the organization, from
finance to IT to marketing . . . you can
solve the problem and be very nice
about that but that wont make the
customer want to renew . . .
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Radu Ciocan Former VP, Head of Customer Service Operations Deutsche Telekom
Calls are generated by mistakes in
other parts of the organization, from
finance to IT to marketing . . . you can
solve the problem and be very nice
about that but that wont make the
customer want to renew . . . you should
instead get him the right bill.
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10 15% reduction in costs
Tens of millions of Euros
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Repair
Elevate
Differentiate
Optimize
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Make good CX behavior the norm
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Elevate: Key Practices
Screen candidates for customer-centric values
Assign specific CX behaviors to each role
Measure customer experience consistently
Reward good behavior across the enterprise
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Core Candidate Behaviors
Passion
Clear Talking
Team Working
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The Pret Way
Dont want to see
Want to see
Pret perfect!
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1 per hour worked
50 bonus
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+17% sales
+17% profit
50 new stores
1,000 new staff
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Repair
Elevate
Differentiate
Optimize
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A more sophisticated
customer experience toolkit
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Optimize: Key Practices
Conduct observational research in the
customers natural environment
Build strong experience design practices
Model the relationship between CX quality and
business results
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Let personality shine
Provide options
Help guests feel comfortable in public
spaces
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Improved guest satisfaction & revenue per room
Doubled food & beverage sales per occupied
room in the first 3 years
Renovated nearly 90% of properties
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Repair
Elevate
Differentiate
Optimize
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Catapult you to the top
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Differentiate: Key Practices
Re-frame customer problems
Reveal unmet customer needs
Re-think the entire CX ecosystem
refreshed
17.4% revenue increase over 11-12
16% increase in passengers flown
25 consecutive years of profitability
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Recommendations
Show them the way
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Recommendations
Show them the way
Locate yourself on the map
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Recommendations
Explain the path
Locate yourself on the map
Secure your current position
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Customer Experience Maturity
The extent to which an organization
routinely performs the practices
required to design, implement, and
manage customer experience in a
disciplined way.
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Recommendations
Explain the path
Locate yourself on the map
Secure your current position
Plan the next phase of the climb
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Thank you
Moira Dorsey
+1 617.613.6230
mdorsey@forrester.com
blogs.forrester.com/moira_dorsey
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