Global Customer Experience Excellence 2020 Informe CX

Customer
experience in
the new reality
Global Customer Experience
Excellence research 2020:
The COVID-19 special edition
home.kpmg/customerfirst
1 Customer experience in the new reality
Foreword
The impact of COVID-19 on customer behavior
was immediate and widespread across all
industries, countries and demographics.
Expectations have heightened as priorities
have shifted to health and safety first, which
have in turn changed decision making and
buying behavior.
As a result, what was previously considered to be a great

customer experience has no longer been good enough and
almost all businesses have been thrust into reorganizing their
approach to customers.
Customers are the lifeblood of every organization and the

money they spend is the oxygen that enables the business
to exist, grow and thrive. There is a commercial cadence — a
rhythm — associated with how the customer and organization
transact and interact with each other over time. With this
cadence comes the opportunity to deliver experiences that
in turn establish and sustain enduring relationships and drive
value for both sides.
This is KPMG’s 3rd Global Customer Experience Excellence

report. It brings the need for commercial cadence to the fore.
Looking at the research findings in the light of COVID-19, we
see that companies that were able to maintain this commercial
cadence with their customer were ranked higher than those
who did not.
Their success emphasizes the application of The Six Pillars

of experience excellence: Integrity by acting ethically and
demonstrably in their customer’s best interests; a focus on
Resolution and proactively addressing customer problems; the
accurate setting of Expectations; reducing the Time and Effort
customers need to expend by enabling frictionless interactions
and then delivering a Personalized experience with Empathy
and compassion.
© 2020 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.
Customer experience in the new reality 2
COVID-19 has brought forth a The migration to these digital

consumer that is more thoughtful relationships poses something of
and selective in their decision a challenge for organizations, even
making. Part of this is a result of those with a strong digital presence.
customers seeking out businesses As digital usage increases so do
that demonstrate and build trust. concerns about personal data and
Additionally we are seeing a shift how it is used and protected.
towards ‘buying into companies’
rather than simply ‘buying from’ Online experiences in the new reality
them. Factors such as brand, need to be immersive, emotive and,
purpose and reputation are coming above all, safe.
into the decision-making process in
The CX leaders in our research
equal measure to safety, security,
lead from the front to support their
convenience and certainty. These are
colleagues in these extraordinary
all now parts of a new value equation
times and build an organization which
that customers hold to account within
is connected — where every part of
the price of a product or service
the business is symbiotic and aligned,
which has changed the economics of
from the front office through to the
experience delivery.
back office, to deliver an intentional
Many purchases have had to shift customer experience.
from in-person to online channels,
I encourage you to review the
creating a more digitally savvy
findings of our research in this
consumer that demands easy and
report to help you to decide how to
effortless interactions.
adapt your approach to customer
Consumers of all ages have experience and align to a new reality.
discovered that the internet makes
A dynamic economic environment,
their daily routines more efficient and
a shift in values and newly expected
these behaviors are likely to stick.
standards of customer and corporate
Many organizations had to accelerate,
behavior are rapidly changing the
augment and promote their original
rules of the game. Firms will need to
customer interaction investments.
know this new customer intimately
For the leaders in our research this
if they are to succeed in the
was a minor adjustment to existing Julio Hernandez
new reality.
operating models allowing them
Head of Global Customer
to maintain continued transactions Our global network of KPMG Center of Excellence
and commercial cadence with their consultants is here to help you
customers. Indeed, the shift to digital KPMG International
navigate the challenges ahead.
enabled greater value to be created US Customer Advisory Lead
by lowering costs to serve. KPMG in the US
Contents
The new reality customer 7
The Six Pillars 9
The new reality experience 11
A connected enterprise for

the new reality 13
How to succeed in the new reality 16
2020 hall of fame 20
Industry views 25
Airlines27
Banking29
Grocery retail 31
Hotels33
Insurance35
Logistics37
Telecoms39
Market overviews 41
Australia43
Austria 45
Belgium47
© 2020 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services
to clients. All rights reserved.
Brazil 49 Singapore 73
Czech Republic 51 Slovakia75
Germany 53 Spain77
Hong Kong (SAR), China 55 Sweden79
Ireland57 Taiwan81
Italy 59 Thailand83
Japan61 United Arab Emirates 85
Luxembourg 63 United Kingdom 87
Mexico65 United States 89
The Netherlands 67 Vietnam 91
Romania69 Methodology93
Russia71 Thinking ahead 95
80%
While 88 percent still buy
brands as per their needs,
80 percent of people prefer
buying from and into the
brands whose actions align
with their beliefs and values.
76%
The quality of customer experiences
63%
are improving around the world.
All countries researched have seen
an uplift in their overall Customer
Experience Excellence (CEE) score
this year. Value is the differentiator on of customers expect firms
product or service choice for they deal with to provide
The average increase of all markets 63 percent of consumers as a e-commerce services.
together is 3 percent. result of COVID-19.
81%
of people are concerned
Overall non-grocery
retail is the strongest
performing sector for
CX in 2020, followed by
financial services.
3%
Brands are perceived to be
providing greater value for
about a recession/ money. There has been a 3%
economic situation. uplift since 2019.
7
of the 19 markets which
featured previously, 7
92%
of customers are expecting
companies to keep them and other
brands retained their customers safe. The logistics sector has seen the
number 1 spot. highest increase in performance
in 2020 of 6 percent.
Source: KPMG International Research, February 2020 — August 2020
49 percent of consumers are focused

on saving rather than spending.
Personalization is the
strongest pillar in driving
customer loyalty in 19
of the 27 markets, while
56%
Over half of consumers say the
environmental and social practices
58%
Over half of consumers
are worried about climate
Integrity leads across of a company has an impact when change.
6 markets. choosing to buy from them.
Integrity is the strongest Financial services

driver of Advocacy (NPS) dominates the first place
55 percent of consumers want across 18 of the 27 markets rankings. 12 out of 27
companies to keep their data safe while Personalization leaders are financial
as a number one priority. leads across 8 markets. services brands.
11% Average performance has

risen across all Six Pillars this
year, with expectations seeing
the greatest increase globally
(+4 percent on average).
Customer experience (CEE metric) for the top-ranked

brand in each market is an average of 11 percent
higher than its respective market average.
90%
of customers are willing to pay
more for ethical retailers.
The new reality

customer
Purchasing patterns are also changing
as consumers shift from discretionary
spend to essentials and it is likely to
stay that way as the finances come
under pressure and they seek to
rebuild their financial safety net.
Value and price are becoming

equals for customer loyalty
Consumers’ spend is impacted by

both the decrease in disposable
income and the psychological impact
of COVID-19. We see new segments
arise, separated by a need to group
products and services into categories
Globally, consumers believe they will be living their lives of necessity, with spend moderated
by financial attitudes.
very differently for the foreseeable future. They feel more
vulnerable, less secure and less in control than ever before. Consumers in Germany, France and
Hong Kong (SAR), China feel more
They expect the brands they have to interact with — digitally calm and secure, fitting into the
or, as lockdown eases, physically — to deliver better, safer, financially comfortable category.
and more seamless interactions at a lower cost. In Brazil, Japan, Italy and Spain,
consumers have stopped all non-
essential purchases and are more
They are financially constrained, As a consequence, we see some selective, feeling more financially
want touchless experiences and are new and different behaviors because overwhelmed and giving their
more thoughtful and selective in their of the way that we have had to financial recovery priority. Value for
decision-making giving preference to adapt to life in lockdown. Some money, and its corollary price, is
brands they trust. They have a deeper were already present and have the single most important factor in
appreciation of family, friendship and been accelerated or sharpened but decision-making and our research
health and are keen to see COVID-19 many are new and likely to remain this year shows that it has become a
as an opportunity to reset their values and indeed impact customers’ significant driver of loyalty.
in the world while getting value in all purchase behavior.
they experience.
Source: KPMG International Research, June 2020
In addition, in previous years of our Use of chat technologies and social

CX study we have seen that Cost or media has grown with a threefold Key takeaway
Value has had little impact on how increase in consumers claiming they Integrity and trust are
a customer’s assessment of their will use social channels, webchat,
anchored in an organization’s
experiences translates into advocacy messenger apps and SMS chat as
purpose. It sets an ethical
and loyalty. This year, however, for their main means of communicating
those countries experiencing severe with organizations in the new reality . standard that the business
economic impact at the time of must live up to. Like the CX
the study, we have seen that Value leaders in our research, firms
as a determinant of loyalty is second Key takeaway who have demonstrated
only to Personalization. In addition, resilient, moral principles and a
Organizations will need to
brands are perceived to be providing commitment to humanity, the
more value for money with the results invest in new digital methods of
environment and social aims
revealing a 3 percent uplift. communication and payments.
are those that consumers are
Prioritizing digital security will
gravitating towards.
be key.
Key takeaway
Trust becomes multi-dimensional
Organizations will need to rethink
their business and operating Trust underpins the commercial
models. The consumer’s search
As the effects of
cadence between customers and
for value for money is much organizations. Integrity and trust are COVID-19 reshape our
more than just short-term margin therefore two sides of the same economies, organizations
coin. Integrity is how the organization
dilution. It is a fundamental
thinks and behaves and trust is the
will need to strategically
change in purchase priorities and
will be prevalent for 12 months outcome gained as a result from re-engage with their
or more.
its customers. customers. While
During lockdown customers behaviors and spend
have become more aware of levels have already
environmental and corporate
Consumers have become more
behaviors.They are more questioning
changed dramatically,
digitally savvy
as to whether brands behave it is the evolution
COVID-19 has amplified the need for credibly when it comes to their of customer needs,
easy access to products and services environmental and social obligation.
They have added further dimensions attitudes and values that
and information. Most customers
are now comfortable using online such as safety and support of the will most disrupt how
channels to buy what they need. local community. businesses compete.”
They are reducing physical purchase
occasions and are gravitating towards Tim Knight
touchless shopping and contactless Partner, Customer Advisory
payments. 82 percent of consumers KPMG in the UK
stated that they are more likely to use
digital wallets or cards in the future.
Source: KPMG International Research, June 2020
The Six Pil ars

Eleven years of research have shown that every outstanding customer relationship has
a universal set of qualities — they are The Six Pillars of experience excellence. They are
inextricably intertwined and, in combination, provide a powerful mechanism to help
organizations understand how well their customer experience is delivered across channels,
industries and company types. Leading organizations demonstrate mastery of these pillars
and are outstanding at all of them.
In our research this year, all the top ranked brands exceeded the market average on each of The Six Pillars. Indeed, the
top-ranked brand in each market typically outperforms the respective market average score for each pillar by between
10 percent and 12 percent.
Integrity
Acting with integrity and engendering trust.
Trust is an outcome of consistent organizational behavior that demonstrates trustworthiness. There are
trust building events where organizations have the need to publicly react to a difficult situation, and trust
building moments where individual actions by staff add up to create trust in the organization as a whole.
Behavioral economics holds that as humans we trust people we like. The ability to build rapport at a basic
human level is therefore critical in creating trust with customers.
— Do the right thing for me personally — Have not been associated with negative
— Be seen to be doing the right things for stories on the TV, internet or in the
customers in general newspapers
— Stand for something more than profit — Are recommended by my friends or family
— Take corporate social responsibility seriously
— Contribute to my local community
Resolution
Turning a poor experience into a great one.
Historically when it comes to resolution, organizations have majored on service recovery.
COVID-19 has driven rapid innovation because customer problem solving has come to the
fore. This mindset in turn has accelerated a focus on solutions rather than products and
driven engagement.
— Own the resolution and fix with urgency — Go the extra mile if required
— Keep me fully informed of issue — Provide a temporary solution while trying to
resolution progress resolve the problem
— Offer a warm and sincere apology — Assume my innocence
Expectations
Managing, meeting and exceeding customer expectations.
Customers have needs and they also have expectations about how these needs will be met. Customer
satisfaction is the difference between expectation and actual delivery. Understanding, delivering and,
if possible, exceeding expectations is a key skill of great organizations. Shaped by COVID-19 customer
expectations have become more fluid. Understanding these changing expectations is a vital component of
designing the right solutions and experiences. Proactive expectation setting communications will now be
expected as standard.
— Do what they said they would — Keep me informed as to what is happening

— Provide a consistent service every time I use when I have a query or place an order
them — Check whether I’m happy with their product/
— Use plain English — no jargon services
— Set my expectations accurately
During COVID-19, customers have perhaps for the first

time seen organizations put their customers and their
people’s wellbeing before profit. Leading organizations have
acted compassionately and sensitively to the factors that
affect trust. Going into the new reality firms will need to be
careful they do not undermine this newly acquired trust.”
Amanda Hicks
Partner in Charge, Customer, Brand and Marketing Advisory
KPMG in Australia
Empathy
Achieving an understanding of the customer’s circumstances to drive deep rapport
It is time for all firms to show that they care, that the safety and wellbeing of their employees
and customers is their prime concern. Corporate kindness are two words not usually put
together, but they are now fundamental to how a company operates from within.
— Understand my particular situation — Invest time to understand me and my needs

— Explain things in a way I can easily understand — Provide the right emotional responses for
— Demonstrate they care my situation
— Acknowledge how I’m feeling and — Are willing to bend the rules to help me out
act appropriately
Personalization
Using individualized attention to drive emotional connection.
Demonstrating that you understand the customer’s specific needs and circumstances and
will adapt the experience accordingly is now the expected norm. Customers during the crisis
described the feeling of being in an infinite present and unable to see beyond tomorrow. Our CX
leaders have been focused on ensuring that, as far as possible, customers can take control over
their lives by providing experiences that are more strongly tailored to their circumstances, that
make them feel valued and important and put them back in control.
— Offer products or services relevant for me — Know who I am from my customer history
— Understand my specific personal needs when I’m dealing with them
— Make me feel valued — Make me feel in control
— Treat me as an individual — Show an interest in me
Time and Effort

Minimizing customer effort and creating frictionless processes.
Customers are time poor and increasingly are looking for instant gratification. Removing
unnecessary obstacles, impediments and bureaucracy to enable the customer to achieve their
objectives quickly and easily have been shown to increase loyalty. COVID-19 has amplified the
need for easy access to products and services, convenience and relevant information. Home
delivery has become a way of life.
— Provide information/answers I need when I — Explain exactly what I need to do next at all
contact them points in my task or purchase
— Minimize waiting times — Make my time investment feel worth it
— Manage queues/call waiting effectively — Offer alternative ways to complete my task or
make my purchase
The new reality

experience
They show business leaders
specifically what they need to create
in order to compete for the new
reality customer and become or
remain high performing CX leaders.
This year however we have seen that
Value as a determinant of loyalty is
second only to Personalization. It has
seen an overall shift of 11 percent in
importance since 2018.
This year’s research shows that

The Six Pillars of Experience are
more relevant than ever, but now
have additional requirements and
priorities attached.
As companies demonstrate their

commitment to a safe and secure
Investing in the customer relationship in times of difficulty environment and seek to adapt to
will be repaid by enduring customer loyalty. Firms that customers’ unique circumstances
Integrity and Personalization now play
maintain their ethics during periods of catastrophe grow a particularly strong role in in driving
and prosper. both advocacy and loyalty.
— Integrity is the strongest driver of

Eleven years of research with 4 In normal times, they are powerful
Advocacy (NPS) across 18 of the
million customer evaluations of tools for creating successful,
27 markets, while Personalization
c.3,500 brands globally have shown sustainable and ethical businesses.
that there are six dimensions of When faced with the unprecedented leads across 8 markets.
customer experience that firms challenges of new reality, they
need to excel at if they are to reap provide an invaluable guide to — Personalization is the strongest
the financial rewards that result navigating the changes that will pillar in driving Customer Loyalty
from loyalty and advocacy. These are be required by defining excellence in 19 of the 27 markets, while
Integrity, Resolution, Expectations, in both customer and employee Integrity leads across 6 markets.
Time & Effort, Personalization experiences.
and Empathy.
Global performance has increased Those that do, start with the design The CX leaders in our research
across each of The Six Pillars of a competitively superior customer go to great lengths to ensure
this year. experience and then design the that employees experience their
culture, skills and behaviors that will organization in the same way a
Overall customer experience enable frontline employees to deliver customer would. For the leading hotel
performance rose by 3 percent such an experience. This is because and travel companies for example
globally in 2020. innovation, creativity, passion, the induction of new employees
commitment and the desire to do involves experiencing the brand
The Pillar with the highest growth
great things for the customer start as a guest. The target employee
(4 percent) is Expectations. We
and finish with the employee. experience across journeys and their
surmise that this increase is due to
employment life cycle is carefully
consumer expectations having been The Six Pillars can be universally crafted to ensure the target customer
reset due to COVID-19. The reaction applied to both customer and experience naturally emerges.
and innovation of many organizations employee relationships. By
have given the increased ability to seeing all people (and their digital For leading retailers ordinary retail
wow and exceed expectations. counterparts) through this singular roles are elevated through stringent
lens, organizations can remove recruitment and training to become
Our leaders demonstrate that
disconnection and unify their consultants, trusted advisors to
consistent delivery across each of
colleagues around common ways customers who not only sell products
The Six Pillars remains critical. All
of thinking. but guide customers to exactly the
the top ranked brands exceeded the
right solutions for them. Even more
market average on each of The Six In short, transforming the customer important as countries globally ease
Pillars. In fact, the top-ranked brand in experience (CX) requires that out of lockdown measures and
each market typically outperforms the organizations adopt an equally want to feel safe and secure in their
respective market average score for methodical approach to the employee physical purchase experiences.
each pillar by between 10 percent and experience (EX).
12 percent. For online retailers it is how staff can
The experience an organization replicate human interactions online
Connecting customer and employee delivers to customers reflects the and make an emotional connection
experience organization and its employees. digitally. This is an area many
Employees who are motivated, organizations have been thrust into
Companies around the world are
empowered and enabled with the over the last few months and will
attempting to transform their
information, tools and technology need to be careful to maintain and
businesses but only a small
they need to deliver on the brand improve as customers will not be
number have made energizing their
promise can make or break the forgiving if the experience slacks off.
frontline people a central part of
customer experience. This goes
their transformation journey. These
beyond employee engagement. The unifying factor across each of
leading companies are embracing
This means taking the design these companies is that employees
the concept of the “workplace as an
and measurement of employee and customers alike are infused and
experience”, where every aspect of
experience just as seriously as the enthused by an abiding sense of
work is carefully designed, arranged,
design and measurement of the purpose which, when coupled with
and controlled to energize and inspire
customer experience. The Six Pillars, provides a set of
employees to deliver the prescribed
implementation principles that aligns
customer experience. Perception of an employee’s both employees and customers
experience is now an important behind a desire to make a difference
This requires a new covenant
decision point for customers. to the customer and the world they
between front-office and people
41 percent of customers say that live in.
leadership, connecting the worlds
it is now more important to them
of customer, HR and general
because of COVID-19. Customers
management in a way that most
want to be assured that employees
operating models resist.
are well treated, safe and enjoy
their jobs.
A connected
enterprise for
the new reality
Companies that were agile,
responsive and digitally
Insight-
enabled were able to better Innovative Experience-
navigate the effects of driven
products and centricity by
COVID-19 and lockdown. stategies
services design
and actions
These connected enterprises have
high levels of synergy between
eight core capabilities across the
organization where each capability has
a mutually beneficial, self re-enforcing
Seamless
interactions 2X Responsive
operations
impact
effect. This is critical to compete in the
new reality. and and supply
commerce chain
Digitally- Integrated
Aligned and
enabled partner and
empowered
technology alliance
workforce
architecture ecosystem
Source: A commissioned study conducted by Forrester Consulting on behalf of KPMG, September 2018
01 04

Insight driven strategies Seamless interactions
and actions and commerce
Connected enterprises harness data analytics to generate The Connected Enterprise is a relationship business,
actionable insights. They are equipped to develop a engaging with prospects and customers at multiple
real-time, multi-dimensional view of their customers, touchpoints and ensuring an integrated experience across
allowing them to shape meaningful and effective customer them. Whether the customer’s entry point is marketing,
strategies and a personalized approach to executing them. sales or service, the business delivers a joined-up
They use insights to make integrated business decisions. experience and provides the opportunity to buy across the
marketing, sales and service lifecycle while making the
Connection points
customer feel valued. The business works together across
— Do your D&A capabilities give you a holistic functions to achieve measurable results.
understanding of your business ecosystem?
Connection points
— How do your data practices help you to provide a real-
time, 360 view of your customers? — Is your experience joined up and connected?
— Do you have detailed policies in place to ensure — How does your organization harness data and
information security and privacy? analytics to deliver a relevant, seamless experience
across marketing, sales, service and commerce?
— Can your platform integrate internal systems with
partners and third-party providers to provide the
desired experience?
02 05
Innovative products Responsive operations
and services and supply chain
A connected enterprise develops compelling customer Connected enterprises know they must have the right
value propositions including price, products and services operations practices and supply chain in place if they are
to engage the most attractive customers and drive to actually execute on the promise to customers. They
profitable growth. It innovates with the needs and operate the business with efficiency and agility to fulfil
priorities of customers in mind and, by anticipating where the customer promise in a consistent and profitable way.
demand is moving, builds competitive advantage. They have the right enterprise decision analytics, operating
models and procurement services in place.
Connection points
Connection points
— Does your strategic planning process balance value to
customers with value to the organization? — Are your operations able to respond and adapt to
— Do your customer insights help you target customers changing market requirements?
and prospects with the right products? — Does your supply chain bring you the consistent
— Do you design new products and services leveraging performance that you need?
deep customer insights and anticipating future needs? — Do you leverage Data & Analytics across the full value
chain to drive enterprise improvement?
03
Experience-centricity
06
Aligned and empowered
by design workforce
Many businesses invest heavily in new technology and
operations — but don’t base it around the actual impact A Connected Enterprise has an agile organizational
on their customers, employees or business partners. structure ready to adapt. The company attracts and recruits
Connected enterprises step back and ask what experience the right type of people; it builds and instils a customer-
they want to deliver to these audiences and then centric culture; it inspires people to deliver on the
intentionally create it through design, supporting the value customer promise and drive up business performance.
propositions and delivering on business objectives. Connection points
Connection points — Do you foster an innovative, forward-looking and
— Do you approach experience design from both the customer-centric culture?
inside-out and the outside-in? — Do your employees have the right skills and training to
— Can you respond to rapidly evolving customer, help them deliver to customers?
employee and marketplace dynamics? — Are you able to attract and retain the right digital
— Do you measure customer, employee and partner and entrepreneurial talent with the right mindset for
interaction across different products and services, customer centricity?
delivered across various channels, using multiple
KPIs?
07

Digitally enabled
technology architecture
Connected enterprises have the ability to architect,

engineer enable and operate intelligent digital services,
technologies, and platforms to deliver on the customer
promise in an agile, cost-effective and scalable manner
while maintaining security. They develop secure, scalable
and cost-effective solutions that also support customers,
employees and partners to work effectively.
Connection points
— Are you incorporating and optimizing the integration of
today’s and tomorrow’s technologies to support high
performance?
— Are you automating business and technology
processes to respond to customer needs more
effectively?
— Is the necessary security in place to protect your data,
systems and products?
08
Integrated partner and
alliance ecosystem
No business does it all themselves. Every business relies

on its partners. Connected enterprises successfully
engage, integrate and manage third parties to increase
speed to market, reduce costs, mitigate risks and
supplement capability gaps to deliver the customer
promise. They develop trusted relationships with their
partners and build a competitive edge together.
Connection points
— Are you able to identify partners, alliances and vendors
to fill any capability gaps?
— Do you have a defined, efficient and risk-reducing
onboarding process?
— Do you monitor partners’ performance and ensure it’s
helping you meet your business objectives?
© 2020 Copyright owned by one or more of the KPMG International entities.

KPMG International entities provide no services to clients. All rights reserved.
How to succeed
in the new reality
There are a number of key considerations that can help organizations make faster progress.
Keep close to what your customers want
01 The ability to think “outside in” is key in building a customer-centric business. Ensure that you are not
deviating from your original goal of delivering on what your customers want, need and are willing to pay
for; keep continually looking up and outside of the organization to ensure this mission is at the fore.
Do things in an agile way
02 Becoming a connected enterprise is a transformation — but that doesn’t mean the business needs to
revolutionize itself overnight. Break changes down into specific steps, sequence them and implement.
Keep standing back to assess whether the change has been successful in a ‘test and learn’ approach. It’s
about a series of small changes that together add up to a significant and impactful transformation.
Build in resilience
03 67 percent of CEOs say they have had to rethink their global supply chain approach given the disruptive
impact of COVID-19, driven by the desire to become more agile in response to changing customer
needs.1
Keep it human
04 While embedding new technologies such as AI and automation are likely to be critical in developing
more seamless interactions for customers, remember that you also need to keep the experience ‘real’.
Don’t lose the human touch; make sure that your customers are still being served by humans — your
employees — at the key moments.
Make use of new technologies
05 80 percent of CEOs say that COVID-19 has accelerated digital transformation.2 Make sure that you are
continually looking at what new technologies are becoming available that could help you serve customers
better or connect your business up more seamlessly. Are you utilizing cloud effectively? Are you building
in appropriate automation and AI? Are your teams empowered with collaborative tools so that they can
better work together and share key information and data easily?
1, 2
2020 Global CEO Outlook, KPMG International
Signals of success
A focus across the eight capabilities delivers higher performance for customers, employees
and the organization as a whole.
Capability What good looks like What good looks like What good looks like
for customers for employees for organizations
Insight-driven Personalized, authentic and Evidence based mindset, Leverage real-time insights and
strategies & contextual experiences with a openness to challenge and learn data to optimize the enterprise.
actions brand. from failure.
Innovative Connection to the brand, Innovation is everyone’s job: all Products/services, pricing and
products & relevance of product employees contribute and there promotions are differentiated
services and experience. is a robust innovation harvesting and constantly optimized to
process. meet demand.
Experience The experience is the brand Employee experience is of equal Experience centricity is at
centricity by promise and it is consistently importance and is designed to the heart of the organization
design delivered across all interactions. support and mirror the desired and customer and employee
customer experience. experiences are optimized to
deliver economic value.
Seamless Seamless and secure Employees have the tools to Preference-driven interactions
interactions & interactions with a brand across enable them to freely operate, and integrated payment
commerce all transactions. collaborate and interact across mechanisms across the brand.
organization boundaries.
Responsive Receive and return products and Awareness of end-to-end Leverage innovation-driven
operations & services when, where and how value chain and individual’s demand, inventory management
supply chain it is most convenient. contribution to customer and distribution.
outcomes.
Aligned & Seamless and consistent Everyone a leader and Empowered employees,
empowered experience received across all everyone an innovator mindset inspired leaders and a culture
workforce teams and departments. throughout the workforce. that embraces change with an
Teams and individuals know organization truly aligned to the
how they contribute to the value it brings to customers
strategy and the customer & and stakeholders.
business outcomes.
Digitally-enabled Technology enables a Courage to experiment and act Culture of innovation and agility
technology frictionless, contextual and quickly. High levels of digital driving speedy, high quality tech
architecture personalized experience. acumen, harnessing the power implementation and adoption.
of emerging technology.
Integrated Are able to access a rich and Seamless collaboration and Identify and leverage synergies
partner & alliance diverse set of products /services interaction between all parties with third parties to overcome
ecosystem from a single brand. throughout the ecosystem. enterprise barriers and execute
on the desired experience.
Getting the
balance right drives
economic value
Getting connected takes foresight, planning, commitment, agility and perseverance — and
the evidence corroborates the effort.
The business won’t only benefit from good customer balance between what customers expect and what
outcomes — it will capture the economic benefits too. makes financial sense to deliver. It is value engineering
that comes from mastering the economics of customer
This means generating maximum economic value on the experience. Simply stated, enterprises need to manage
most profitable services that customers value most and both experience expectations and experience delivery and
not wasting undue effort on areaas that customers don’t execution, recognizing the power of the eight connected
value or have merely functional expectations around in the enterprise capabilities working together to execute in a
first place. connected manner.
Connected organizations and many of the CX leaders
in our research are more successful at striking the right
Economic value is lost EXPERIENCE DELIVERED

when experience fails to
meet expectations resulting
in missed revenue
and share. +1x
CUSTOMER EXPECTATION
-2x
Economic value is lost when
experience significantly exceeds
expectations resulting in higher than
necessary operating costs.
Economic value is maximized
when customer expectations and
experience are in alignment.
Source: KPMG International
19 Customer experience in the new
rew reality
reality
Global CX
leaders
The leaders in this year’s global CX research
are well adapted to respond to new and
emerging customer requirements. Many
are recently established organizations
which already have customer problem
solving cultures, flexible employee policies,
progressive workplaces and have invested
in digital tools designed to make their
customers’ and colleagues’ lives easier.
Half of the companies featured in the research were also

in the top one or two companies listed in 2019. Their
customer-oriented approach enabling them to weather the
recent unprecedented times better than their competitors.
12 of the leading companies are financial organizations,

the majority provide traditional services, however none of
these companies operate in a ‘traditional’ way. They have
a single unifying objective to put their customer first. They
focus on making a difference to the customer’s life; they
are driven by ethical and sustainable objectives and they
are harnessing digital technologies to benefit the customer
in new and inventive ways.
7 brands retained their number 1 spot from the previous

year. 3 brands were new to the rankings, while 13 were
featured previously as a top 10 brand, 15 as a top 20 brand,
and all featured within the top 30.
Each of the companies in this year’s hall of fame are

united by their desire to continually improve and innovate.
Consistency is key. Customer
They realize that digital services require a human touch
experience (CEE metric) for the top- and are mastering the art of highly personalized service
ranked brand in each market is an across channels.
average of 11 percent higher than its
respective market average.
© 2020 Copyright owned by one or more of the KPMG International entities. KPMG International
entities provide no services to clients. All rights reserved.
2020 hall of fame

Australia Austria Belgium Brazil
First Choice ÖAMTC Argenta Sodiê Doces
Liquor
Czech Republic Germany Hong Kong Ireland

Air Bank Fielmann (SAR), China Credit Union
Adidas
Italy Japan Luxembourg Mexico

Leading Tokyo Disney LALUX Marriott
online retailer Resort
Netherlands New Zealand Poland Romania

ASN Bank The Co- iSpot ING Bank
operative
Bank
Russia Singapore Slovakia Spain

Nike American Martinus Apple Store
Express
Sweden Taiwan Thailand UAE

Apotea Richart AIA Emirates
UK US Vietnam
first direct USAA Vietnam
Airlines
Australia Czech Republic

First Choice Liquor Air Bank
First Choice Liquor was created when parent company Air Bank prides itself on “Simplicity, Courage, Truth,
Coles Liquor merged their Liquor Market stores with First Friendliness.” With a clear vison to create a bank that
Choice. They have award-winning store design, exclusive serves people it is simple and clear in its communications.
products not available from any other Australian retailer These values flow through to products which are designed
and exceptional service which has elevated them 19 to meet customer needs first and profitability second.
places to number one in Australia. They responded quickly Air Bank introduced a “deferral of payment” program for
to COVID-19 with safe “no contact” home delivery and those in financial distress as a result of COVID-19.
click and collect.
Germany
Austria Fielmann
ÖAMTC
Fielmann stands for eyewear fashion at a low price. They
ÖAMTC is the largest automobile club in Austria with more are Europe’s largest optician. Their user-friendly services
than 2.2 million members. Referred to by its customers shape the company’s history and “The customer is
as “yellow angels”, customers are typically attended to in you” forms the underlying principle of their customer
30 minutes and the vast majority are able to drive away oriented corporate philosophy. As COVID-19 struck
afterwards. Throughout the lockdown period customers Germany Fielman donated 20,000 pairs of protective
were able to access up to date information and travel and glasses to hospitals and medical services. Observing
mobility restrictions across Europe. the rapid development of the coronavirus crisis, they
altered their supply chain for plastic frames in favour of
Belgium protective glasses.
Argenta
Hong Kong (SAR), China
Argenta Bank is a bank and insurance company for families Adidas
with 1.7 million customers. It supports its customers with
“leading healthy financial lives by providing clear, honest Adidas have dedicated themselves to approaching
and close-at-hand financial services”. Innovative digital product development and customer engagement through
communication techniques support “human powered innovation. Their focus on digital encompasses production,
conversational banking” bringing a strong people focussed e-commerce and customer communications. Through
touch to digital banking. Argenta responded to COVID-19 research and data analytics, their deeper understanding
with specific support programmes for the “financially of sports as well as fashion enthusiasts enables Adidas
distressed” and improving ease of access (via digital and to target their products, communications and apps with
remote channels) for vulnerable customers. precision. The experience is embodied in the futuristic
Brand Centre within Hong Kong’s most central districts.
Brazil Adidas has also taken steps to support business partners
Sodiê Doces and workers in the supply chain by fulfilling commitments
to their business operations and liquidity, and providing
early health and safety guidance for suppliers.
Cleusa Maria went from a child labourer to owner of
Brazil’s most popular cake shops. The firm’s name is a
combination of her childrens’ names Sofia and Diego and
Ireland
translates as Sweet Sodie. With 300 owned and franchised
Credit Union
outlets the business has built a strong reputation for
quality and service.
Credit Union Ireland offer a face to face customer
experience at a time when other financial institutions
are moving away from physically meeting customers.
Customers talk about the ethics of a Credit Union that
exists solely for the benefit of its members, not to profit
from them. Credit Union Ireland responded rapidly to
COVID-19 with its “people helping people” philosophy.
Remote delivery of cash, helping members who hadn’t
previously used remote and digital access, “helping hand
loans” and flexible repayments (forbearance) as well as
systematically contacting the more vulnerable members to
ask how they are coping, whether anyone has checked in
on them and whether they have supplies.
Italy Mexico
Leading online retailer Marriott
This leading online retailer continues to offer a unique Marriott in Mexico have examined the minutiae of a
customer experience. Central to this is the ability for customer’s end-to-end journey and set perfection as their
customers to find what they want in an instant with expectation at each stage. They infuse their brand pillars
personalized recommendations and search results. This is all into the journey design to deliver a distinctive experience.
presented with curated web content and efficient delivery. Marriott Mexico’s senior staff responded to COVID-19 by
They responded quickly to COVID-19, prioritising essential cutting their own salaries to subsidize keeping staff on
goods for delivery and rapidly increasing its workforce to furlough while hotels are closed.
cope with demand.
Netherlands
Japan ASN Bank
Tokyo Disney Resort
ASN Bank has a strong sense of environmental and social
Tokyo Disney Resorts (TDR) is one of the world’s leading purpose as part of its mission of sustainability. ASN Bank
theme parks with over 30 million visitors every year and is wants to help create a world that is safe and healthy for
number one for customer experience. The first park, Tokyo people to live in, and where the environment is respected,
Disney Land, was established in 1983, and Tokyo Disney both in the present and in the future. ASN along with other
Sea followed in 2001. Over the last 30 years, both parks Dutch banks developed a set of support measures for
have built strong trust and loyalty through exceptional individuals and companies that were financially distressed
service and new and evolving services and attractions that as a result of COVID-19.
continue to exceed expectations.
New Zealand
Their mantra is “enriching hearts and energizing people”, The Co-operative Bank
while maintaining a customer perspective. TDR is loved
by all types in Japan, young and old, with brand loyalty The Co-operative Bank is customer owned and has an
amongst one of the strongest in the entertainment and ongoing commitment to “doing right” by New Zealanders.
leisure sector. It is one of the few banks in the world to share profits
with customers. The bank introduced a range of measures
designed to help alleviate the impact of COVID-19,
The hospitality at TDR is now the benchmark for customer
including repayment holidays, emergency loans and
service in Japan, with convenient services that tailor to all
support for those in financial hardship.
segments and a focus on rewarding returning visitors and
ensuring an amazing experience every time.
Poland
iSpot (Apple)
Tokyo Disney Resorts responded to COVID-19 by
closing the parks at the end of February, ahead of official
iSpot describes itself as “the largest Apple Premium
recommendations. This early closure, combined with the
Reseller in Poland” and specializes in iPhones, iPads,
clear communications to protect customers and staff, saw
and Macs. iSpot offers repair and education services to
customers praising Disney for their decisive action.
customers, making Personalization a key pillar for this
retailer. Being able to offer a personalized experience relies
Luxembourg on the training of its employees — such is the breadth
Lalux of knowledge that’s required to cover several complex
scenarios, many of which will be unique to a particular
Lalux is an insurer that keeps ‘Customer closeness’ and customer. To keep Apple customers operating during the
a sense of place central to the customer experience. Its lockdown, iSpot expanded their online support services
reputation is built on resolving customer claims rapidly enabling email access to helpful support staff.
and with great empathy. Staff and agents maintain a
close personal relationship with its customers throughout
the process.
Romania Slovakia
ING Bank Martinus
Ing Bank Romania is committed to pushing the boundaries Martinus bookshops are purpose led, wanting to “sell
of technology to remove barriers and make life easier for stories”. In designing their customer experiences Martinus
its customers. From introducing biometrics to aid financial follows four core principles: “Passion — because we love
transfers to enabling its customers to use their preferred what we do. Personal approach — because we want to
platforms — it is true to its purpose “Empowering people understand each other even though we are completely
to stay a step ahead in life and in business”. ING bank’s different. Wow effect — because we deliberately do little
response to COVID-19 has included loan relief (holidays), things that together create a unique experience. Strive
providing expert advice, implementing national schemes for improvement — because we appreciate curiosity,
and supporting companies to alleviate those concerns. initiative and progress”. Already an online retailer, Martinus
Advising people to use online banking channels and extended their online capability to respond to COVID-19 by
contactless payments to prevent spread of the virus. In enabling their customer service agents to advise shoppers
Romania loan repayment holidays can be granted up to with their book selections in video chat sessions.
9 months.
Spain
Russia Apple Store
Nike
Apple Store staff in Spain understand the difference
Nike retail staff are selected based on their interest and between selling products and building relationships. Their
involvement in sports, and their ability to convey their focus is on the latter following the Apple mantra that
passion to customers. Positioned as “consultants” building relationships is the way to sell more products.
they regularly undergo training to provide customers They realize that customers want to buy from someone
with valuable advice and product recommendations, who makes them feel special, someone who takes the
based on their knowledge and experience. Globally Nike time to give them a unique and personalized experience
have assembled their expert scientists, engineers, and and tries to make their lives better. Apple Spain recognized
designers to create full-face shields and powered, air- “that Customers may need support from Apple during
purifying respirator (PAPR) lenses to support healthcare this challenging time and we’ll ensure our online and
workers. They have donated more than 140,000 pieces of phone support, as well as online store, remain open for
footwear, apparel and equipment globally to communities customers.”
in need. They have also committed more than 25 million
US dollars (USD), including more than USD2 million in Sweden
employee donations, to support COVID-19 response Apotea
efforts worldwide.
Apotea is Sweden’s largest online pharmacy. It has built
Singapore its reputation on innovation and sustainability. The CEO’s
American Express philosophy is to make online shopping as convenient
and appealing as possible. That includes everything from
American Express ensures it delivers world leading information about the products to payment solutions
customer experiences through a focus on speed, empathy, and delivery. Its offices generate more power than they
education and efficient, empowered, customer service consume and each aspect of their business is analysed
professionals who can connect with their customers through the sustainability lens. COVID-19 has rapidly
personally. Amex response to COVID-19 has been to waive accelerated the need for Apotea’s services and their
interest and late fees, as well as providing support to delivery approach direct to the customer’s door.
those in difficult circumstances.
Taiwan UK
Richart first direct
In Taiwan, Taishin Bank developed Richart with the goal of first direct have been number one in the UK for customer
providing the best financial customer experience through experience 5 times in the last 11 years. Their mantra is
mobile banking. A particular favourite of young Taiwanese, “Pioneering amazing service”. Proactive engagement,
Richart has as its goal to teach young Taiwanese residents strong communications and a highly committed team
how to effectively manage their wealth at an early means their customers continue to receive outstanding
age. Richart has been conducting campus lectures in service. first direct responded to COVID-19 with a range of
universities and schools across the country. Richart is the financial and non-financial initiatives. As well as payment
first digital banking product in Taiwan to undergo the Social holidays and help for customers struggling financially, they
Return on Investment (SROI), an internationally recognized recognized there were other aspects they could help with
project performance evaluation approach, to provide insight too, including support for bereavement, managing money
into Richart’s influence on the society. It showed that every from home and domestic and financial abuse and claiming
1 New Taiwan dollar (TWD) of investment into Richart has refunds on credit or debit cards.
the potential to create TWD5.5 of societal value — which is
1.5 times greater than the global SROI average of 3.77.3
US
USAA
Thailand
AIA USAA serves millions of military members and their
families with competitive rates on insurance, banking and
AIA is an insurance company that has been in existence investment services. They seek to demonstrably act in
for over 100 years whose purpose is “to play a leadership their customers’ best interests. In responding to COVID-19
role in driving economic and social development across and based on a steady trend of reduced driving and fewer
the region. That is our service to societies and their accident claims by members, they returned a proportion of
people”. their profits to members.
Their focus is on providing solutions to problems that
occur across the customer’s life stage. They focus on
Vietnam
supporting customers through life events with both
reactive and preventative initiatives. AIA has set up the
Vietnam Airlines
first COVID-19 digital clinic in Thailand enabling those
who think they may be affected to get in contact with Vietnam Airlines have been on a progressive journey to
a health professional digitally. It is a free telemedicine improve the quality of their customers experiences. They
service enabling real-time interactions between patients are firmly committed to equalling the service levels of the
and doctors. The service enables callers to avoid visiting world’s leading airlines. Central to their approach has been
hospital unnecessarily, thereby reducing the risk of further customer listening. The continual aggregation of customer
COVID-19 infection. feedback to drive improvement which incrementally adds
value at each stage of the customer journey. It has inspired
several changes to the customer experience from food and
UAE drink through to conversations at check-in.
Emirates
With an intention to become a digital airline they
Emirates have exported outstanding customer service all
have invested in an IT infrastructure that has driven
over the world. The airline recruits from 140 countries but
the digitization of flight management documents, the
each employee, regardless of origin, must have a strong
application of artificial intelligence (AI) and the use of big
service ethic, a desire to please customers, and act as
data in business, operations and fleet management which
an ambassador for the brand. Emirates is one of the first
has accelerated automation and customization to enhance
companies in the world to “industrialize” customer journey
the customer experience. They are known locally for their
mapping. Every step along the customer journey is skilfully
warm hospitality and a commitment to great customer
designed to be memorable. COVID-19 greatly restricted
service which characterizes Vietnam’s rich culture
Emirates but their response was to put customers first,
and identity.
Emirates has a single COVID-19 travel waiver policy in
one simplified approach for rebooking and refunds on
tickets issued.
3
https://asianbankingandfinance.net/retail-banking/exclusive/how-taishin-banks-richart-captivated-taiwans-youth#:~:text=It%20showed%20that%20
every%20NT,management%20habits%2C%E2%80%9D%20Shang%20said.
Industry
views
Due to COVID-19 restrictions, many purchases

have had to shift from in-person to online channels,
creating a more digitally savvy consumer that
demands frictionless interactions. Many organizations
had to accelerate, augment and promote their original
customer interaction investments. For the leaders
in our research, this was a minor adjustment to
existing operating models allowing them to maintain
continued interactions with their customers on a
regular basis — maintaining a commercial cadence.
Indeed, the shift to digital enabled greater value to be
created by lowering costs to serve.
The migration to these digital relationships poses
something of a challenge for organizations, even for
those with a strong digital presence, because online
experiences in the new reality need to be immersive,
emotive and, above all, safe. Over the next few
pages, we take a deep-dive into some key industries
to look at how they have pivoted to meet customers’
changed expectations.
Organizations which are most likely to prosper over the long term are
those that adapt their business models and embrace the right type of
partnerships to respond to the new reality; rethink their cost of doing
business across multiple facets; demonstrate their purpose and prioritize
personal safety for their employees and customers and understand who
their customers are, that their needs are changing quicker and brands will
need to adapt faster to meet their expectations.”
Gary Reader
Global Head of Clients and Markets
KPMG International
With IATA predicting it will be 2024 before air travel

returns to pre COVID-19 levels and over 30 percent
of the world’s 26,000 aircraft grounded the air
travel industry faces a crisis like no other. The
passenger experience is set to change dramatically
as airlines grapple with the twin issues of cost and
passenger health. Central to its recovery is the
restoration of passenger confidence.
With a lengthy period of recovery proof that a passenger has tested

predicted, airlines are having to deal negative for the virus before a flight,
with a structural change in air travel using a digital certificate downloaded
economics. The nature of the airline to a mobile phone.5
industry is that costs of idle aircraft
run to thousands of US dollars every Much greater investment in self-
day. Full-service airlines depend on service can reduce staff passenger
the business traveler to make their interactions and self-protective
economics work and low-cost airlines pouches, a package that includes a
depend on utilization and passenger mask, gloves, hand sanitizer, alcohol
density. Both are under threat. wipes and an information leaflet
with tips on how to prevent the virus
COVID-19 has ushered in a new era spreading, will replace amenity kits.
of air travel experience. One that
differs dramatically from what has Critical areas for getting aviation back
gone before. Over and above ensuring on its feet include the development of
that effective sanitization measures agreed protocols between countries
are in place, airlines are finding regarding safe travel. This requires
ways to keep passengers safe while co-ordination of the whole ecosystem
Airlines
encouraging air travel. Emirates for that impacts the customer journey,
example were the first airline to offer including pre and post flight rapid
COVID 19 insurance.4 Several airlines testing regimes, predictable border
have collaborated on the introduction controls and effective treatment of
of COVID-19 health passes. This will any of those impacted by COVID-19
standardize a globally recognized while traveling.
4
https://www.bbc.com/news/business-53563276
5
https://www.ft.com/content/8d603248-6884-4081-9256-8c5b2f2827ba
The industry faces extensive — How can we keep our staff

disruption for the next few years and motivated and engaged during the Airlines hall of fame
there are several strategic questions right sizing activity? Alaska Airlines US
to be answered clearly:
— How do we continue to ANA (All Nippon Japan
differentiate in a touchless Airways)
— How do we make every aspect of
environment?
the passenger journey contactless Emirates UAE
and touch free? Ultimately, whether passengers
JAL (Japan Airlines) Japan
will feel confident enough to take
— How do we respond to the rapidly to the skies depends on consumer JetBlue Airways US
growing environmental and confidence as recovery measures
are put in place by governments, KLM Netherlands
sustainability concerns?
airports and airline operators and
S7 Airlines Russia
the sense amongst passengers
— What other standards of
of whether airlines and the whole Singapore Airlines Singapore
passenger safety do we need travel ecosystem have adequately
to adopt (e.g. QR codes, health addressed their concerns regarding Southwest Airlines US
assessments etc.)? COVID-19 and its bearing on air travel. Vietnam Airlines Vietnam
— Given the state of the industry in

2022, 2023 and 2024, how do we
Sector hall of fame based on brands’ Customer
manage our economics and right Experience Excellence performance relative
size decisions? to their market, according to consumers in the
market specified.
COVID-19 will usher in a new era of air travel

experience. It will be more digital however with
potentially more points of friction for customers in
the whole travel journey from what has gone before.
The airlines featured in our hall of fame are often the
ones working hard to establish passenger trust during
COVID-19 and demonstrate that they care about their
customers, their people and the world they operate in.”
Malcolm Ramsay
Global Head of Aviation
KPMG International
The traditional banking model was already

being challenged pre-COVID-19 by three trends:
persistently low interest rates, extended regulation
and increased competition from challenger banks
and digital entrants. COVID-19 has accelerated the
need for new banking technologies and cost-cutting
efficiencies. Cloud technologies, digital applications
and AI can help banks weather these changes and
differentiate their offerings in the long term.
This shift also reflected a practical next 5 years. Cloud and SaaS has
need for more efficient operations allowed banks to operate with an
as well as increasing pressures agility and speed usually associated
for banks to boost their return on with their fintech competitors.
capital and decrease cost-income
ratios. Meanwhile, systems such as 2. Artificial intelligence will separate
Open Banking (allowing third party the winners from the losers in
applications access to bank accounts) banking. There are a diverse range
was a potential disruption to the of uses for AI, with a growing
industry, splitting the value chain focus on improving the customer
into product creation and fulfilment experience through personalization.
and increasing the likelihood of
3. B
anks will overhaul their
competition from new entrants,
business models to create digital
particularly from big technology firms.
ecosystems. In the new world,
COVID-19 is accelerating these banking will become part of a
demands. It has also changed platform of services with the key
Banking
consumers’ behaviors, pushing players transforming their business

them to consider new tools and models into digital ecosystems
technologies. As customers become and making the bank the center of
“digital first” across all age groups the these platforms.
traditional banking model of separate
In the near term, banks may enjoy a
and often unintegrated channels
revitalization as they continue lending
comes into question.
to their customers during the crisis.
Our research suggests there are three They also enjoy the protection of
trends which will shape the future of the safety net and access to deposit
the banking industry: financing. Nevertheless, COVID-19
will likely accelerate the digitalization
1. New technologies will drive and the shift over the medium term of
banking transformation over the activities away from the sector. This
prompts some fundamental strategic — How do we harness the data we

Banking hall of fame
questions: have to increase personalization
and build longer and more Air Bank Czech
— Big Tech companies have many sustainable relationships across Republic
of the ingredients to get ahead the customer lifecycle?
Argenta Belgium
in the post- COVID-19 world.
— How do we integrate digital
They are digital natives; they across the retail estate? What is ASN Bank Netherlands
have the technology, customer the role of branches in the new Credit Union Ireland
base and brand recognition, as reality?
well as vast amounts of data first direct UK
and deep pockets so how do we The banking industry was already
facing extensive disruption and ING Bank Romania
protect our customer base from
change. COVID-19 provides a burning
new entrants? Navy Federal Credit US
platform to reset the role of banking in Union
— How do we use open banking the mind of the customers and align it
to play a wider and more with providing solutions not products. Starling Bank UK
indispensable part in our Integration, proactivity and purpose
are the new watchwords. The Cooperative New
customers’ lives?
Bank Zealand
USAA US
Sector hall of fame based on brands’ Customer

Experience Excellence performance relative
to their market, according to consumers in the
COVID-19 has accelerated the need for new banking market specified.
technologies and cost-cutting efficiencies. Cloud

technologies, digital applications and AI can help banks
weather these changes and differentiate their offerings
in the long term.”
Judd Caplain
Global Head of Banking & Capital Markets
KPMG International
COVID-19 has driven customers online and brings

the role of physical retail space into question. The
leading food retailers in our research have linked
immersive in-store experiences with advanced
digital technologies to integrate the online and
offline shopping experience but face a growing
profitability issue if home delivery remains the
customers preferred option.
Digital ordering, home delivery moved to shopping online because of

and curbside pickup are now COVID-19 intend to continue doing so.3
embedded buying behavior across
all demographics. Grocery outlets The challenge facing grocery retailers
Grocery retail
have rapidly innovated in response, is how to optimize the economics

accelerating ecommerce and using of in-store and ecommerce. For
creative ways to effect home delivery some organizations this involves
with larger supermarket chains syncing digital with in-store to attract
recruiting thousands of new staff to customers for the experience and for
meet the increase in delivery demand. others it involves minimizing the costs
of home delivery.
Trust and safety continue to
be uppermost in the mind of Grocery retailers face a new
consumers and is likely to be so era in grocery shopping and an
for the foreseeable future. A home unprecedented change in customer
food drop is less risky than a trip behavior. Much of the new customer
to a supermarket as it avoids other behaviors will likely stick. 80 percent
shoppers. But no process has of consumers that had purchased
zero risk. Supermarkets are very online for the first time intended to
focused on the health and safety continue doing so6. As a result of
of both employees and customers COVID-19 grocers now face several
but 80 percent of those who have strategic questions:
6
KPMG COVID-19 Global tracker, Consumers in the new reality
— What is the role of physical stores — How do we harness technology to

Grocery retail hall of fame
in the customer experience? drive the in-store experience?
Colruyt Belgium
— Is it a channel or part of an — What are the new activities we
integrated network of technology need to undertake to make the Consum Spain
and experience? in-store experience more Costco Wholesale US
immersive and compelling?
— How do we integrate digitally Esselunga Italy
front to back to meet changing
First Choice Australia
customer needs and behaviors?
Liquor
H-E-B US
M&S Food UK
Publix US
Digital ordering, home delivery and curbside pickup Wegmans US
are now embedded buying behavior across all Zaffari Brazil
demographics. Grocery outlets have rapidly innovated
in response, accelerating ecommerce and using Sector hall of fame based on brands' Customer
creative ways to effect home delivery. The leaders to their market, according to consumers in the
market specified.
in our research are using digital methods to support
in-store attendance and give the customer options as
to how they then want to make their purchases.”
Paul Martin
Global Head of Retail
KPMG International
There is no doubt that COVID-19 has had an

enormous impact on hotels and the hospitality
industry. Essentially a ‘people’ industry, the
hospitality industry stands to lose if people
continue to fear travelling and meeting other
people. One of the most significant obstacles
hotels will have to overcome is regaining guest
confidence in the safety, health and hygiene
standards maintained by hotels.
Many hotel groups have acted with by the front desk for a face to face
great integrity and social conscience with an associate. They also facilitate
during the epidemic, providing beds controls of the in-room television,
for key workers, ensuring that the lights, thermostats without the guest
homeless and vulnerable had shelter needing to touch a switch or a remote
and providing meals and support control.7
where it was needed. COVID-19
has however left the hotel sector in Check-in and door-key apps have
a difficult state as travel business, been implemented in a somewhat
leisure, and in particular long-haul piecemeal fashion over the past
business travel to large hub cities, is several years, but the pace has
curtailed for the foreseeable future. accelerated quickly so guests can
more easily open doors in public
Hotels are preoccupied with the spaces and complete check-in and
near-term experience as they change checkout procedures digitally.
processes and protocols to restore
confidence and increase occupancy. Undoubtedly hotels and hospitality
companies need to reassess their
Increasingly hotels are turning to business models. If the worst-
innovation as a way of attracting case scenarios materialize and the
Hotels
guests while keeping them safe. world will have to learn to live with
Some hotels are using robots as COVID-19 for some time, what does
butlers to minimize guest interaction that mean for our business? Several
while still delivering important strategic questions emerge:
services. Voice assistants are
becoming widespread enabling — How do we stimulate demand
guests to engage with the hotel by bringing back consumer
amenities and services without having confidence?
to touch the guestroom phone or stop
7
https://www.wsj.com/articles/hotel-robots-get-second-life-as-industry-adapts-to-covid-19-11597147201
— What do we need to do to — What further digital

Hotel brands hall of fame
show we overtly care about the transformation is required
wellbeing of our customers and in order to meet the level of Fiesta Americana Mexico
staff? personalization that guests will
demand? Fiesta Inn Mexico
— How do we create a touchless
experience, that delivers the Out of necessity hotels have had to Hilton Germany
warmth and passion that typifies focus on reducing costs as much as Hilton Mexico
our unique experience? possible, but in the coming weeks
and months, this situation is the new Hilton US
— How do we transfer that offline “normal” and hotels will have to begin
experience online in a way that Hilton UK
implementing measures that not only
continues to promote our brand increase reservations but also assume Holiday Inn Mexico
and differentiators? that COVID-19 is with us for some
time to come. It is a unique situation Marriott Mexico
— What change initiatives are
where hotels must react quickly and
required to secure our business Premier Inn UK
in a socially responsible way, while
model and economic drivers?
always being on the lookout for the Van der Valk Hotels Netherlands
— How do we introduce new safety of guests and employees.
levels of flexibility that reflect
the sudden changes guests Sector hall of fame based on brands' Customer
may need to make to their travel Experience Excellence performance relative
arrangements? market specified.
The very nature of the hotel experience will need to

change in response to COVID-19. One of the most
significant obstacles hotels will have to overcome is
regaining guest confidence in the safety, health and
hygiene standards maintained by hotels. The use of
digital tools to empower customers across the life
cycle of a hotel stay could be the answer to meeting
customer’s demands.”
Will Hawkley
Global Head of Leisure & Hospitality
KPMG International
COVID-19 has led to an increased customer

desire to secure against unforeseen events.
Where customers need to make a claim, efficient
processing remains critical, especially in the
current environment where delays in payouts may
have severe implications for customers’ personal
financial situation. Customers also have an
increased preference for using digital channels to
settle claims.
The digitization of the insurance helping healthcare reach more

industry is accelerating more rapidly remote and less affluent populations
than, perhaps, any other sector. This including the under- or un-insured.
trend could be further heightened by Making healthcare more available
insurers’ response to the impact of and accessible means that, in some
COVID-19. small way, societies may benefit from
learnings and actions taken during
As a result of changing customer COVID-19.
needs and behaviors, insurers are
looking to rethink and innovate as COVID-19 has provided the
they adjust and respond to the new opportunity for insurers to understand
Insurance
reality that will exist post-COVID-19. that their businesses have enough
This is leading to a far greater focus connectivity to support more staff
on customer experience and greater working off-site and in flexible ways
personalization of the insurance now, and for the future. Insurers
proposition. should focus on reviewing, testing
and securing their new model of
As the pressure on health services working to ensure good governance,
and social distancing protocols efficiency and protect against cyber
continue, we are likely to see a threats.
rise in telehealth services, offering
consultancy to patients via phone There are some strategic technology
or online video services. This could and product questions facing
have constructive long-term effects, companies:
— What do we do with operational organizations, to become more

Insurance hall of fame
areas that have high concentrations agile, responsive and a more
of human capital support such as connected enterprise? AA Insurance New Zealand
call centers, claims and shared
Insurance companies must rapidly AIA Thailand
service centers?
adapt to the changing circumstances
— Have we maximized the use of introducing new digital tools, finding Centraal Beheer Netherlands
digital workflow tools, virtual or new ways of interacting and the
HUK-COBURG Germany
mobile workstation capabilities or transparent management of claims,
communication technologies? while at the same time providing an John Lewis UK
outstanding experience. Finance
— Do we need to accelerate the
digital transformation of the LALUX Luxembourg
Prudential Vietnam
Prudential Hong Kong
(SAR), China
As a result of changing customer needs and behaviors, Union Slovakia

insurers are looking to rethink and innovate as they Univé Netherlands
adjust and respond to the new reality that will exist
post-COVID-19. This is leading to a far greater focus on Sector hall of fame based on brands' Customer
customer experience and greater personalization of the to their market, according to consumers in the
market specified.
insurance proposition, which many of our hall of fame
companies are already implementing.”
Laura Hay
Global Head of Insurance
KPMG International
The global logistics industry has risen to the

challenges of COVID-19, protecting staff and
customers while flexing to the peaks and troughs
in demand. It has been catapulted into the future
by three years. Shipment volumes projected
for 2026 now look likely by 20238. But now
every aspect of delivery operation needs to be
optimized around cost and the need for safety and
sustainability.
In fact, across every part of the contactless, unattended and

logistics landscape, companies autonomous delivery technologies,
have realized they need to optimize putting added pressure on cities.
their operations, with data and
technologies as critical enablers. COVID-19 is generating short-
term disruptions and longer-term
Logistics companies have become structural changes, with e-commerce
effective at communicating to experiencing soaring growth in new
customers about the precise time of online categories like groceries and
arrival and options to change delivery home care. 80 percent of customers
arrangements. But there is more that new to purchasing on the internet,
can and needs to be done to optimize intend to continue using that channel9.
routes using data.
Logistics
Logistics companies who have

COVID-19 has accelerated digitization, pivoted their businesses to deal with
driven the consolidation of the the structural changes associated with
logistics and retail markets and COVID-19 now face some longer term
fostered new hybrid online/offline strategic questions:
retail business models. COVID-19
will likely also be a catalyst for
8
https://atos.net/en/blog/logistics-challenges-and-opportunities-in-the-post-covid-19-world
9
KPMG International Research Jun 2020
— How does our delivery ecosystem, — What role will autonomous vehicles
Logistics hall of fame
particularly the last mile, need to or robots play in our delivery
balance increasing demand and portfolio? An Post Ireland
environmental concerns?
The changes in customer buying Budbee Sweden
— What does this mean for the habits are here to stay. The response
supply chain and technology DHL Vietnam
of the logistics industry needs to
interventions we need to make and balance the potentially conflicting DHL UAE
their potential impact on emissions,
needs of different stakeholders. DHL Brazil
congestion, and delivery cost?
Logistics providers have stepped
— What are the COVID-19 up to the challenge of making Fedex UAE
implications for vehicle change (EV) deliveries safer for employees and InPost Poland
and contactless delivery? customers. Contactless last mile
delivery solutions have been crucial PPL Czech Republic
— Cities will face increased
to the industry’s COVID-19 response. Zásielkovňa Slovakia
congestion and backlogs due
However, safety and sustainability will
to even more delivery vehicles.
be the critical business drivers for the Zásilkovna Czech Republic
Customers are turning to private
vehicles rather than public transport industry, especially given the urgency
to commute and while this will be of environmental challenge. Sector hall of fame based on brands' Customer
partially offset by working from Experience Excellence performance relative
home, what does this mean in market specified.
terms of delivery schedules and
congestion?
Across every part of the logistics landscape, companies

have realized they need to optimize their operations,
with data and technologies as critical enablers — gaining
greater visibility across the supply chain.”
Steffen Wagner
Global Head, Transport & Leisure
KPMG International
COVID-19 has demonstrated the critical importance

that telecommunications plays in keeping
businesses, governments and communities
connected and running. Because of the economic
and social disruption caused by COVID-19,
people across the globe have relied on telecoms
technology for information, personal connection
and working from home. Connectivity has never
been more important.
Many new behaviors have emerged — Respond to the acceleration in

and are likely to remain permanently. remote working, which may well
Video conferencing among increase security and infrastructure
businesses, greater usage of online risks for customers and telcos.
shopping, additional e-learning for
schools and universities and more — Keep pace with phone
frequent use of remote healthcare manufacturers already equipping
services and video diagnosis. their devices with 5G capabilities.
Everything from medicine to exercise
— Handle excessive demand on
classes could see some form of
mobile and communications
lasting change. As professionals blend
networks which could affect
Telecoms
working from home with working

service quality, creating a ripple
in the office new requirements for
effect as companies across various
security and access will emerge.
sectors implement remote-work
COVID-19 has introduced a level of plans.
uncertainty as to how quickly the
— The acceleration of the connected
industry is able to transition to the
home and the Internet of Things
new network platforms necessary
provides new opportunities for
to handle increased volume and
telecoms to be more than simply
complexity demands. This may have
network providers.
a significant impact on the industry’s
ability to:
Many companies in our research — How can we build stronger

Telecoms hall of fame
this year have seen COVID-19 as an customer relationships through
opportunity to examine every aspect partnerships? As the world moves Ben Netherlands
of their business and use the crisis as to retail platforms, what role do
a springboard for change, adopting a these play in telecoms and what giffgaff UK
‘never the same again mantra’ as they partnerships and alliances are Halebop Sweden
dissect the implications of COVID-19 necessary to meet emerging
for them. For telcos the next stage of customer needs and wants. Ho. Italy
development requires first addressing
some strategic questions: — How can we win the hearts and HOT Austria
minds of our customers? Globally
Iliad Italy
the telecoms industry is one of the
— How far do we go beyond network lower performing sectors when it Pepephone Spain
connectivity? In mature markets comes to customer experience. In
connectivity is becoming fully a saturated market customer loyalty Skinny Mobile New Zealand
commoditized and regarded as an is critical. Outstanding customer Tesco Mobile UK
invisible on-tap experience. experiences are the only way to
Consumer IoT and content secure loyalty and advocacy. Viettel Vietnam
provision could open new revenue
streams. As the pace for change continues
to accelerate and consumers seek Sector hall of fame based on brands' Customer
— With 98 percent of consumers Experience Excellence performance relative
faster connectivity, telecoms still have to their market, according to consumers in the
concerned about data security how considerable work to do, centralized market specified.
do telcos build trust in a world of around the customer, if they are to
cyber security concerns?10 utilize new technologies intelligently
and profitably.
— How will we leverage customer
data? AI offers the opportunity
for a quantum leap in customer
experience enhancement by
utilizing the data to improve
targeting and personalization.
Telcoms are at a strategic crossroads and success in

the new reality requires putting consumers at the heart
of their value propositions and designing seamless new
solutions, backed up by meaningful data security.”
Alex Holt
Global Head of Telecoms & Media
KPMG International
10
KPMG International research, March 2020 — July 2020
Market
overviews
Australia
Life as an Australian citizen isn’t always easy. In recent smartphone app) to split purchases
into four instalments across four
years, customers have been faced with considerable
weeks. Indeed, at a time when
uncertainty generated by natural disasters and health many Australians feel the financial
crises. Historically, Australians have responded to this pressures applied by COVID-19,
by looking to organizations for reassurance, and the this has become a popular payment
method, and Afterpay has bolstered
arrival of COVID-19 has continued this trend; people have
consumer confidence through
sought timely, reliable information which is free from its clear setting of customer
ambiguity — something that can guide them through the expectations. Shoppers are in no
chaotic uncertainty that sometimes engulfs their lives. doubt as to how the process works,
and when late fees will be incurred.
It’s perhaps unsurprising that
In the latest round of research, it This organization scored highly for Afterpay landed at number three in
is clear that a number of Australian Empathy, recognizing the growing this year’s research.
brands have successfully embraced need amongst its customers to set
Non-grocery retail brand IKEA ranks
the challenge. This is certainly true up home gyms. This manifested
second. Like Rebel, IKEA quickly
for the gas and electricity provider in Rebel’s consistent availability
identified the shifting needs of its
Red Energy, which has landed of products and seamless
customers, with many rushing to
at number seven in this year’s online experience.
set up home offices in the wake
customer experience rankings. It’s
Despite this, it’s the financial services of the COVID-19 outbreak. Many
particularly strong in the pillar of
sector that has demonstrated the depended on IKEA to deliver a fast,
Integrity, and has fostered a healthy
strongest performance across this seamless customer experience
degree of trust amongst its energy
year’s research as a whole, and and this was clearly in evidence in
users, largely due to its responsive
although grocery retail leads for CX the brand’s digital offerings; many
customer service and Australian
in Australia, the achievements of respondents described the transition
heritage.
brands such as Afterpay cannot be to online shopping as “relatively
Similarly, the sportswear and apparel overlooked. straightforward” and pain-free, and a
retail chain Rebel has performed well number even noted IKEA’s strengths
in 2020, ranking at number five in It’s a payment platform that in the pillar of Personalization.
this year’s study. operates in a similar way to a credit
card, allowing customers (via a
The brand’s website became a place Leading CX brands in Australia

of inspiration for many shoppers, Boost
01
with one describing it as an IKEA Afterpay
Juice
“absolute lifesaver” for picking out
furniture.
02 03 04
Another noted that they “saw lots
Red
of cool ideas and stuff I would never Rebel PayPal
First Choice Energy
imagine myself.”
These qualities were echoed

Liquor 05 06 07
in Australia’s leading customer
experience brand — the beverage Dan Best &
ING
retailer First Choice Liquor. As with Murphy’s Less
IKEA, one of First Choice Liquor’s
biggest strengths was in helping
08 09 10
shoppers to find products that were
ideally suited to their preferences,
with respondents citing its product meantime, Australian consumers are 2020 study indicated that they
range and availability as determining looking to brands to help redefine were willing to pay more for
factors. normal, and provide some much- ethical retailers.
needed consistency. Shoppers
Moreover, First Choice Liquor are reticent to hurry back to their So as Australia heads towards
also offered an appealing in-store previous spending habits, wary 2021, the key focus must be on
shopping experience. Respondents of the economy and the lingering Integrity and Personalization first
praised the brand’s friendly, cheerful presence of COVID-19. and foremost. But it’s the uniting
and helpful staff, as well as the power of all Six Pillars that will really
outlets’ wide layouts that allowed When customers spend money, separate the customer experience
for social distancing, helping they expect value, and 90 percent champions from the rest.
shoppers to feel safe. As such, of respondents across the whole
First Choice Liquor highlighted its
person-centered approach to CX
design — a quality that is shared
amongst the top performers in this Faced with crisis, Australian consumers have
year’s research. Services have been
experienced a loss of confidence and control on mass.
designed from the point of view of
the consumer, such as its online Organizations that have excelled in this environment
offering; First Choice Liquor fulfilled have played an important role in helping create a sense
its internet orders through the of stability amidst volatility, helping customers retain
Click & Collect service, which was
a sense of routine through continuity of service. The
positively received by consumers.
Indeed, the brand’s overall digital challenge moving forward will be the role organizations
proficiency is even more impressive play in helping Australians define a new normal and
when it’s remembered that support customers to adapt their lives accordingly.”
customer expectations towards
digital channels have increased since Amanda Hicks
the arrival of COVID-19. Partner in Charge, Customer, Brand and Marketing Advisory
KPMG Australia
And moving forward, the
organizations that have provided the
best support during COVID-19 may
be the ones that customers remain
loyal to on the other side. In the
Austria
No country in this year’s Customer Experience Excellence that stand for a greater purpose than
simply making a profit.
research was unaffected by COVID-19, least of all
Austria. Its organizations and customers were gripped Indeed, many brands in the grocery
by uncertainty — an uncertainty that is likely to linger for retail sector showed how committed
they were to customers’ safety by
some time. People live under the constant threat of a
distributing free face masks and
another wave and remain cautious when it comes to their positioning hand sanitizing stations
purchases. Brands, similarly, are trying to identify potential throughout its stores.
customer markets, asking which will recover the fastest Non-grocery retailer Fressnapf — a
and which investments will pay off. brand that specializes in pet food,
ranks at number two in 2020.
Fressnapf says that it “does not see
At the same time, Austria has also The sector was quick to introduce itself as a pure specialist retailer for
seen a digital acceleration throughout special shopping hours (everyday pet supplies, but an ally between
2020. Many consumers have been between 8am and 9am) for its more humans and animals.” It says that
forced onto digital platforms to have vulnerable shoppers, such as the it wants to “make the coexistence
their needs met. But it’s uncertain elderly, and supermarkets such as between humans and animals easier,
how lasting this change will be. The Ströck even started selling frozen better and happier.” In addition,
Austrian customer may return to a loaves of bread so that customers it explains that it “attaches great
more multi-faceted way of doing could bulk-buy and warm them up importance to providing advice that is
things in the post-COVID-19 world, as needed. as individual, competent and animal-
or they may continue to rely more friendly as possible.”11
heavily on digital channels. These kinds of initiatives proved
popular with customers, and it’s As one customer noted: “I was
Despite this uncertainty, unsurprising that the pillar of Integrity looking for a neck ruff for my sick dog
COVID-19 did prompt a high leads for advocacy, while the pillar and the saleswoman even went with
degree of innovation in many of Personalization leads for Loyalty. me to the car, despite the rain, to try
sectors, particularly in grocery This is symptomatic of a wider global it on the dog.”
retail, which currently leads for trend amongst consumers — that
customer experience. of people ‘buying into’ organizations
11
https://www.dm-drogeriemarkt.at/wirgebenaufeinanderacht-139444
DM, a pharmaceutical chain ranks Leading CX brands in Austria

third in this year's research. It was
01
particularly customer-focused during Fressnapf DM HOT
COVID-19 and launched a special
campaign ‘We Look Out for Each
02 03 04
Other.’ This enabled DM to stress
that it was taking care of visitors Raiffeisen
to its stores by implementing Müller HOFER
Bank
social distancing measures and
regularly cleaning surfaces, but
ÖAMTC 05 06 07
the campaign also made ‘emphatic
calls’ to shoppers “to pay cashless if Erste Bank und
Leading
possible and to observe the general Ströck online
Sparkasse
08 09 10
retailer
hygiene regulations.”12
DM also saw a dramatic increase in

its score in the Integrity pillar during
this period, but its highest result is
The app can also direct drivers since COVID-19 many organizations in
currently in Time and Effort. As one
towards the nearest — and Austria have been forced to begin this
customer states:
cheapest — refilling stations, as process from scratch, as consumer
“During my last purchase at well as charging points for electric needs and expectations have risen
DM, I quickly found everything I cars. In addition, it streams live sharply. The question now on the lips
needed. Additionally, I discovered traffic updates which warn users of many Austrian brands is, “How can
new, inspiring products in the about upcoming issues and possible we stay in touch with the customer
food section.” delays.13 through all sales channels?” They are
trying to discern which will be the
The highest-ranking brand in Austria COVID-19 isn’t necessarily most favored platforms in the future.
is the financial services organization responsible for these initiatives. Many At the moment it’s digital, but will it
ÖAMTC which, stands for the brands such as ÖAMTC had already remain so in the long term?
Austrian Car, Motorbike and Touring implemented digital innovations. But
Club. It achieves the highest score in
five out of The Six Pillars in Austria,
and it proved itself to be particularly
conscientious at the height of the
As consumers weigh expensive purchases carefully,
COVID-19 crisis by providing regular
updates about COVID-19 travel brands must stand out in the market by offering
restrictions. a reliable value proposition. The question is how
to win the consumers’ attention in the long run?
ÖAMTC has its finger on the pulse
of its digital channels, and has Only those who are flexible enough to consider
designed a smartphone app which changed experiences as implication for adapting
can be integrated into the user’s their own business (model), re-designing service and
vehicle. It collects operating data
product offerings and re-imagining customer-centric
from the car itself and transmits it
to the app, meaning that ÖAMTC organizations.”
can offer individualized advice for Werner Girth
troubleshooting. Partner, Advisory
KPMG in Austria
12
https://www.fressnapf.com/de/%C3%BCber-uns/historie
13
https://apps.apple.com/app/oamtc/id329772634
Belgium
COVID-19 has changed the way Belgians shop. People Colruyt also put plans in place for
those customers who preferred to
having spent months confined to their homes have
shop in person. With the MyColruyt
increasingly looked to digital channels to fulfil their app, consumers were able to
needs — a change that could well be permanent. With organize their shopping lists based
this comes an ever-greater expectation that value for on store layouts, helping them to
maintain social distancing and keep
money will be delivered in each market, with customers
‘COVID-19-safe.’ And while this
being more selective as to which brands they’ll do aided the brand’s score in the pillar
business with. of Time and Effort, it also boosted
its performance in the pillars of
Personalization, Integrity and
This has certainly been the case With the arrival of COVID-19, brands Empathy, highlighting Colruyt as a
for grocery retail, one of the most worldwide scrambled to fine-tune grocery retailer that understood its
competitive — and one of the most their online and app-based services shoppers’ needs.
successful — sectors in the Belgian for speed and efficiency, and this is
research. Indeed, four of its seven certainly true for organizations in the The online retailer Zalando —
grocery retail brands have achieved grocery retail sector. The highest- although not a grocery retailer — was
a top 10 place in 2020. And because scoring of these — Colruyt — took similarly strong for Integrity, and
of the tight profit margins, it has the lead in the Time and Effort pillar landed at number three in Belgium’s
become increasingly difficult for and ranked second overall. This result CX rankings. Zalando ensured that
them to compete on price alone, was achieved through a number of a good level of communication was
nudging The Six Pillars into the initiatives, such as its Collect & Go maintained with shoppers throughout
spotlight as the means to gaining a service which enabled shoppers COVID-19, alerting them to potential
competitive advantage. to buy their orders online and delivery delays and issues on a
collect them from the supermarket, regular basis — something that
For many, the pillar of Time and Effort minimising the amount of ‘contact bolstered its score in the pillar
is one of the most important. time’ in the shops themselves. of Expectations.
This approach filtered down to the Leading CX brands in Belgium

individual customer, too.
01
Colruyt Zalando Coolblue
Many respondents reported that
Zalando was quick to act when issues 02 03 04
arose during the order process, or
even after a delivery, with the brand
Vanden
frequently offering discounts to make bol.com KBC
Borre
up for problems or mistakes. One
consumer noted: “The products
Argenta 05 06 07
that I ordered were always delivered
quickly and correctly. [There is a] fast
Albert
and correct return policy which is free Lidl Aldi
Heijn
of charge.”
Because of this, it’s clear why

08 09 10
Zalando also achieved a high score
for Resolution — a pillar which is
the most important for customer In addition, respondents said that But it’s not just Argenta that poses
service, according to 90 percent of they truly felt as if Argenta had their a threat; e-commerce has grown in
global respondents. best interests at heart. One customer importance in recent months, and
noted: “When I have an appointment a number of international brands
These qualities — displayed by both at Argenta, I immediately feel at are beginning to cause disruption.
Zalando and Colruyt — also help to home, which makes me feel more If Belgian organizations are to
humanize the customer experience, at ease and allows me to ask more compete effectively, they will need
and in a way this sentiment is questions.” It’s worth noting, as well, to pay close attention to their digital
summed-up by Belgium’s customer that the bank achieved one of the offerings, focusing particularly on
experience leader: the financial highest Loyalty scores in Belgium. Time and Effort and Personalization
services organization Argenta. to create human-feeling interactions
Founded in 1956, the bank remains And with organizations such as that are fast and stress-free. Indeed,
family-owned to this day, and Argenta raising the bar so high for a growing number of customers are
this person-centered approach is customer experience — particularly coming to expect such finely-tuned
prevalent throughout Argenta’s during COVID-19 — the biggest services as ‘the standard’ in Belgium,
customer experience strategy.14 challenge for Belgium as a whole is to and — as time goes on — they
find a way to match its proficiency. are showing a greater willingness
For this particular brand, the pillar of to complain, or even take their
Personalization is one of the most business elsewhere.
important, and indeed Argenta
achieved the highest Personalization
score in the Belgian study. Personal
contact and real-life interactions
are key to its operations, and the In the Belgian market, COVID-19 has driven customers
restrictions imposed by COVID-19
have forced Argenta to focus on
to an increasing and lasting use of digital interaction
other channels in order to maintain channels. We’re also seeing additional focus on
this ethos. Its ‘human-powered delivering value for money through both assertive
conversational banking,’ for example, pricing and delivering unique customer experiences.
allows customers to interact with
Argenta in a single conversation
Using data and predictive modelling to improve
thread — not unlike a WhatsApp customer service is becoming a standard practice.”
message — helping the brand to
Patrick Maes
feel more like a family member or
Head of Customer, Sales and Marketing Advisory
close friend. KPMG in Belgium
14
https://www.argenta.eu/investor-relations/about-argenta.html
Brazil
Brazil has a ‘digitization and personalization’ paradox. On C&C stands out for its omnichannel
offering. It recognizes that the
the one hand, customers are clamouring for faster, more customer of 2020 wants to interact
efficient digital experiences that will negate the need to on a variety of platforms, depending
leave their homes. But on the other, they want to feel on their circumstances at any given
time. To this end, it even offers the
looked-after and special; they appreciate it when brands WhatsApp messaging platform
communicate in a clear, straightforward manner — face as a means of buying products,
to face. alongside the usual touchpoints such
as its website and the C&C stores
themselves.
Because of this, the pillar of It’s imperative that every part of
Grocery retail brand Zaffari, ranks at
Personalization is the leader for the organization is united behind
number three and scores highly in
loyalty and advocacy. In Brazil, as this vision, and pulling in the same
the Integrity pillar. It acknowledges
in many countries, brands are now direction — not broken up into
COVID-19 in its latest advertising
charged with creating customer disparate, uncommunicative silos.
campaign, which is based on the
experiences that are digitally fine-
In Brazil, one brand that clearly theme of “life happens when you
tuned, and retains the individualized
understands its customers is the meet.” Zaffari describes these
care and attention.
hardware retailer C&C (Casa & videos as “stories with families who
The only way to gauge this is to Construção) which has seen a discovered new skills and talents
invest in customer insight. Across significant climb in the rankings. when it comes to cooking, organizing
the world, the strongest brands It has progressed the most in the their routine and facing all the
are collecting large swathes of pillar of Personalization, with one challenges of the current situation
data to help them understand their respondent saying, “For me, they [the pandemic.]”15
customers’ needs, desires and prepared a very specific and difficult
Financial services organization
emotions. This enables organizations color paint just in time and I still had a
Nubank ranks at number two.
to ‘walk in their customers’ shoes’ good discount for buying two cans of
and see which parts of the customer this paint.”
journey create the most pleasure, and
which parts create the most pain.
15
https://www.youtube.com/watch?v=5gZOMmbxxzg
This brand’s highest pillars are Leading CX brands in Brazil

Resolution and Empathy, as one O
01
customer explains: “My card was Nubank Zaffari
Boticário
cloned and Nubank gave me full
assistance from the beginning,
02 03 04
explaining what would be done to
solve the problem… Everything was Granado
Starbucks Netflix
done in a very clear and simple way, Sodiê Pharmácias
facilitating my understanding.”
Doces 05 06 07
Nubank also runs an internal
Customer Service WoW programme,
Apple
with each employee being given Natura PayPal
Store
a specific budget to “delight” its
customers through personal touches 08 09 10
such as handwritten letters and gifts.
Brazil’s leading brand is Sodiê Doces

from the restaurants sector, although The restaurants and fast food sector an important part of Brazilian culture,
its main focus is on cakes and luxury leads for customer experience and there are no signs that this pillar
desserts. And in 2020, Sodiê Doces in Brazil overall. COVID-19 may will wane in significance anytime
leads in the Personalization pillar, have influenced this result as this soon. With 2021 fast approaching,
giving customers the freedom to sector includes online food delivery brands will need to pay close
customize their cakes to their liking, services, which have experienced a attention to the teachings of this pillar
choosing from over 90 different major uplift during this period. if they’re to grow in the CX rankings.
flavors.
Personalization remains the leading
As one respondent said: “There was pillar for loyalty and advocacy.
a store next to my work. The quality Individualized care and attention is
and variety of cakes attracted me,
and it became almost a routine to go
there at least once a week and buy
a piece of cake, different from the COVID-19 demonstrates that companies that have
ones I’d already tried. The cakes have historically put customers at the foundation of their
no industrialized ingredients, so they strategies have outperformed those businesses that
maintain the homemade taste and
have not. Also, companies that are adapting faster to
are very delicious.”
this new reality will have better results in the short,
Moreover, Sodiê Doces is able to medium and long term. Being able to predict customer
serve customers at speed, giving
behavior and respond to a whole new set of customer
people the option of having their
cake via take-out, if they prefer. The needs — more omnichannel than ever — will be the
brand also has an app which allows key to building long-lasting, positive relationships.”
customers to order their cakes ahead
Augusto Puliti
of time and collect them from their
Head of Customer Experience Practice
nearest stores, with some outlets
KPMG in Brazil
also offering a delivery service.
Czech Republic
‘Trust’ permeates customer experience in the Czech In addition to this, Tank ONO boasted
dedicated employees who were
Republic. Often consumers approach a brand with the eager to help out at any opportunity.
expectation that they’ll be misled in some way. Similarly “I always prefer this company’s
(and perhaps unusually) some organizations also have little products and services,” said one
respondent. “This is definitely the
trust for customers. most cordial company for me and I
always like to return there.”
And while this unease can create COVID-19, contacting them over the Another company that performed
a difficult situation in the Czech phone and through a variety of other well in the pillar of Time and Effort
Republic, it also presents exciting channels, sometimes just to check on was the shipping brand Zásilkovna.
opportunities. With the pillar of their well-being. This is perhaps unsurprising given the
Integrity being the number one nature of Zásilkovna’s business and
influencer for customer loyalty This ‘cordiality’ is also in evidence the often urgent need for packages to
and advocacy, there is a clear goal amongst the Czech Republic’s reach their destinations within short
for organizations to aim for. The strongest performers. Tank ONO, for timeframes. But this organization is
restaurant brand McDonald’s, for instance, operates a network of filling also efficient; it offers approximately
example, saw a strong boost in its stations throughout the country, 3,500 delivery points throughout
Integrity score in the latest study. and takes third place in this year’s the country, and customers can
This result was aided, in part, by study. In a marketplace that’s fuelled collect parcels from these spots at
the introduction of its new McWalk by distrust, Tank ONO managed to convenient times.
service, which used specially- reassure customers by aspiring to
adapted windows for pedestrian deliver the cheapest petrol in the As one customer explained: “We
customers. These enabled them to country, without compromising on have several collection points in the
maintain social distancing and remain quality — often by operating at very city. It’s fast, without any waiting
safe in the more uncertain world low margins. and most importantly the prices are
of COVID-19. good.” It should also be noted that
Zásilkovna offers next day delivery on
Similarly, the bank Česká spořitelna the majority of its local shipments,
saw a strong performance in 2020. and it also delivers to Europe and the
USA, with plans to branch out to the
This brand made the effort to stay in Middle East in the near future.
touch with its customers throughout
The leading brand is from the Leading CX brands in Czech Republic

financial services sector. Air Bank, Yves
01
which was established in 2011,16 Zásilkovna Tank ONO
Rocher
ranks in first place, benefitting from a
clear, customer-centric goal: to offer
02 03 04
simplicity, truthfulness, and not hide
behind ‘small print.’ As such, one of
its highest pillar scores is in the pillar Equa bank Spotify DM
of Integrity, and one customer even
described Air Bank as “probably the
Air Bank 05 06 07
best bank I have experience with.”
Indeed, banking with this organization Adidas Tchibo Decathlon

is a very personable experience.
Visitors to its branches are often 08 09 10
plied with free cups of coffee, and
they are free to bring their pets
with them if they choose. But the
If brands are to compete in a For the Czech Republic, the most
arrival of COVID-19 gave Air Bank
marketplace of more selective important of these will be Integrity.
an opportunity to take its customer-
customers, they will need to Brands need to operate more openly,
centricity even further, creating
capitalize on The Six Pillars. fairly, and in a way which respects
a ‘deferral of payment’ program
the customers’ needs.
for those in financial distress as
a result of COVID-19. Simply put,
customers who were repaying loans
or mortgages were able to defer COVID-19 directed the spotlight on digital channels,
their payments up to a period of six communications, products. According to our research,
months, and they were also given
more control over the size of those
companies are now aware of this, and are ready to
payment amounts.17 invest. However, in our discussions with clients, we
stress the very basic principle: it is great that we now
This was a relatively easy procedure
for Air Bank’s customers, owing
have a chance to use digital to serve customers better.
to the brand’s finely-tuned digital Different people have different needs. This perspective
offering. And yet, throughout the needs to shape the approach to digital, and not just be
country, the transition to a more digital for digital’s sake.”
digital environment continues to be
a challenge, and moving forward Tomáš Potměšil
this will certainly be one of the Head of Customer Advisory
biggest hurdles for Czech brands to KPMG in the Czech Republic
overcome. They will need to be more
agile, and more innovative — and
they will need to move faster.
In addition, organizations are faced

with a more wary customer, who’s
more reluctant to spend due to the
uncertainty created by COVID-19.
16
https://www.airbank.cz/o-air-bank/
17
https://www.airbank.cz/novinky/splatky-si-muzete-v-pripade-zasazeni-koronavirem-odlozit-az-o-pul-roku/
Germany
COVID-19 caused many German consumers to look Similarly, the insurance company
HUK-COBURG scores highly for
inwards. People developed a preference for local products Time and Effort, and the brand
and there was an increased reliance on services such as ranks at number three in 2020. Its
weekly markets. online personal service area gives
customers the opportunity to manage
their own insurance policies, ‘taking
The importance of the emotional If it’s an online purchase, the the wheel’ and side-stepping the
bond has also gone up since consumer focuses more on the pillar arduous, cross-departmental journeys
the arrival of COVID-19. German of Time and Effort, and there is a that can sometimes be found in
consumers have come to expect a high expectation that these digital the less finely-tuned customer
more personalized experience with experiences will be seamless and experiences.
retailers, and indeed the pillar of stress-free.
But Personalization is also key to
Personalization is the most important
This is certainly a pillar that the HUKCOBURG’s strategy. The brand
for driving loyalty in Germany. Often,
hardware retailer Hornbach has prioritizes individualized care and
when consumers visit stores, they
mastered, and the brand has seen attention and wants its customers to
expect to receive individualized
a significant rise in the German feel ‘looked after.’ Indeed, reliability
attention and tailored advice, so that
rankings since 2019. With its wide is part of the organization’s mission
they can be guided towards making
range of delivery options, customers statement, and it says that it views
the best purchase.
can pick the fastest and most customers as equal partners in the
The Non-grocery retail sector is convenient solutions, giving people business, almost as if they were part
leading the way in this regard. the choice to have products delivered of the HUK-COBURG family.18
But Personalization isn’t always to their nearest stores, or brought
This community feeling is also in
the customer’s priority. Usually, it directly to their doorsteps.
evidence at Germany’s second
depends on the touchpoint.
highest-scoring brand, the
e-commerce retailer Zooplus, which
specializes in pet-related products.
18
https://www.huk.de/ueber-uns/unternehmen/leitbild.html
On its website, there is an on-going Leading CX brands in Germany

dialogue between the brand and HUK-
01
consumers via the Zooplus blog, and Zooplus LEGO
COBURG
the retailer also hosts a forum where
pet owners can exchange ideas and
02 03 04
knowledge. As with HUK-COBURG,
there is a sense of people ‘all being in
it together,’ and it’s unsurprising that Nike Budnikowsky Flaconi
Zooplus’ customers are some of the
most loyal in Germany.
Fielmann 05 06 07
“Do you love your pets more than
Techniker
anything?” the brand asks on its Reformhaus DM
Krankenkasse
website. “For us there is nothing
more important than fulfilling this 08 09 10
wish for you and your beloved pet —
and has been for almost 20 years!”19
Zooplus also runs its own loyalty Over the last few years, Fielmann Looking ahead, German brands will
program as a way of ‘giving back’ has also been improving its digital have to reach this level of digitization
to consumers. With each purchase, capabilities and recently launched if they’re to remain competitive.
participants accrue zoo points which an online shop, recognizing the The online platforms have grown
can be exchanged for products omnichannel needs of the customer in importance since the arrival of
or discounts in the Zooplus shop. of 2020. And despite being a relative COVID, and this is a trend that looks
There is also an option for people to newcomer to this channel, Fielmann set to continue. But customers also
donate these points to animal welfare has already created an efficient want to have the choice, and for
charities. It should also be noted that online presence, with its strongest brands to be available physically or
Zooplus scores particularly highly pillar being Time and Effort. For online depending on their needs.
in the pillar of Time and Effort, with example, when shopping for glasses,
customers praising the speed and customers can select their preferred
efficiency of its online store. frames and then use the in-built map
to find their nearest store, and book
Taking first place in the rankings in an appointment to have them fitted.
Germany is the optician Fielmann,
which is perhaps one of the most
customer-centric in the country.
Fielmann places a strong emphasis Most German brands are continuously improving
on the education and training of the customer experience. Top performers know
its employees, ensuring that they how to create seamlessly connected digital and
are fully equipped to meet a wide
personal experiences as required by the customer
range of customer needs with
minimal hassle. and suitable for their product or service. This enables
these organizations to rapidly respond to changing
“‘You are the customer’ is the guiding
principle of our corporate philosophy,”
customer expectations and constantly deliver
the brand says on its website. “Our outstanding experiences.”
employees find the individual solution Tom Lurtz
to the vision problem for each Partner & Head of Customer Advisory
customer, always at a fair price.”20 KPMG in Germany
19
https://www.zooplus.de/info/about/aboutus_general
20
https://corporate.fielmann.com/de/ueber-fielmann/

In Hong Kong, COVID-19 had a major influence on the Similarly, insurance has increased
in importance as customers search
definition of a ‘good’ customer experience. Consumers, for health and wealth protection
even those who previously used few digital channels, for themselves and their families.
now expect brands to enhance their online capabilities Across the board, financial services
companies have accelerated digital
and deliver a consistent, seamless experience across all investment, for example, providing
channels. digital and video enabled onboarding
and servicing. There is a recognition
that ways of working and interacting
As people become more digitally- digitalization is now the norm as are unlikely to ever be the same
savvy, they are also more concerned they continue to invest in their digital again.
about their personal data, and they capability enhancements, gravitating
want to know that organizations towards seamless and hyper- COVID-19 has also left its mark
are storing (and using) it ethically. personalized experiences leveraging on other sectors in Hong Kong, as
COVID-19 and general economic customer data. customers have shied away from
uncertainty has increased instances ‘luxury’ products and have instead
of fraud in the market and this is Hong Kong’s customers are also focused their spending on essential
weighing on consumers’ minds. For looking to brands that give them products such as groceries. This shift
customers in Hong Kong, trust and that sense of community and trust. in buying behavior is also reflected
security is critical as they expect This is also well represented by in the customer experience results,
organizations to prioritize their financial services performance with the grocery retail sector leading
digital security and protection of in this year’s study as ultimately, the rankings in 2020, replacing
personal information. As a result, we customers value organizations that logistics which topped the rankings
observe an increased expectation can provide transparency as well in 2019. For instance, some grocery
that organizations will continue to as operating in good faith when shops received much customer
enhance their capabilities, while engaging with customers across the praise at the height of COVID-19 by
managing increased amounts of entire customer lifecycle. Banking introducing a per-customer quota
customer data to offer seamless has also been front and center of system for facemasks, helping to
experiences, often across a wider the customer’s mind as they are reduce panic-buying and long queues.
ecosystem of businesses. For looking for financial security and
instance, for sectors such as banking, protection in the light of COVID-19.
Other brands started introducing Leading CX brands in Hong Kong (SAR), China
sustainable initiatives such as Hang Seng
01
‘plastic free’ trials in select stores, HSBC Mannings
Insurance
and conservation of power by fitting
kitchens with electrical appliances
02 03 04
to keep the temperatures low and
reduce overall energy usage.
Nike PARKnSHOP Prudential
In the wider retail sector, sportswear
retailer brands performed similarly
Adidas 05 06 07
well in this year’s study and scored
highly in the pillar of Integrity. Brands
Standard
such as Nike performed well overall UNIQLO Wellcome
Chartered
as shoppers appreciate the premium
customer experience provided by 08 09 10
both the product and in-store and
online service. Note: Brands are listed in alphabetical order.
Similarly, Adidas performed well,

especially in the pillar of Integrity
where it was a regional top
performer — recognizing the effort
The world has changed this year in a way we could not
that the brand has been placing into imagine. Society and social purpose will significantly
social and sustainability initiatives. influence consumers, and this — alongside the need to
Overall, it is clear that COVID-19 and
go and be digital — will play a critical role in the brands
economic uncertainty has impacted customers choose to buy from.”
consumer behaviors and preferences
Isabel Zisselsberger
during the period. This is reflected in Strategy and Performance Partner
the sectors that are front of mind and KPMG in Hong Kong (SAR), China
also comes through in consumers’
desire for value, integrity and a sense
of community. And no doubt it is
even more important for brands to
provide a seamless cross channel
experience that is digitally enabled,
thus, providing customers with the
right choices and accessibility as
COVID-19 continues to unfold.
Ireland
Like many countries that went into lockdown during were closed during lockdown and
does not operate an online store. So
COVID-19, Ireland has had to adapt quickly with many how did it stay connected with its
Irish businesses forced to alter how they operate almost customers?
overnight. Physical channels that remained open had to
Like many Irish business Penneys
implement new social distancing and safety precautions; rose to the challenge with its
while digital channels were rapidly developed in employees packing over 6,000 care
packages containing over 45,000
order to deal with the growing number of consumers
Penneys products, which were
interacting online. delivered to hospital patients and
healthcare workers throughout the
country. The brand also announced
Many brands within the non-grocery The strongest organizations that it would be supporting global
retail sector, which was the strongest recognized the importance of the suppliers by purchasing 370 million
sector in this year’s study, benefited human connection which, on a basic Great British pounds (GBP) of
from having already well-established level, meant being friendly and additional products from them,
digital engagement and distribution helpful. But another aspect of this despite not being open.21
channels. This enabled customers was demonstrating an understanding
to continue to do business with this of individual customer needs This ‘philanthropic’ sentiment was
sector with minimal disruption and and providing solutions to these echoed by another high scorer — the
may explain why the sector stood proactively (rather than reactively), delivery brand An Post. Although
out for Time and Effort out of The Six like the hotel chain that gave their its highest pillar score was in
Pillars. The sector was also ranked guests a complimentary takeaway Personalization, An Post also scored
best for value, demonstrating how breakfast because they knew they highly for Integrity — a result that
financial considerations are driving had an early morning flight. was aided by its strong community
perceptions of customer experience focus. For instance, the brand’s
in today’s Irish market. The fashion retailer Penneys (known postal workers checked-in on elderly
as Primark in other countries) and vulnerable customers as they
The pillar of Personalization proved remained communicative during the made their deliveries — a service
to be the most important for driving lockdown period and was one of the that customers could request for
customer loyalty and advocacy across strongest performers in this year’s themselves, or somebody they
all sectors. research. Their rank is particularly knew. In addition, An Post delivered
impressive given that Penneys stores 5 million postcards (free of charge)
21
https://www.primark.com/en-ie/primark-cares/newsroom/primark-extends-its-commitment-to-support-its-suppliers-agreeing-to-take-some-370m-of-
additional-products-both-finished-and-in-production/a/9c99c7d9-6047-4615-a38d-cfe135d7dbe3
to over 1.8 million households to help Leading CX brands in Ireland

people stay in touch with family and
01
friends during lockdown. There was An Post Penneys PayPal
also the #ImagineNation campaign,
which saw the brand publish a free
02 03 04
downloadable playbook for children,
containing a host of fun activities. Dunnes
Boots Aldi
Credit Retail Stores
These people-centered measures
were also in evidence at An Post Union 05 06 07
branches. As one respondent
explained: “I can’t praise An Post
An Post
highly enough… These days, the post M&S Netflix
Money
office mistress has everything laid
out. X on the floor marks distance, 08 09 10
and there’s hand sanitizer as you
enter and as you leave… Honest to
God, they are wonderful.”
Maintaining this ‘humanization’ of for organizations will be to harness
The Irish League of Credit Unions, a the customer experience will be a Personalization more effectively
member-owned affiliation of Credit key consideration for Ireland moving across digital touchpoints, making
Unions, also performed strongly and forward. But brands will still need good use of webchats, chatbots
clearly demonstrated they share to adapt. While the post-COVID-19 and social media platforms. And
these values. Pre-COVID-19, Credit customer will continue to be multi- these touchpoints will need to be
Unions were heavily focused on the modal, some will want to keep their ‘smart’ — to remember people’s
experience of their members, putting digital interactions digital, and will queries and circumstances without
a great emphasis on physical contact, be less comfortable moving out of the customer having to repeat
empathy and accountability. They also those channels when they need to themselves.
invested heavily in youth initiatives, speak to a human. The challenge
charities and cultural events,
integrating themselves within their
communities.
And while this ethos remained in It has been inspiring to see how so many organizations
place during lockdown, Credit Unions
also developed new ways of serving
in Ireland have stepped up to support their customers
their communities.Some branches and communities over the last few months. There
transformed into drive-throughs to is a heightened level of appreciation and respect for
facilitate social distancing, and they organizations who simply ‘kept things going’ during
provided food to the homeless,
elderly and frontline healthcare
lockdown and it is no surprise to see our essential
workers. For Credit Unions, these services sectors score so highly. Leading organizations
weren’t publicity stunts; the initiatives have shown proactivity and innovation in how they
stemmed from a deep-rooted desire have adapted their business models across their
to enrich the lives of those around
them, and customers appreciated
human and digital networks to continue to meet
the sincerity with which help was the needs of their customers, including the most
given. One respondent noted that, vulnerable.”
“You don’t feel like you are in a bank
when you go.” Another said, “It really Owen Lewis
fosters a sense of wider community.” Lead Partner, Management Consulting
KPMG in Ireland
Italy
Italy was one of the first countries to go into lockdown actions helped the brand to achieve a
high pillar score for Integrity.
after the outbreak of COVID-19. For many customers, this
had an impact on the emphasis they put on certain pillars. Like Esselunga, Apple Store scored
highly in the pillar of Integrity, and
Personalization and Integrity were the most important in
ranked at number two in the Italian
driving loyalty and advocacy respectively, and this was also research. It’s a customer-centric
true in 2019. But the intensity has increased since. The organization, paying particularly close
attention to security and user privacy,
Italian customer has re-established their priorities in the
performing 100,000 deep-checks on
midst of fear and uncertainty, identifying Integrity as one of its smartphone apps every week.22
the most important qualities a brand can possess.
Of course, being customer-centric
has not been easy to maintain, with
Apple Store having been closed
This was a challenge that the grocery But COVID-19 also gave the retailer
during the lockdown. But pre-
retail sector rose to, proving to be new ways to demonstrate its care.
COVID, the brand was noted for its
the strongest in the 2020 study. For example, with its ‘ufirst’ app,
personable and efficient customer
Consumers valued how the sector shoppers could book their place in a
experience, with ‘Geniuses’ on hand
reorganized itself to cope with the supermarket queue before attending,
to assist with any issues a person
emergency situation, and worked receiving real-time notifications that
might be experiencing. This is an
to ensure that customers’ primary would tell them when to set off for
example of the more experiential feel
needs could be met — all the while the store. This helped to reduce wait
that Apple Store strives to exude,
helping them to remain safe. times outside the supermarket, and
making a visit to one of its outlets
facilitate social distancing.
Indeed, 10 of Italy’s grocery retail more of an emotive, memorable
brands ranked in the top 100 — Esselunga was sensitive to the needs occurrence — and not simply about
one of which is Esselunga, which of its more vulnerable customers. selling products.
ranked at number three. During the One respondent said: “Because
lockdown period, Esselunga remained of the coronavirus I contacted
focused on its ethos of looking Esselunga to bring the groceries to
after customers and communities, my home, and I was pleased to find
donating 2.5 million euros (EUR) that they do not charge me transport
to hospitals. costs as I am over 65 years old.” Such
22
https://www.apple.com/app-store/
For Apple Store, the emphasis is Leading CX brands in Italy

on forming deep relationships, and Apple
01
creating a lifestyle. Indeed, the brand Esselunga Netflix
Store
achieved a strong score in the pillar
of Empathy, highlighting its ability to
02 03 04
understand customers, and act with
their best interests in mind.
Leading Fineco
Bank
Adidas Zalando
A leading online retailer took
first place in this year’s rankings
online
retailer
05 06 07
performing equally strongly in the
pillars of Personalization and Time and
Effort. Nike store PayPal Geox
It can be difficult for digital brands

to achieve high Personalization
08 09 10
scores when there is little genuine
human interaction. Their proficiency
in this pillar comes through For organizations like Esselunga the both must be willing to adapt as the
algorithmic learning. Simply put, emphasis has been on finding new, impacts of COVID-19 play out.
the retailer ‘learns’ about shoppers’ creative solutions to problems within
short timeframes, acting quickly With this will come an increased
past purchases and uses its own
and effectively in the midst of ever- need to look after customers —
programming to make suitable
changing needs. literally — in terms of safety and
recommendations for future
social distancing, and in addition,
purchases. It also offers a range
This will be an important every brand must be ready to deliver
of delivery options which allow
consideration for all Italian brands a strong digital offering, in the event
consumers to pick dates and times
as they head towards 2021. It’s of further lockdowns.
that are most convenient for them.
an uncertain period for both
Speed and efficiency are also key organizations and consumers, and
parts of their customer experience
strategy. Its website features a 1-Click
service which enables a shopper
to complete a transaction within
seconds, based on their previously-
set preferences. There is also a locker
service that negates the need for Customer experience is becoming an increasingly
a customer to wait for a delivery at crucial aspect of business, confirmed by a general
home. Shoppers can have their goods
transported to special collection
improvement of all sectors. However, the performance
points and then pick them up at their gap between the more mature sectors and those with
convenience, using a special code ample room for improvement is still marked. Brands
which is sent by email. that have reacted excellently to the complications of
Brands such as this as well as Apple the emergency have raised consumer expectations, so
Store and Esselunga have made the future challenge will be to maintain the trust gained
innovative use of technology in by the consumer and to meet the increasing demands
2020 — both before and during the
COVID-19 outbreak.
of the digitally-savvy consumer.”
Paolo Capaccioni
Head of Customer Advisory
KPMG in Italy
Japan
Japan is a country with a strong work ethic, world-leading behind in Empathy. The focus on
functional needs has made it difficult
politeness and a unique form of decorum known as for Japanese companies to connect
omotenashi, which translates as the ‘Japanese hospitality at a deeper level with customers and
spirit.’ The virtues of relational consideration and honesty create premium brands.
are valued highly, and Japanese customers often have high Indeed Empathy is crucial in
expectations of a customer experience that reflects these today’s environment, particularly
when the online experience is
characteristics.
rising in importance. Being able to
connect personally online (including
social media) while delivering an
During COVID-19 Japanese airline ANA which found itself in the
equally strong and consistent offline
consumer buying behaviors shifted top 10 this year — perhaps because
experience is the first step towards the
towards digital channels at the of its long and established reputation
creation of a bond that will ultimately
peak of the crisis. As such there for customer centricity.
strengthen the Empathy pillar.
was a digital acceleration in Japan,
and while this was a welcome As one customer notes: "ANA
Integrity is also important in Japan.
development for consumers, provides stylish and sophisticated
Brands need to have a clear and
many companies struggled to services, but there is also this
well-communicated sense of
fully align their offline and online sense of security you get from their
purpose and values, ensuring that
offerings, creating barriers for some scheduled operations and safety
they put their promises into action
customers. procedures."
and take the initiative in times of
And while Japanese brands are crisis, being seen to act swiftly. And
Despite this many organizations still
valued for their functionality and while Integrity is the most important
rated highly with customers, largely
convenience, they are not as pillar for advocacy for many
because of their swift responses to
valued for their ability to be close countries in this year’s study, in
COVID-19.
customers’ hearts. Japan’s scores Japan Personalization takes the lead.
With customer expectations being as across The Six Pillars certainly In Japan it is vital that companies
high as they are in Japan, there is the reflect this reality, exceeding global have a deep understanding of each
oft-repeated saying that the ‘customer averages in Personalization and customer‘s unique circumstances
is king.’ This was not a barrier for the Time and Effort, but falling slightly and can proactively provide services
that are tailored to them.
There is one company that Leading CX brands in Japan

encapsulates everything that ANA (All Apple
01
Japanese consumers are looking Nippon Isetan
Airways) store
for in a brand and that is Isetan — a
department store that has been
02 03 04
operating since the nineteenth
century. Following a merger with
the Mitsukoshi brand in 2008, Isetan Tokyo JAL (Japan
Airlines) Mitsukoshi Netflix
absorbed Mitsukoshi's myriad
hospitality skills, which it combined
Disney
Resort
05 06 07
with its own ability to sense trends.
The result was a company that truly Leading Tokyo
embraced omotenashi through its Starbucks
online retailer Metro
staff, who were trained to deliver
an exceptional level of service,
08 09 10
even going so far as to pre-empt
customer needs. Note: Brands except Tokyo Disney Resort are listed in alphabetical order.
Looking ahead for Japan, it is likely consumers to scrutinize the ‘purpose’ to improve the way in which they
that the digital acceleration will of many companies. Customers communicate their purpose — they
continue. It will be crucial for service are questioning the value that must embody it and convey it in a
companies that use both online some organizations provide to the way that people can perceive.
and offline channels to continually environment, society, and to their
evaluate their offerings, working to communities. This means that
deliver a high level of consistency Japanese companies still have room
across all touchpoints. Omotenashi
will certainly help with this. It is a
unique Japanese value which creates
a genuine customer connection
that strengthens the pillars of
COVID-19 has revolutionized the mindset, buying
Personalization and Empathy. behavior and experience for customers. Companies
need to transform their customer experience to
Some organizations had already
tapped into this new reality. For
adapt to the new normal. Japanese companies have
these companies, the challenge will strengthened their relationship with customers
be to maintain a pioneering energy, by carefully responding to their functional needs.
continuing to innovate and constantly However, this alone is not enough to create a strong
strive for a unique ‘one-of-a-kind’
experience, helping to differentiate
relationship. Going forwards it will be important to
them from their competitors. strengthen the emotional value, in addition to the
functional value, and to make the customer experience
The road ahead will be difficult
for all. COVID-19 has prompted
‘the one and only experience.”
Toru Furuya
Partner
KPMG in Japan
Luxembourg
Despite the dramatic changes that have come about in I also sent in invoices for
consultations and received
2020, Luxembourg has seen very little change — at least on the reimbursements without
the customer experience front. As with last year, financial any problems.”
services leads for CX best practice, and almost half of the
Similarly, the bank Spuerkeess has
organizations in this year’s top 10 belong to this sector. performed well this year, ranking
Indeed many of these brands ranked in the top ten in at number two. In fact, the brand
has the highest score in the pillar of
2019 indicating, that many organizations in Luxembourg
Integrity in the whole of Luxembourg,
recognize that customer experience growth is a long-term with a spokesperson saying, “this
undertaking. is a confirmation that our brand
DNA is perceived and valued by
our customers who always are our
That is not to say that COVID-19 To achieve this brands have had top priority.”
hasn’t had any impact on CX overall. to adapt quickly, and the financial
Spuerkeess notes that its digitization
With customers increasingly looking services sector has undoubtedly
has been key to its success,
for safety and security, the pillar of been the strongest in this regard.
particularly during COVID-19.
Integrity has become more important Brands such as the state health fund
Overnight, the brand set up a new
than ever. Indeed, it is the leading CNS, a legal insurance provider in
online service center — in lieu of
driver for advocacy, and consumers Luxembourg’s health care system,
its physical branches — enabling
are more likely to recommend brands are a good example, being quick to
customers to keep in contact and
if they show that they are taking attend to people’s changing needs.
carry out their business, even to the
the COVID-19 situation seriously CNS has seen a dramatic climb
extent of ordering new credit cards. It
and are working hard to protect in the rankings in 2020, with one
also ensured a dedicated phone line
consumers and employees. There respondent saying: “Just recently I
was available for those consumers
is also a hunger for organizations applied for family-related leave during
without internet access. In addition,
that are seen to be acting ethically, the COVID-19 period and had no
Spuerkeess kept people up to date
and invest in personalized customer problems. The form was pretty simple
via its S-NET banking app, which also
relationships. For this reason, the to understand.
allowed people to carry out a range
pillar of Personalization is the current
of other banking operations such as
leading driver of loyalty.
money transfers.
This flexibility was also in evidence Leading CX brands in Luxembourg

with the book retailer Ernster, which Raiffeisen
01
ranks at number three. As with most Spuerkeess Ernster
Bank
brands, Ernster had to adapt during
COVID, relying entirely on phone
02 03 04
and email contact at the height of
COVID-19. Each customer received
a personalized response, and the Oberweis Naturata Guichet.lu
brand went to great lengths to
deliver books to people’s homes,
LALUX 05 06 07
even by bike on some occasions. In
addition, Ernster carried out deliveries Post
every day of the week, including Colruyt PayPal
Courrier
public holidays.
08 09 10
“Our CX success is driven by our
highly dedicated and passionate
employees — one of their greatest
future needs. It should also be noted They need to be willing (and
passions being to meet their
that the organization has achieved prepared) to change quickly, be it
customers,” says company owner
the highest Resolution score in the in response to COVID-19, or to the
Fernand Ernster. He describes his
Luxembourg study. shifting needs of their consumers. To
workers as “very committed” people
do this, they need to fully understand
who “know their customers well.” As such, brands such as LALUX what is happening in people’s minds,
epitomize customer experience and this is something that can only be
Indeed, this focus on people (both
best practice in Luxembourg, and achieved through close, and constant,
employees and consumers) is
they are a good example for other customer experience insight.
essential for customer experience
organizations to follow.
best practice across the world. This is
certainly the case for Luxembourg’s
highest ranking brand in 2020 — the
insurance company LALUX. Like
Ernster, the brand is committed to
personal relationships, fully focused
on their safety and needs. Organizations that were quick to adapt in order to
maintain a great customer experience during COVID-19
As LALUX explains: “The main
reason for our success lies in the
have established a unique connection with their
client-oriented nature of our entire customers that will undoubtedly be the cornerstone
organization. Our primary mission is of their growth going forward. And beyond that,
to be at our customers’ sides when organizations that continue to demonstrate this type of
needed, to reassure them and offer
the right solutions.”
empathy, that can put themselves in their customers’
shoes, that are there when times are rough, are very
To do this, LALUX relies on customer
likely to secure customer loyalty in the future.”
feedback. The brand describes this
as a daily process, owing to the fast Jean-Pascal Nepper
and ever-changing nature of the world Head of Customer
around them. An example of this can KPMG in Luxembourg
be seen in its customer satisfaction
surveys, which it conducts after
every insurance claim. These help
LALUX to continually adapt and
improve, and to anticipate people’s
Mexico
In many ways, Mexico bucks the trend in this year’s study. The user can also pre-set the shoes
to adjust their fit depending on
While the pillars of Personalization and Integrity are key whether they’re in ‘chill’ mode or
for building loyalty and advocacy (as is the case in many 'move' mode, and the trainers will
markets), Mexico is unusual in that its leading sector is even respond to voice commands.
There is also an option for wearers to
travel and hotels. That is not to say that Mexico has been lace the trainers simply by pressing a
unaffected by COVID-19 — far from it. But it is the way the button on their smartphones.24
sector has responded to the crisis that most resonates with
It’s clear from such innovations
Mexican survey respondents. that technology is becoming more
integrated into Mexican customer
experience. And with COVID-19
In practice, this meant that a number Similarly, the taxi service Cabify remaining a key part of many people’s
of hotels changed their cancellation sought to continually adapt based lives and more and more people
policies, and became overall more on customer feedback, constantly relying on the internet to connect
flexible, recognizing that COVID-19 looking for new ways to improve the with brands, Mexican organizations
was generating a lot of uncertainty overall experience. will have to innovate. They may not
for guests. As well as this, several have to develop self-lacing shoes, but
brands assisted the healthcare sector This was something the sportswear they’ll need to think ‘outside the box’
by giving rooms to health personnel, retailer Nike was particularly keen as customer expectations continue
and providing cleaning services to on. Nike paid close attention to to grow.
hospitals. the pillar of Personalization, going
to extraordinary lengths to help The hotel brand Hilton is a good
Indeed, ‘flexibility’ is a theme that shoppers find exactly the right example of this, and in Mexico
permeates the 2020 study in Mexico. trainers. Its Nike Adapt footwear, ranks at number two in 2020. Its
Outside of the travel and hotels for example, can physically mould smartphone app has been seamlessly
sector, brands such as Omnibus itself to the wearer’s feet, based on integrated into its customer
excelled because of the range of sensors which are connected to the experience; guests can use it to
different transport options on offer, brand’s smartphone app.23 perform digital check-ins, and select
tailored to passengers’ varied needs. their preferred room choices.
23
https://www.nike.com/adapt
24
Ibid.
The app is also linked to Google Leading CX brands in Mexico

Maps, meaning that customers can Calvin
01
see where their room is located Hilton Nike
Klein
within the hotel building. In addition,
customers can use their smartphones
02 03 04
as door keys, and complete the
check-out process via the app without
having to queue in the lobby or fill out Fiesta Inn Adidas Netflix
any paperwork. Marriott 05 06 07
This sense of customer-centric
Personalization is in evidence
Fiesta
amongst its staff, too. As one guest Guess Costco
Americana
said: “I loved staying at the Hilton
because they were very cordial, and 08 09 10
it has a spectacular service. I love
it; it is like being in a luxurious place
where you can feel at home, but at
As Marriott explained on its website Marriott was successful in the
the same time it’s as if you were in
to customers: “As we welcome you Mexican research in 2020 because
another world.”
back to our hotels around the world, of how deeply it understood
However, it’s the travel and hotels we are committed to providing you its customers, and because of
brand Marriott that takes the top with a safe environment that aligns its willingness to innovate and
spot in Mexico. Like Hilton, Marriott’s with expert protocols for working to embrace new technologies. These
customer experience in Mexico defeat COVID-19… We will actively characteristics will define Mexico’s
is aided by exemplary staff who monitor and evolve our solutions leading brands in 2021; they will build
are committed to the wellbeing to ensure a continued focus on the omnichannel experiences that meet
of guests. As one respondent put health and safety of our guests and and exceed customer expectations,
it: “Marriott is my favourite hotel associates.”25 adapting to the ever-changing needs of
brand in the world… All their staff the world around them.
are extraordinary and spectacular.
Excellent service and definitely the
best hotel chain.”
Mexican brands should build an experience that’s
This sentiment certainly rang true customer-centric focused, and constantly learn
when COVID-19 arrived, with about their customers to know how their needs and
Marriott in Mexico being one of the
expectations are changing. I doubt we will ever see
first brands to introduce a flexible
cancellation policy for customers, static customers again, so our front, middle and back
meaning they could cancel up offices will need to have flexible structures with the
to 24 hours before their arrival ability to adjust and improve customer relationships,
with no extra charge. In addition,
and build trust and loyalty throughout the epidemic
Marriott made its hotels available to
healthcare (and supermarket) workers period, and beyond.”
for free, and it established a Global Manuel Hinojosa
Cleanliness Council, working with Customer Solutions Partner
experts to develop new hygiene KPMG in Mexico
products such as electrostatic
sprays to disinfect its facilities. There
was also an ultraviolet light for the
sanitization of guest keys.
25
https://clean.marriott.com/
The Netherlands
Personalization is everything in the Netherlands. Typically, The financial services sector was
one of the quickest to respond to
Dutch consumers know what they want, and they want to COVID-19, offering services such as
be heard; services should be customized to their particular payment holidays and emergency
needs, and they appreciate having more control with self- loans. Companies such as PayPal
also promised to refund customers’
service initiatives. It’s no longer possible for brands to shipping costs, which increased for
get away with a ‘one size fits all’ approach to customer many at the height of COVID-19.
experience, and indeed the pillar of Personalization
The leading organization in the
is again the biggest driver of Loyalty and Advocacy in Netherlands is ASN Bank which
the Netherlands. is particularly concerned with
sustainability, and indeed one of its
highest pillar scores is Integrity. It
With the arrival of COVID-19, this Brands that were able to builds its customer experience on
presented a problem as digital demonstrate their brand values, the principle of ‘sustainable banking,’
channels rose in importance. integrity and their ability to move believing that money can be used to
Consumers still wanted a personal quickly and stay connected with their create happiness. The brand says:
connection with brands. It is of customers, in the midst of COVID-19 “With money you can exert a lot of
course possible to achieve this have been rewarded with strong and influence to make the world a better
with minimal human interaction but growing customer loyalty. place. For ourselves and for future
requires a high level of consumer generations. So the more people join
insight. Leading CX brands typically It is the relentless focus on ASN Bank, the stronger we stand for
draw on large pools of real-time data, Personalization and Integrity the a better world.”
and analyze it to understand their financial services sector did best in
2020, and it currently dominates the ASN Bank also achieves a high score
customers more thoroughly, leading
Dutch rankings. Customers valued in Personalization — a key factor for
to higher scores in the Personalization
financial services more highly during Dutch consumers.
pillar. Consumers also aligned Value
with Integrity. COVID-19 — as it represented
security during a time of uncertainty.
During lockdown, ASN Bank has Leading CX brands in The Netherlands

offered a wide range of contact Holland & Van der
01
options for customers to choose Rituals
Barrett Valk Hotels
from such as a web chat touchpoint,
and a telephone service which many
02 03 04
employees managed from their
homes.26 The brand was also flexible
in its repayment services, offering Coolblue bol.com ANWB
one-to-one consultations for people
struggling to cover their mortgage
ASN Bank 05 06 07
costs. ASN Bank promised not to let
any customers lose their homes, if at Centraal
all possible.27 Univé KLM
Beheer
That being said, non-FS brands 08 09 10

also responded well to the crisis.
The health food retailer Holland
and Barrett — which ranks at
The retailer promotes the idea interactions. Moreover, at the time
number three — decided to stay
that even the smallest of changes of writing the COVID-19 continues to
open during COVID-19, making its
can make a huge difference, and it necessitate a 1.5m social distancing
stores ‘destinations’ for people to
describes much of the packaging rule, impacting every aspect of the
get individualized advice and the
that usually dominates people’s customer experience — including the
necessary vitamins and minerals to
bathrooms as “unnecessary.”30 experience of the employees, which
stay healthy. Holland and Barrett’s
is an integral part of CX design.
‘experience bars’ also played a part Undoubtedly, as Dutch brands head
in this — designated sections of its towards 2021, Personalization is Despite this, COVID-19 also gives
shops where customers could try going to be the key pillar for them to many Dutch brands the chance to
new products and find the ones best focus on. As mentioned previously, re-evaluate their operating principles
suited to their needs. this will be a difficult undertaking and discover what it means to be a
with customers’ heightened sustainable, truly customer-centric
As the brand explains: “Because
dependency on digital channels, organization.
everyone is different and therefore
which typically offer few real human
has different wishes and needs,
we attach great value to providing
customer-specific advice. We like to
take the time with our customers,
and tailor our advice to your As COVID-19 swept across the Netherlands, the
personal situation.”28 true customer experience champions moved quickly
The retailer also performs well in
to respond, reacting to their customers’ needs and
the Integrity pillar, with Holland and challenging themselves to lead by example. With
Barrett being particularly mindful a significant rise in the importance of the Integrity
of sustainability. It was the first pillar in this year’s survey, it seems clear that Dutch
brand to introduce a ‘zero waste’
beauty range29, with products such
consumers are telling brands to go back to the basics:
as unpackaged shampoo bars, the foundation of Customer Experience Excellence,
washable cotton pads and bamboo where brands lay the groundwork for a personalized,
toothbrushes. empathetic relationship.”
Edgar Molenaars
Partner, Customer & Brand Advisory
KPMG in the Netherlands
26
https://www.asnbank.nl/veelgestelde-vragen/contactmogelijkheden/corona/bericht-directie-wegens-coronavirus.html
27
https://www.asnbank.nl/hypotheek/mijn-asn-hypotheek/hypotheken-en-hulp-bij-betalingsproblemen.html
28
https://www.hollandandbarrett.nl/info/over-ons
29
Retail Insight Network
30
https://www.hollandandbarrett.nl/shop/persoonlijke-verzorging/clean-beauty/zero-waste-beauty/
Romania
Like the rest of the world, Romania has had to deal with states that its mission is to make
sporting equipment available to as
swathes of uncertainty brought about by COVID-19. It’s wide a group of people as possible,
been a deeply unsettling time for many people, but there without compromising on quality.
are signs that it’s had a positive impact on customer “Every person deserves the chance
to enter the field, to shoot at the
experience. Many sectors in this year's Romanian research target, to climb a mountain, to swim,
saw increased scores across The Six Pillars. to ride or to get as far as possible,”
the retailer says.31
This is symptomatic of a wider global of information about consumers, To achieve these goals, Decathlon
trend, with customers experiencing helping them innovate quickly acknowledges that the collection
a heightened emotional response and find solutions to meet their of customer data is essential. It’s
towards those companies that reflect evolving needs. committed to innovating, and the
their core values, such as safety and brand registers dozens of patents
security. In concert with this, many At the same time, the sector is also every year for new products.32 At
sectors ‘upped their game’ to deliver very competitive in Romania. The the same time, Decathlon knows
better, more adapted and consistent increased pressure to win customers’ that there is much sensitivity around
customer experiences, and it’s hearts has incentivized many brands this issue, and that the misuse of
unsurprising that the pillar of Integrity to invest more heavily in customer data can seriously hinder consumer
leads in Romania for customer loyalty experience management. They trust. For this reason, it has extensive
and advocacy. recognize a focus on The Six Pillars explanations available on its website
can help drive revenue growth, and which state how this information is
Moreover, the non-grocery retail secure long-term customer loyalty. used in clear non-jargon.33
sector has been at the forefront of
this success, seeing some of the The sportswear retailer Decathlon
best Six Pillar scores in the country. is a good example of this, ranking
at number three in this year’s study.
This is partly because of how much It’s clear from the way the brand
data has been collected; non-grocery presents itself that the customer is at
retail brands tend to garner a lot the heart of its operations. Decathlon
31
https://www.decathlon.ro/identitate-decathlon.html
32
Ibid.
33
https://www.decathlon.ro/prelucrarea-%C8%99i-protec%C5%A3i-datelor-personale-pentru-servicii-efectuate-%C3%AEn-magazin.html
This customer-centricity can also Leading CX brands in Romania

be seen with Romania’s second
01
highest ranking brand — the book Carturesti Decathlon Dedeman
retailer Carturesti. The brand sees
itself more as a cultural community
02 03 04
than a shop, saying “we are proud
to bring you closer to what we love
most — culture — and we invite Netflix Revolut eMAG
you to join us.”34 ING Bank 05 06 07
And like Decathlon, customer insight
plays a big part in Carturesti’s vision.
Banca
“Tell us what you think and you Zara H&M
Transilvania
will find that your feedback really
matters!” the brand says.35 08 09 10
Carturesti certainly stayed true to this
mission during COVID-19 recognizing
the growing importance of its online There is also a feature called With COVID-19 driving many
stores and the need to be efficiently Round Up, which rounds people’s consumers online, organizations need
connected across all channels. At shopping totals up to the nearest to be ready, and available. Those that
the time of writing, it offers a 24 figure, and adds the difference to have managed this transition to digital
hour delivery service on over 63,000 the customer’s savings account.38 It are the ones who have seen the best
products, together with a range of also operates a 24 hour a day, seven performance across The Six Pillars.
payment options including its own day a week phone line to handle The onus now falls on the other
Culture Card service.36 In addition, customer enquiries. brands to do the same, and offer a
Carturesti has an app which helps truly omnichannel experience which
Looking ahead, the biggest challenge is ready to handle the uncertain world
customers to feel part of the broader
for Romanian brands is staying of 2021.
brand community. Via the app —
present and relevant.
known as the Carturesti Passport —
customers can accrue loyalty points
for discounts, create and manage
wishlists, and receive updates about
upcoming events and workshops, Brands, and even entire sectors, that have previously
as well as stay on top of emerging and historically scored poorly in our Six Pillar ranking,
book trends.37 have now performed very well due to the clients’
However, the leading brand in dramatic change of needs due to COVID-19. For
Romania is the financial services instance, logistics & delivery companies as well as
organization ING Bank. It achieves its pharmacies have achieved record scores. While these
highest pillar score in Time and Effort,
and it offers a number of digital
changes are intrinsically linked to the customers’ core
services which are designed to save values such as safety / security, many companies
time for the consumer. Its mobile managed to raise their game during this crisis and
app, for example, allows people deliver better, more adapted and consistent customer
to pay bills, and send money to
individuals in the user’s contact list.
experiences.”
Dr. Victor Iancu
Director, Strategy & Customer Advisory Lead
KPMG in Romania
34
https://carturesti.ro/info/despre-carturesti-ro
35
Ibid.
36
https://carturesti.ro/
37
https://play.google.com/store/apps/details?id=com.evolabs.cartumob&hl=en
38
https://translate.google.com/translate?hl=en&sl=auto&tl=en&u=https%3A%2F%2Fing.ro%2Fpersoane-fizice
Russia
Continuing the trend seen on the global stage, Russian For example, customers can
receive individualized product
brands were forced to re-evaluate during COVID-19. As recommendations, create their
in most countries, customers flocked to digital platforms own Favorites tabs and carry out
to carry out their business, and the brands that were product comparisons. At the height
of COVID-19, Samsung Store
‘omnichannel ready’ saw the best performance in the 2020 implemented additional customer-
rankings. centric measures, including the
option for shoppers to pay for
products in instalments — recognizing
This was a particularly challenging Customers now have single, digital that many people had been financially
for Russia as it currently has one of points of contact where they can self- impacted by COVID-19.
the lowest levels of e-commerce serve with ease, adopting the highly
capability in Europe. COVID-19 successful model most commonly Similarly, the cosmetics retailer
has therefore been the catalyst seen in the financial services sector. Yves Rocher demonstrates its
for some growth in this area, customer-centricity in this year’s
with many organizations finally This likely contributed to Russia’s study, ranking at number two. For
paying appropriate attention to overall pillar performances, with example, its employees are trained
and assessing the availability and Personalization currently lthe greatest to memorize all of the ingredients
efficiency of their on-line channels. driver of loyalty, and Integrity for for Yves Rocher products, allowing
advocacy. Customers appreciate the them to make informed and bespoke
One sector that has already mastered brands that can tailor the experience recommendations to customers.
this is the public sector. In Russia, to their specific needs, and have their Respondents also noted that staff
government services such as best interests at heart. These are the always give warm welcomes, and
registering apartment ownership or ones they are most likely to return to, take the trouble to say goodbye.
paying speeding fines have been and ‘promote’ among their peers.
centralized onto simplified platforms, One customer said: “I like the
such as Moi Dokumenty and Samsung Store is one such brand, experienced staff that help choose
Gosuslugi, removing the arduous, ranking at number three in this year’s the exact product for my exact
time-wasting customer journeys that study. Personalization is one of its needs! The quality of the products is
formerly plagued this sector. best-performing pillars, and the at the highest level!”
retailer has even mastered this on its
website.
Yves Rocher’s strongest pillar score Leading CX brands in Russia

is in Time and Effort, and in this Yves Samsung
01
respect the retailer has emulated Adidas
Rocher Store
the approach of the public sector. It
aims to become a ‘one stop shop’
02 03 04
for all-things beauty-related, creating
a single platform where shoppers
can quickly find what they want. Sony retail Detskii Mir Xiaomi
It achieves this by offering a wide
product range, and utilizing highly
Nike 05 06 07
knowledgeable employees who can
guide customers towards their goals. Leroy Shell Petrol
Its efficiency is also evident in its Amway
Merlin Station
online services, with Yves Rocher
including samples with deliveries to
08 09 10
help shoppers learn more about the
products available.
Nike also acknowledges its like Nike prove that consumers are
Time and Effort is also a strong pillar
responsibility towards the planet, still prepared to spend — if there
for the sportswear retailer Nike — it’s
and has launched a clothes collection is a premium customer experience
the strongest Time and Effort score in
made entirely of recycled materials on offer. Achieving this will require
the Russian study, with Nike topping
as part of its Move to Zero pledge. many organizations to redesign
the rankings for 2020. A large part
their customer experiences, paying
of this is down to its omnichannel Undoubtedly, these are strong particular attention to digital channels
offering; Nike is available across examples of CX excellence for other to create journeys that are fast,
a wide range of digital platforms, organizations to follow in Russia. personalized, and simple.
making it easy for the shopper to
choose their preferred touchpoint, Despite the decline in customer
and begin their journey. income following COVID-19, brands
An example of this can be seen

with the Mercaux app — another
integrated platform — on which o be consistently successful, companies need to
T
customers can access real-time
stock levels at any given store, and
continually measure and reassess their operating
use a feature where a bespoke dress models as well as their approaches to engaging and
style will be created for them by an interacting with potential and existing customers. The
employee, and stored within the app. impact of COVID-19 and the subsequent lockdown
Nike also stands out in the pillar has further accelerated the importance of adoption of
of Integrity, building its customer these trends in all companies. Customer expectations
experience on the core values
are increasing all of the time, and establishing loyalty
of innovation, sustainability and
diversity. The company promotes requires delivering consistent, engaging experiences
a simple philosophy if a person aligned to brand values.”
has a body, then they are already
Paul Cushion
an athlete; Nike wants to guide
Head of Customer Advisory
beginners towards healthier lifestyles, KPMG in Russia and CIS
and also provide expert services for
sports professionals.
Singapore
In Singapore, customer expectations have grown since More specifically, its staff members
engage in conversations with
the arrival of COVID-19. Customers are demanding more, customers, listening to their needs
and are judging brands based on how ethically they’ve and making appropriate product
responded to COVID-19. In turn, this mindset is affecting recommendations. This gives a
sense of being ‘there to help’ — not
customer advocacy. They are more likely to ‘promote’ just achieving quick sales. It’s worth
organizations that meet these new, higher expectations. noting, as well, that Apple Store
ranks at number three in Singapore,
mirroring its success in Italy where it
In addition, brands have to prove across the 2020 study; 90 percent ranked at number two.
they can be trusted in the eyes of of respondents stated that they’d
the consumer. For organizations such be willing to pay more for ethical Looking at brands such as Apple
as the hotel chain Hilton — which retailers, while 79 percent admitted Store, it’s also apparent that the
saw significant growth in the pillar to being concerned about the global employee experience is an important
of Integrity in Singapore — this trust economic situation. There is a call for consideration for the highest-
was won through initiatives like the brands to share these concerns, and scoring organizations. For instance,
SG Clean trademark. This campaign show that they care. Apple Store employees tend to be
was launched by the Singapore passionate brand advocates who
Tourism Board in February 2020, And while Integrity is one of the enjoy helping others, and a number
setting a high standard of cleanliness strongest pillars for the third highest- of organizations now recognize that
for brands to adapt — something ranking brand in Singapore — Apple happy employees usually deliver the
which Hilton embraced. The brand Store — the pillar of Personalization best customer experiences.
received the SG Clean ‘stamp’ which has also been key to its success.
helped to boost guests’ confidence, At Apple Store, it’s clear that every
particularly after the outbreak of aspect of the customer experience
COVID-19. It’s worth noting that has been designed with the
Hilton’s cleanliness also helped the customer in mind, with its outlets
brand in Mexico, where it ranked in being more akin to luxurious, sensory
second place overall. experiences than shops. Even
subtle touches like potted plants and
Indeed, trust and the pillar of modular seats help to foster a sense
Integrity have proven to be important of being ‘looked after.’
At Singapore Airlines — which Leading CX brands in Singapore

ranks at number two in this year’s Singapore Apple Changi
01
study, employees and their families Airlines Store Airport
receive a free air ticket once a year
to any destination within the airline’s
02 03 04
network, and it also offers discounted
travel throughout the year, and profit- Singapore
sharing bonuses.39 Uniqlo POSB General
American Hospital
Singapore Airlines also has a frequent Express 05 06 07

flyers programme called KrisFlyer.
Members of this programme
accumulate ‘miles’ which can be Esso Apple Pay DBS
exchanged for rewards such as
flight discounts, or discounts in its 08 09 10
own KrisShop. During COVID-19,
the airline introduced a further
initiative called KrisPay It Forward,
Not only do they provide a human Looking ahead, brands in Singapore
which allowed passengers to
touch, they think from the customer’s will need to continually adapt to the
donate their miles to buy treats for
perspective and I strongly feel they challenges presented by COVID-19.
frontline workers, such as healthcare
empathize with the customer’s Singapore is faced with a more
employees and public transport
situation and problem when we digitally-savvy consumer, who has
operators. This initiative may have
contact them. Even if they cannot heightened expectations around
influenced Singapore Airline’s
solve it on the spot, they will advise what a ‘good’ experience looks like.
Integrity score, which is one of its
that you can do your other tasks and This is as much a challenge for the
highest in 2020.
they will get back to you, and they higher ranking brands as everyone
The leading brand in this year’s always do.” else, as online competition grows
study is the financial services and intensifies. The ‘winners’ will
For many customers, American be those who get to know their
organization American Express. Like
Express represents a lifestyle rather customers intimately through
Singapore Airlines, this organization
than a credit card. Respondents careful analysis, curating customer
offers customer ‘perks’ such as air
explained that they could rely on it to experiences that are highly
miles and airport lounge access,
be consistently efficient, empathetic personalized and efficient.
highlighting its customer-centricity.
and personable. Indeed, American
But the brand’s strongest pillar Express is the highest-scoring brand
score is in that of Resolution. in four of The Six Pillars for the whole
Many respondents have praised country.
its dedication to finding positive
outcomes, with no request being
too small. As one customer put it:
“American Express provides the best Technology such as digital experience platforms,
customer experience out of all the artificial intelligence and chatbots is not the silver
companies I have dealt with…
bullet for brands looking to elevate their customer
experience — however it is a key enabler in facilitating
connections between brands and consumers, by
humanising technology to create real connections.”
Guillaume Sachet
Partner, Advisory
KPMG in Singapore
39
https://www.singaporeair.com/en_UK/us/careers/why-join-us/
Slovakia
As in many countries, COVID-19 concern has gripped as offering personalized deals and
free deliveries — help consumers
Slovakia. Spending has deteriorated, with Slovakian to feel as if they are ‘buying into’
consumers putting off larger purchases and taking longer to organizations, and are becoming
buy non-essentials. part of something bigger.
The pillar of Personalization is

also important in Slovakia, and is
Understandably, personal health has that they could still conduct their
the biggest driver for customer
also been at the forefront of people’s business from the comfort of their
advocacy. This is certainly
minds. People have been reluctant own homes, and those sectors that
something the retailer Tchibo
to interact with brands in person and provided fast, seamless experiences
recognizes, landing at number
have, instead, leaned more heavily on were the ones that performed
three in this year’s study. Having
digital channels, severely impacting best for CX. In Slovakia, the non-
begun life as a coffee shop and
sectors such as travel and hotels grocery retail sector takes the lead
café, the brand now sells a much
which now need to find new ways to in 2020, combining quick deliveries
wider selection of products and is
survive in a world where COVID-19 with favorable return policies and
praised by consumers for its relaxed
is still a threat. Indeed, this is friendly services.
atmosphere and helpful personnel.
symptomatic of a wider global trend
In addition, Slovakian customers In addition, Tchibo works hard to
in which 82 percent of respondents
prefer organizations that show they surprise and delight, introducing
have indicated that they’re more likely
stand for more than just being a new product ranges every Tuesday
to favor digital wallets over cash in
business. They favor brands that look to keep people inspired and
the future. This was further supported
out for their best interests, as well engaged.40
by a study conducted in Slovakia
which indicated that over 50 percent the interests of their employees and
One of the brand’s strongest pillars,
of e-commerce businesses grew the planet.
is Resolution. Customers speak
or remained stable during the peak highly of Tchibo’s returns policy,
This is reflected in Slovakia’s
months of COVID-19. which allows people to return
leading pillar for loyalty, which
is now Integrity, and many non- unwanted goods within 30 days of
Undoubtedly, when COVID-19’s grip
grocery retailers stand out for their purchase without having to give a
was at its tightest in the first wave,
loyalty programs which — as well reason.
customers needed the reassurance
40
https://www.nike.com/adapt
As one consumer explained: “We Leading CX brands in Slovakia

have great experience with Tchibo.
01
The staff are always helpful, IKEA Tchibo Panta Rhei
and there are no problems with
returning products—no questions
02 03 04
are asked. Products are always high
quality.” DM Drogerie Shell
Zásielkovňa
Markt Slovensko
Similarly, the retailer IKEA performs
well in this year’s study, landing
Martinus 05 06 07
at number two — mirroring its
equally high rankings in Sweden
and Australia. In Slovakia, the non- Dráčik Lidl Netflix
grocery retailer is synonymous with
high quality and affordability, and 08 09 10
customers often go to great lengths
to shop with the brand, despite the
fact it has only one outlet in the
In addition, Martinus performs well Such initiatives reflect the growing
whole country.
in the pillar of Integrity. It even trend of customer-centricity in
And like Tchibo, IKEA has blended manages to show Integrity through Slovakia, with more organizations
dining with retail to create an its website, despite its lack of human recognizing the power of good CX.
overall more pleasant customer interaction. For instance, it offers This trend has been growing for a
experience, making its outlet special discounts whenever it’s a number of years, and it’s possible
something of a leisure destination person’s name day — celebrating that COVID-19 will accelerate
as opposed to a furniture once per year on a day associated the process as more brands get
warehouse. It is also notable for with one’s given name which is to grips with a world that has
its speed, which sets it apart from widely celebrated in Slovakia. It also changed considerably since 2019.
other retailers in Slovakia. Many sends out birthday greetings with This will involve intimate customer
of its products are available for discount codes, and its website has knowledge, and a desire to
instant pick-up, and it has an equally a feature which allows shoppers to experiment and innovate — all the
efficient returns policy which round their purchases up and donate while keeping the consumer at the
stands out for its fairness; it offers the difference to charity. heart of the CX strategy.
free protection for any goods that
have been damaged in transit, or
even during the assembly process
(as many IKEA products require We have seen CX getting stronger traction over the
customers to put them together
themselves.)
last couple of years, with companies changing in order
to put the customer in the center of their activities.
Slovakia’s leading brand for
With COVID-19, companies need to again rethink
customer experience is the book
retailer Martinus, which ranks first their business models and find ways to connect
for the third year running. Its Time with customers living in a new reality. Those with an
and Effort score is the highest in advanced CX approach, and a deep understanding of
the country. This is particularly
their customers and their changing needs, will find that
important for Slovakian customers
who praised the brand for its they are best prepared to win their hearts and minds,
delivery speeds. and create long-term, loyal relationships.”
Stanislav Sumsky
Head of Advisory
KPMG in Slovakia
Spain
Before the arrival of COVID-19, an important part of Spain’s learnings to deliver faster and more
individualized experiences.
customer experience was the brick and mortar store —
a place that was more of an ‘experiential destination.’ They have created customer
experiences that are truly
However, COVID-19 has changed this mindset. Consumers
omnichannel, allowing consumers
still want outlets to exist, but increasingly as places where to switch between digital and
they can have their needs met as quickly and efficiently as physical platforms seamlessly, with
few barriers between them and
possible.
their goals.
One organization that does this

Personalization is still of paramount With more emphasis being placed consistently well is Apple Store,
importance. In previous years, on the commodity of time the pillar which tops the CX rankings in 2020.
Personalization was often achieved of Time and Effort is the greatest
through one-to-one interactions; driver of customer loyalty in 2020. Undoubtedly, COVID-19 had a
customers would take time to Consumers want to feel as if they tremendous impact on Apple Store’s
discuss their individual needs and are using their time well, be it in a operations, being a largely brick and
allow themselves to be guided physical store, on a website, in an mortar operation. At the peak of
towards the best purchases. And app, or in a webchat. And they are COVID-19 in Spain the organization
while this desire still exists — with more committed to those brands shifted many of its services online,
the pillar of Personalization being that are fast and efficient. making its online channels and
the leading driver of customer phone services the main point of
advocacy — people now expect to Most of these can be found in the contact for consumers. This was
see it in their digital interactions non-grocery retail sector, which something of an effortless transition
as well. COVID-19 has shaped dominates this year’s rankings. and in fact the brand saw some
Spain into more of an omnichannel For the most successful Spanish growth in its customer base.
market, with a heavy reliance on retailers — such as Zara or El Corte
Ingles — the key is customer This may have been achieved
digital. Physical stores are still
data, enabling these brands to through a focus on its employees
part of the customer journey, but
better understand consumer who have always been a core
a smaller one, with less emphasis
priorities. Data and insights help component of the store's
being placed on the pleasure of face
to understand what the customer experience.
to face interactions.
values and deliver continuous
Second in Spain's study is the Leading CX brands in Spain

online supermarket Consum, whose Leading
01
highest pillar scores are in Time and Consum Pepephone online
02 03 04
retailer
Effort and Integrity. Consum says
that its core values are, “To listen to
the customers, the employees, the
suppliers and to our environment; American El Corte
to provide products, training, Bon Preu
Express Ingles
information, welfare, development
and sustainability; and to be
Apple Store 05 06 07
responsible through commitment,
honesty and respect.”41 Leading grocery
Nike delivery service
Adidas
One shopper made the following
remark about Consum: “The orders 08 09 10
arrive quickly, in the indicated time
frame, and if a problem arises, they
are flexible in solving it, always
In addition, with the role of the To do this, they will need to consider
thinking of helping the customer.”
physical store quickly evolving, how to inspire and engage their
Following Consum is the brands need to understand how to employees (one of their most
telecommunications operator incorporate a range of touchpoints valuable assets) mirroring the
Pepephone, which ranks at number into a more omnichannel experience. approach of successful organizations
three. “We believe in a world in like Apple Store.
which your operator automatically
improves your rates,” says
Pepephone, “[and] recognizes
when they have made a mistake
and compensates you without your
It is interesting to note that two local companies are
asking… A world in which your ranked in the top three, which shows that proximity,
operator does not waste your time empathy, convenience and reliability are gaining
and dedicates his to making your importance. Brands that have been able to provide
life easier.”42
a seamless omnichannel experience, adopting and
Pepephone’s highest pillar scores extending the use of new technologies to connect
are in Time and Effort, Resolution, and interact with customers (such as AI, marketing
and Personalization.
automation, and digital interaction channels) while
Looking ahead, creating a customer- retaining the human touch, are the ones that are
centric vision won’t be too hard for
winning. In this respect, I must say that customers
many Spanish brands. What will
be difficult, however, will be the increasingly value employees as the key factor for
harnessing and analysis of the large delivering an excellent experience, focusing on solving
swathes of customer data. their problems, making their lives better, and building
relationships — instead of just being transactional. “
Enrique Porta-Puy
Head of Consumer & Retail and Digital Customer
KPMG in Spain
41
https://www.consum.es/en/mission-vision-and-core-values
42
https://www.pepephone.com/los-principios-de-pepephone
Sweden
In Sweden, many people would describe themselves as properly manage social distancing
and cleaning routines.
efficient, and proudly so. Indeed, efficiency is something
that customers have come to expect from brands and any Many brands did this successfully,
and indeed the Swedish retailer
organization that can deliver a seamless experience — while
IKEA achieved a high score for
delivering true value is generally considered in high regard. Integrity, ranking in third place in
2020. IKEA responded positively
to the outbreak of COVID-19,
The higher ranking brands Similarly, the pillar of Integrity also introducing a ‘click and collect’
also leverage customer insight matters. It’s the biggest driver for service which allowed consumers
effectively and in Sweden customer advocacy, and this is to order products online and then
consumers generally accept this something that Swedish customers collect them at special drive-
as long as it is stored safely and do not give easily. They tend to through pick-up points.
ethically — and of course used be quite careful about which
to deliver a premium customer organizations they’ll recommend The pillar of Integrity also
experience. to family and friends, lest their encompasses wider, environmental
judgement be misplaced and they concerns. In general, many non-
The non-grocery retail sector is come away feeling embarrassed. grocery retailers ask customers
currently performing best in this to help them look after the planet,
regard and understands how to That being said, there are many encouraging them to return used
gather, analyze and utilize customer brands that score highly for clothes to stores so that they
data. These insights helps brands to Integrity in this year’s study. can be repurposed, for example.
truly deliver what their customers COVID-19 certainly threw a Likewise, other brands such as the
want, which is critical in Sweden spotlight on this pillar, when the pharmaceutical retailer Apoteket —
as the pillar of Personalization is a onus fell on individual brands which ranks at number two in
strong driver of loyalty. Customers to ‘look after’ the customers 2020 — ask customers to return
are loyal to the brands that tailor themselves. This is because the empty bottles and packaging so
the experience to their specific government never fully closed that they can be recycled.
needs and remember their past its restaurants, schools or retail
preferences. stores, leaving it to organizations to
“No one can save the world on Leading CX brands in Sweden

their own,” says Apoteket. “To do
01
something about the challenges Apoteket IKEA Budbee
facing the world, the UN countries
have agreed on seventeen global
02 03 04
goals. Here at Apoteket, we
accept the challenge and roll up
our sleeves a little extra. We have Spotify Netflix ICA
chosen to focus our efforts on
the five goals (health, customer
Apotea 05 06 07
offering, environment, employees,
profitability) where we believe we
can make a difference.”43 Willys Avanza Halebop
This sentiment is echoed by another 08 09 10

pharmaceutical retailer, Apotea,
which ranks first. The brand says:
“We feel responsible for the world,
Many struggle with the alignment There is also customer insight
the people and the environment
of their front, middle and back office to consider. While it’s seen as
around us. Ever since Apotea started,
processes, meaning unnecessary an acceptable part of CX, many
sustainability has been important
hurdles sometimes disrupt customer organizations are ill-equipped to
to us. Sustainability should not
journeys. In addition, the older handle large volumes of data, and
be something we just talk about;
organizations are being challenged lack the tools to analyze it properly, or
it should be at every level of the
by new disruptors — start-ups that even store it safely. Brands that want
organization and it should be seen
have designed customer-centric to improve their customer experience
that we always have the idea of
processes from the ground-up, and will need to focus on data if they are
sustainability with us.”44
are already winning the hearts of to unlock its value.
Of course, being a retailer, the day-to- Swedish consumers.
day functioning of its stores matters
as well. Apoteas's highest scores are
in Personalization, Time and Effort
The 2020 research strongly highlights the shift to
and Integrity. One respondent said
they had “never had a problem with digital we see in Sweden which is independent of
Apotea” and described the shopping industry. The physical channel now supports the digital
process as “smooth” and “fast.” experience rather than the other way around. Digital-
They added: “They offer good prices,
born organizations such as Apotea will therefore have
fast delivery, and a large range of
products. I always use the Instabox an advantage over traditional brands due to more
delivery option, which is also free, on efficient and connected operating models.”
the way home from work. No need to
Helena Granborg
even take a detour to pick it up.”
Customer Experience Lead
However, achieving this level of KPMG in Sweden
Personalization and efficiency is
still a challenge for a number of
Swedish brands.
43
https://www.apoteket.se/om-apoteket/hallbar-utveckling/vi-tar-ansvar/
44
https://www.apotea.se/vart-ansvar
Taiwan
COVID-19 changed the face of customer experience in Face masks were readily available
in all of its stores, which the brand
Taiwan. Footfall fell at non-grocery retailers, and the wrapped in special ‘dust free’
government issued shopping vouchers to encourage packets, paying particular attention to
domestic spending. In addition, customers started to hygiene and safety.
demand a wider range of payment options, and while Despite this, it’s clear that PX Mart is
many organizations provided these, they didn’t always have a customer-centric brand regardless
of COVID-19. Its strongest pillar score
the most efficient systems to switch between different
is in Personalization — the pillar that
payment methods. is key in driving customer advocacy
in Taiwan. But it also performs well in
the pillar of Time and Effort, and it is
However, for grocery retail, COVID-19 There was a sudden surge in the most ‘accessible’ grocery retailer,
was a catalyst. Many organizations dependency from consumers, and a with its 1,000+ stores being within
embraced the fresh challenges and less able sector could have buckled reach of 80 percent of Taiwanese
redesigned their services, aiming under the strain of this increased families. Inside, customers are
to make them quicker and more demand — particularly in Taiwan, usually45 able to complete their
personalized. where convenience stores are transactions speedily as well, with
typically closer to people’s homes its PX Pay platform (and smartphone
Brands such as 7-Eleven and Family than the bigger department stores. app) greatly shortening the checkout
Mart were instrumental in this, People were limiting their travel, and process.
recognizing that people’s needs had looking to companies like 7-Eleven to
suddenly become more diverse. become ‘one stop shops.’ Speed is also an important factor
With customers staying away for Taiwan’s second highest ranking
from certain shops at the height This was a challenge that PX Mart brand — the restaurant chain Din
of COVID-19, these brands began rose to, and the retailer ranks at Tai Fung. Its smartphone app allows
offering new services. POS machines number three in this year’s study. customers to book their tables ahead
were available to sell public transport During the COVID-19 period, PX Mart of time and receive a notification
and concert tickets, and the brands went to great lengths to earn its when it’s ready, meaning they don’t
also set up services that allowed customers’ trust. have to queue at the restaurant — a
people to collect parcels they had feature that also helped with social
ordered online. distancing at the height of COVID-19.
45
https://medium.com/commonwealth-magazine/whats-the-scoop-on-brick-and-mortar-e-commerce-85e07ff2e6b4
Din Tai Fung is notable for its high Leading CX brands in Taiwan
pillar scores in Integrity and Empathy. Din Tai Fung
01
For example, the brand is particularly PX Mart Eslite
(鼎泰豐)
conscious of people’s dining speeds;
it recognizes that it can be unpleasant
02 03 04
to feel ‘rushed’ during a meal, and
always serves at the same rate as Family
customers’ dining speeds, regardless 7-Eleven Carrefour
Mart
of the cost implications. Richart 05 06 07
As one person observed: “The food is
very delicate, and the service makes
Cama Wowprime
people feel like home… The menu Adidas
Café (王品)
may seem home-styled, but I can
taste their sincerity.” 08 09 10
This sincerity is echoed in Taiwan’s
customer experience leader — the
financial services organization popular social media platform — all-the-while remaining conscious of
Richart. Like Din Tai Fung, Richart Line — is connected to a number of the privacy concerns connected with
cares passionately about its brands. Users can receive discounts big data.
customers. In fact, it was originally or earn Line points whenever they
make purchases through the app, and Arguably, this is a problem globally,
launched by Taishin Bank with the
they can also use it to recommend but there’s a particular emphasis on it
express purpose of providing the
products and services to their friends. in Taiwan, with over half of surveyed
best financial customer experience
Undoubtedly, this platform has had customers saying that they have
through mobile banking. It’s no
a positive impact on the world of purchased products they did not
surprise, therefore, that its Time and
customer experience as a whole. But intend to buy, as a result of receiving
Effort score is 7 percent ahead of the
it has also created some problems. a personalized recommendation. In
market average in 2020, fuelled by a
Many Taiwanese customers are fact, Facebook’s user activity saw a
smartphone application that allows
suffering from ‘information overload’ marked decrease in Taiwan following
users to send money to friends and
and have started to block out online reports of a big data leak.
families using just a phone number,
amongst other things. advertisements on social media
Organizations must now work hard to
platforms.
earn their customers’ trust, and prove
But Personalization is Richart’s
The challenge for brands in Taiwan that they are operating with their best
strongest pillar — a quality the brand
is now to curate content through interests at heart.
exudes across many touchpoints. For
instance, its dog mascot resembles personalization, rather than volume,
a child’s drawing, evoking a sense
of playfulness and simplicity while
helping to humanize the organization.
Via its smartphone app, users can
even invest in Richart’s stock market
A digital world with a vast amount of options to
portfolio, a process which the brand customers is already the new reality in Taiwan. Brands
has designed to act like a mobile only have a few seconds to capture customer attention.
game — one that is fun, and easy The key to unlocking future customer loyalty is through
for beginners.
the right use of data, curated content, and immersing
These digital considerations are the brand in the customer journey.”
becoming more important across
Taiwan. For example, the most Wayne Lai
Partner, Advisory Services
KPMG in Taiwan
Thailand
There is something of a race happening in Thailand. Cell (encouraging innovations); and Speed
(adapting and learning quickly.)46
phone use is exploding as customers rely increasingly on
mobile platforms. COVID-19 has accelerated this, but it’s Next is Apple Store, which ranks at
number two. The retailer is keeping
fair to say that this trend has been growing for a number
pace with Thailand’s digital revolution,
of years. recognizing that the smartphone
has become an integral part of many
people’s lives, particularly when it
Those brands with their fingers The strongest brands are able to comes to social media use, which
on the pulse have been able to tailor the customer experience to has seen a sharp increase.
capitalize on this shift. As more the specific needs of the individual,
consumers turn to their cell phones, unfettered by corporate processes Of course, the physical outlet is
the expectation of an ‘on demand’ that often leave people wrapped up key to Apple Store’s business, and
economy has emerged. People in red tape. Personalization is also in non-COVID-19 times it’s a go-to
expect organizations to offer faster about remembering past preferences, ‘destination’ in which customers
and more efficient services, while and customers’ names — in essence, can explore and play. In addition, the
at the same time delivering value it represents the ‘humanization’ of brand offers a service called Today
for money. Indeed, economics customer experience management. at Apple, where visitors can attend
have become more important in In Thailand, the brands that special workshops to learn how to do
2020, with COVID-19 leaving some master this pillar are more likely new things on their smartphones.
households financially fragile, and to be ‘promoted’ in consumers’
Inevitably, this service had to stop
limited in their ability to boost the peer groups.
during COVID-19, but Apple Store
country’s economy.
This is certainly true of the financial maintained its customer focus by
That being said, the world of CX is services sector, which leads for moving its workshops online. Here,
not without its winners. In Thailand CX performance in 2020. The bank phone users could watch pre-
— much like the rest of the world SCB ranks highly in this year’s recorded videos explaining how to
— the pillar that has the greatest study, landing in third place. SCB use some of the iPhone’s features.
impact on loyalty and advocacy is operates on four core values: And a selection of these videos
Personalization. Customer Centricity (focusing on catered to multiple audiences at
customers); Risk Culture (managing once, with some being delivered
risks appropriately); Innovation in Sign Language with English
voiceovers, and Thai subtitles.47
46
https://www.scb.co.th/en/about-us/sustainability.html#tab-4
47
https://www.apple.com/th/today/feature/today-at-home/
Apple Store is conscious of its Leading CX brands in Thailand

responsibility towards the planet. All Apple
01
of its stores’ electricity — both in SCB Oishi
Store
Thailand and in every other country
in which it operates — take 100
02 03 04
percent of their electricity from
renewable sources, and Apple Store
has reduced its carbon footprint 7-Eleven Kbank AIS
by 71 percent since 2011, despite
a fourfold increase in its energy
AIA 05 06 07
usage.48
Bar BQ
Thailand’s CX leader is the financial KFC KTAL
Plaza
services organization AIA, which
specializes in insurance. AIA is 08 09 10
committed to its customers, and
it learns about them continually
through its virtual data science
across the globe indicated that they brands in Thailand. Customers may
lab, which gathers and analyzes
were worried about their personal be demanding slicker, speedier
consumer data.
data, and how it was being gathered interactions, but their loyalty could
Much of this is derived from its AIA and used. And with the acceleration wane if they don’t believe that
Vitality platform, which launched in of cell phone use, and countless brands are truly ‘on their side.’
2019. It’s an insurance and wellness gigabytes of data being transferred
programme that rewards users for on a daily basis, this should be a
being healthy. By taking regular growing concern for the leading
exercise, or eating healthily, or even
going for an annual health check-
up, users can earn points which
can be exchanged for discounts e are a country with some of the highest penetration
W
at gyms and pharmaceuticals, rates across all major mobile platforms so we can
and even plane tickets. As such,
see in the survey results that those organizations that
Vitality highlights AIA’s concern
for its customers’ wellbeing by invested heavily in mobile-led strategies are bringing
incentivizing them to look after their connectivity to their ecosystems. They’re underpinned
minds and bodies. by enhanced data and analytics capabilities, and
This initiative also helps AIA to learn they’re winning on the customer battlefield by offering
more about its customers and, in a differentiated customer experience. Time is running
turn, find new and more relevant out for those that have not. We have seen 10 years
ways to serve them.
of expected behavioral shifts occurring in the last six
This is, however, a delicate line to months alone.”
tread. 98 percent of respondents
Christopher Saunders
Partner, Head of Financial Services
KPMG in Thailand
48
https://www.apple.com/th/environment/
United Arab Emirates

In the Gulf region, there is no happier place to live than the customer. For instance, some
of the seats on Emirates’ A380
United Arab Emirates (UAE) according to the latest edition jets are equipped with their own
of the World Happiness Report. The UAE is at the top of the brass-plated drinks holders and
list of Arab nations and is home to some of the happiest doors which allow passengers to
effectively seal themselves into
cities on the planet such as Abu Dhabi and Dubai.49 private rooms.52
Financial services organization

Dubai has its own “Happiness The UAE’s highest-ranking brand HSBC is ranked second in this
Agenda” — a city-wide vision led is Emirates Airlines. During year's research. HSBC has adopted
by HH Sheikh Mohammed bin COVID-19, Emirates focused on a strategy of improving its digital
Rashid Al Maktoum, Vice President a policy of open communication offerings. In 2018 some of the
and Prime Minister of UAE and and general responsiveness. For branches in the UAE underwent
Ruler of Dubai, which aims to example, customers who had a transformation into Customer
“make Dubai the happiest city on already purchased plane tickets Service Units. These branches
earth” using a “science based” could choose to retain them until aim to blend digital self-service
approach to “measure, impact and they were ready (or able) to fly, with technologies with human interaction
sustain happiness for the whole Emirates extending their validity where visitors can print and emboss
city.”50 Across the UAE, residents up to 24 months. Customers could their own HSBC debit and credit
place a high value on empathy, also receive a full refund, or a travel cards.53
and this ethos is reflected in the voucher which could be exchanged
quality of its customer experience for other Emirates flights or These new Customer Service
management. products.51 Units seek to expedite the banking
experience by offering on-the-spot
The impact of COVID-19 was The best brands aim to deliver a video conferencing for visitors to its
overwhelming for some consumers, better experience than the general branches.54
and successful brands were ones consensus of what constitutes
which could prove themselves to 'good'. Like many brands in the
be reliable and trustworthy during UAE, Emirates aims to provide
these unsettling times. a 'luxurious' experience for the
49
https://worldhappiness.report/ed/2020/ 53
https://zawya.com/mena/en/press-releases/story/HSBC_expands_digital_
50
http://en.happinessagenda.ae/#overview experience_with_new_Customer_Service_Unit_in_Mirdiff_City_Centre-
51
https://www.emirates.com/uk/english/help/covid-19/ticket-options/ ZAWYA20180903095729/
52
h
ttps://www.emirates.com/ca/english/experience/cabin-features/first-class/ 54
https://www.tahawultech.com/industry/financial-services/hsbc-uae-
a380/ promises-80-digital-interaction-to-customers/
Entertainment and leisure brand Leading CX brands in United Arab Emirates

VOX Cinemas ranks number three.
01
It is the largest cinema chain in the Centrepoint DEWA DHL
Middle East, with 490 screens across
47 locations. In 2017 it won the Best
02 03 04
Cinema in the World award at the
CinemaCon conventiown.55 Emirates
Emirates Fedex
NBD
It offers a service named ‘Gold’ which
includes “plush seating”, food and
Carrefour 05 06 07
drink. According to one customer,
“VOX Cinemas are the go-to place
Vox
for any comfortable movie-watching HSBC Spinneys
Cinemas
experience in UAE. This time the
VOX Gold experience proved that 08 09 10
this is the gold standard of movie
experience with its luxurious setting Note: Brands are listed in alphabetical order.
and services.”56
Another brand which has provided

a rapid response to COVID-19 is
Spinneys Dubai which operates 50 COVID-19 has had an unprecedented impact on all
Spinneys supermarkets and eight sectors in the UAE. It has put customer experience at
Waitrose stores in the UAE.57 The
demand for home grocery deliveries
the forefront of levers to drive loyalty and confidence
has accelerated dramatically this among consumers. Companies are increasingly looking
year. Spinneys launched a new to invest in more proactive approaches. Enhancing the
e-commerce delivery service — a use of data and data-driven insights is going to play a
direct response to consumers'
changing preference to shop for
huge role in enabling companies to be more predictive
groceries online. Spinneys anticipates in nature, anticipating customers’ needs and wants,
e-commerce demand will continue rather than just being reactive.”
to gather pace and aims to deliver an
omnichannel customer experience.58 Pilar de Miguel Veira
Customer Experience Lead, Partner
Consumers are becoming KPMG in the UAE
increasingly selective in their
decision-making. As we move
towards 2021 brands will have to
demonstrate that they are ‘COVID-19
safe’, can be trusted and that their
services deliver value for money.
55
https://cinemacon.com/press-release/vox-cinemas-to-receive-cinemacon-2017-global-achievement-in-exhibition-award
56
https://uae.voxcinemas.com/ways-to-watch/gold
57
https://www.eurofresh-distribution.com/news/spinneys-dubai-retailer-never-compromises-quality
58
https://mediaoffice.ae/en/news/2020/June/21-06/Spinneys-launches-online-delivery-service-in-Dubai)
United Kingdom
While COVID-19 has changed the face of customer As one respondent said: “For me,
they’re one of the banks of the
experience in the UK, many of the more adaptable, agile future with helpful staff, intelligent
brands which have often topped the CX rankings have answers to questions and no
continued to lead throughout the lockdown period of 2020. pressure to try and get you to take
on further products”.
It is also an adaptable brand,

What has changed, however, is a Excellence (CEE) performance
swiftly responding to support its
widening gap between the high- since 2019, with restaurants &
customers during COVID-19 with
flyers and the laggards in the UK. fast food, logistics and the public
the introduction of its Connected
The lower-ranking brands need to sector seeing the biggest climb.
Cards scheme to allow friends
work even harder to catch up to Nevertheless, grocery retail and
and neighbours to shop for those
their higher performing competitors. financial services remain the
self-isolating, removing the need
Their performance across The Six highest performing sectors overall
for payment via physical contact.
Pillars will be key to their growth. in the UK.
Starling also participated as a
At the same time, one of the Indeed, four financial services lender in the government-backed
pillars — Integrity — has become organizations feature in the UK Coronavirus Business Interruption
more relevant than ever. When 2020 top 10, including a new Loan Scheme during COVID-19.
COVID-19 was at its peak, entrant to the research — Starling
Ranked second is the online
customers wanted to know that Bank. Starling Bank ranks third and
retailer QVC UK — a brand that
brands stood for more than just is an entirely digital bank which
recognizes the importance of the
making a profit. They wanted to be clearly understands its customers
Personalization pillar. The ‘human
assured they were looking after and the role their mobile devices
touch’ is one of the retailer’s
their employees and consumers, as play in their lives. Its services
defining characteristics, with the
well as taking the implications of are streamlined and hassle-free;
‘conversational’ attitude of its
COVID-19 seriously. The long-term Starling has partnered with a
presenters being a key part of its TV
impact of this psychological shift number of third parties, including
and internet broadcasts.
remains to be seen. PensionBee and Churchill, enabling
customers to manage several
Despite this challenging climate, financial services on one app.
most sectors have seen an increase
in their overall Customer Experience
And while this way of working Leading CX brands in United Kingdom

became difficult during the lockdown Starling John Lewis
01
period, QVC UK strove to maintain QVC UK
Bank & Partners
it for as long as possible. Moreover,
many of its customers turned to
02 03 04
the brand’s social media channels
at the peak of COVID-19. QVC UK
were able to utilize these channels Lush Monzo Lakeland
to help shoppers order, track and
return products effortlessly. Its
first direct 05 06 07
#QVCAlwaysWithYou hashtag was
also put to good use, with the brand Côte American
recognizing that some customers M&S
Brasserie Express
were relying on social media simply
for comfort and reassurance.
08 09 10
Similarly, the UK’s customer
experience leader — the financial
In addition, the bank’s customer Being a “pleasure” is possible for first
services brand first direct — is
experience is deployed consistently direct because of its deep customer
consistently strong for customer-
across all of its channels; it’s as quick knowledge. The bank knows exactly
centricity. As with many banks
and easy for a person to interact with what people are seeking physically
at the start of COVID-19, first
first direct over the phone as it is via and psychologically and if these
direct moved quickly to protect its
one of its social media platforms. desires change it’s immediately
customers against negative economic
aware and can adapt accordingly.
consequences with fee-free As one respondent explained: This depth of insight will be crucial
overdrafts, loan repayment holidays “Always a great experience when for UK businesses as they head into
and lower insurance payments. Its I have to contact first direct about the uncertain world of 2021, where
agile at scale operating model also anything (which is rare.) I’m currently the true impact of COVID-19 cannot
allowed the bank to quickly scale up re-mortgaging with them and as be predicted.
a dedicated, empowered customer always their staff have been an
team to empathetically respond to absolute pleasure to deal with.”
their customers’ difficulties.
first direct’s people first mantra

means the bank constantly asks itself
three questions: How are our people The present downturn promises to be one of the most
feeling? How are our customers intense, but also an opportunity for many brands to
feeling? What is our commercial engage with a new customer and redefine what their
performance? The answers to these
questions guide the shape of its
enterprises stand for.”
customer experience. Tim Knight
Partner, Customer Advisory
Indeed, first direct is successful KPMG in the UK
in part because of its connected
CX vision. Every aspect of the
organization is guided by these
questions, with each department
moving in the same direction.
USA
When COVID-19 peaked and many countries went into Indeed, this Texas-centricity became
more apparent during COVID-19, with
lockdown, the grocery retail sector became crucial. Of H-E-B launching a ‘Texans Helping
course, it had always been essential, but not to this extent. Texans’ campaign which encouraged
With the mounting pressures and the need to adapt quickly, local communities to pull together
and embody “the generous spirit
there was a very real possibility that grocers could buckle and strength that brings together all
under the strain. Texans during uncertain times”—an
initiative that was intended to help
the state’s most vulnerable citizens.
But many retail grocers stepped up, As such, Hannaford exemplifies Similarly, H-E-B showed much
finding new and efficient (and safe) customer-centricity, and this trait support for the restaurant sector
ways to help people shop. Services sets the CX champions apart during COVID-19 and partnered with
such as curb-side pickup, contactless from the others. To achieve true a number of local establishments
payments and extended hours for customer-centricity, brands need to sell chef-prepared meals at
at-risk consumers all helped people to have a strong understanding of its outlets. Undoubtedly, H-E-B’s
to navigate what was (and still is) an The Six Pillars, and in the US the caring spirit really resonates with
unsettling time for the United States. pillar of Personalization is particularly customers, and it sees the brand take
important. It is the biggest driver for second place in this year’s research.
The retail grocer Hannaford is a good loyalty and advocacy, and the brands
example of this, and the brand saw that master it are able to adapt their A caring spirit is certainly a strength
a significant rise in the rankings in customer experiences to the specific of the restaurant brand Chick-fil-A,
2020. The brand began offering hand needs of the individual. which ranks at number three in
wipes at its store entrances, and the US study. Its CX strategy is
introduced one-way directional signs The retail grocer brand H-E-B exudes underpinned by the principles of its
to help maintain social distancing. It a similar ethos, although being a founder, S.Truett Cathy, who told his
also offered a grocery pick-up service Texas-based retailer, it places a employees to treat each customer as
that allowed people to shop online, greater emphasis on its home turf. if they were the president. Indeed,
and then collect their goods at the For example, many of its coffee its workers are encouraged to
store of their choice. blends bear names such as San constantly look for opportunities to
Antonio and Austin, and it also sells surprise and delight, and to tell diners
Texas-shaped cheese chunks and “it’s a pleasure” rather than simply
tortilla chips. “you’re welcome.”
Ranking first is the financial services Leading CX brands in USA

organization USAA, or the United Navy Federal
01
Services Automobile Association. It’s H-E-B Chick-fil-A
Credit Union
a brand that focuses on people who
serve (or have previously served) in
02 03 04
the US military and their families,
and it has taken the top spot in the Edward In-N-Out Costco
American rankings three times in the Jones Burger Wholesale
last 5 years. USAA 05 06 07
Arguably, one of USAA’s defining
qualities is Empathy. The organization
Charles
has a strong understanding of the Publix Wegmans
Schwab
people that it serves, including the
emotional implications of having a 08 09 10
career in the military, or being the
spouse of someone who serves.
When USAA says it “knows what it
means to serve,” it isn’t just talking
about customer service.
eaders in our 2020 index maintained strong customer
L
This customer-centricity has also relationships during times of volatility, with commercial
enabled USAA to innovate. For availability and cadence being at the core of this
example, its mobile app uses the
Zelle payment platform, enabling
relationship. As customer needs and expectations
customers to make payments to adapt to the new reality, businesses need to rethink
others using just an email address or their customer engagement approaches, with a
phone number, within minutes. Such stronger reliance on digital interaction.”
a service is particularly useful for
someone serving in a non-domestic Jeffrey Mango
location, who may need to transfer Managing Director, Customer Solutions
money quickly. KPMG in the United States
“We have been with USAA for a

while now,” said one respondent.
“They are always very helpful. I am
able to call and ask for a copy of my
insurance cards to be emailed to me
and it only takes minutes.”
The companies highlighted in the

United States survey stand as leading
examples of customer experience
best practice in 2020, but in these
ever-changing, uncertain times, they
cannot afford to rest on their laurels.
Vietnam
Digital channels are on the rise in Vietnam. Social media launched the Viettell++ customer
care programme, which operates
usage has increased rapidly, and customers are more like a loyalty scheme. Users of
likely to take to these platforms to discuss their brand Viettel products accrue points which
experiences — and even recommend brands to their peers. can be exchanged for discounts on
certain services, or even at hotels,
Some organizations are conscious of this fact, and are restaurants and shops. Crucially,
working to capture as much insight as possible — all in the this is a system which functions
pursuit of CX growth. automatically, with no input required
from the consumer. People are
automatically enrolled, and Viettel
Although digital awareness has As such, there is much potential for keeps track of the points they collect.
been increasing, there are many disruptors to challenge the legacy
Technology also plays a key role for
challenges. Some established organizations, particularly if they
Vietnam’s second highest ranking
brands cannot innovate fast enough, come with a strong digital offering.
brand. The financial services
and in Vietnam there is a growing
Indeed, digital is something that organization Prudential primarily
expectation that organizations
Vietnam’s third highest ranking brand specializes in insurance, but in 2019
should be able to respond quickly to
Viettel does well. While it’s far from it launched a new Pulse app that was
unforeseen circumstances, such as
being a start-up (having existed in designed to look after customers’
COVID-19. At the same time, many
some form for over 30 years) Viettel wider health needs. Through the app,
Vietnamese customers are reluctant
is constantly evolving. It began life users can track their Body Mass Index
to do business with new entrants.
as a construction firm in 1989 before (BMI) measurements, Wrinkle Index
There is a general suspicion that
moving into telecommunications in measurements, and also receive a
less-established brands might lack
2000, and it finally became a digital free consultation with a doctor.
the necessary experience to cater to
their needs. services provider in 2018. Viettel is
Mr. Phuong Tien Minh, General
an extremely innovative organization,
Director of Prudential Vietnam
That being said, consumers tend and is at the forefront of IoT (Internet
said: “With Pulse, we aim to bring
to be loyal to organizations with of Things), facial recognition and
technological achievements in the
long and prestigious reputations, artificial intelligence technology
medical field closer to the people,
and that show Integrity. Similarly, in Vietnam.
helping people take the initiative
they are more likely to advocate for
Moreover, Viettel stands out for in their care and easily manage
brands that score highly in the pillar
its customer-centricity. In 2019 it their own health at any time
of Personalization.
and anywhere.”59
59
https://www.prudential.com.vn/vi/our-company/press-release/2020/tu-van-suc-khoe-mien-phi-voi-bac-si-truc-tuyen/
This initiative arrived at the same Leading CX brands in Vietnam

time as Prudential’s renewed
01
brand commitment to “Listening. Prudential Viettel DHL
Understanding. Delivering.” As one
customer explained: “The company
02 03 04
understands their customers,
providing prestigious services and Samsung
Vietcombank Bao Viet
quality products. I have been a Vietnam store
customer of Prudential for 20 years
and will always be a loyal customer of Airlines 05 06 07
the company.”
Vietnam’s leading customer MoMo Tiki BigC

experience organization is Vietnam
Airlines — a brand that also 08 09 10
puts listening at the heart of its
customer experience. Its continual
collection of feedback has influenced
quality services, “all to provide the But the digitization of CX is also
the customer journey at every
most enjoyable experience possible presenting the Vietnamese consumer
touchpoint, even down to the
for passengers.”61 with more choice, and brands are
conversations at the check-in desk,
being challenged to differentiate
and the food on its planes. This blend of technology and themselves. They must prove that
customer-centricity is likely to define they offer something relevant, and of
And again, like many of the leaders
Vietnam’s customer experience real value. In this battle, the winners
in Vietnamese CX, technology has
champions in the years ahead. will be those organizations that
been at the heart of its operations.
For example, Vietnam Airlines uses understand consumers at a micro
This is particularly true in the world
leading technologies to capture and level, and are ready to adapt to the
of COVID-19, which has changed
respond to customer feedback in real ever-changing needs of the world
customers’ habits and behaviors,
time. It was also the first Vietnamese around them.
with people becoming increasingly
airline to provide in-flight Wi-Fi, and it comfortable using online channels.
offers charging ports for passengers’
mobile devices. In addition, its planes
are equipped with LED lights with
“gradual brightness transformation” Vietnamese customers are getting used to having
for when food is being served, and diverse choices of products and services. A
self check-in desks are available at
select airports.60
competitive pricing strategy alone cannot be a long-
term strategy if companies want to ensure their
Personalization is one of the brand’s sustainable growth. Companies need to come closer
stand-out pillars, and the human
element of the experience is one that
to their customers, utilize all the available resources
Vietnam Airlines is conscious of. One and make appropriate investments to understand their
respondent praised the “attentive customers better, provide them with personalized
staff with smiling faces,” and products and memorable customer experiences. This is
described it as an “amazing airline
with first class service.” Moreover,
how a company can survive and evolve in the coming
its Vice President Mr Le Hong Ha decade.”
said that its success was down to
Nguyen Tuan Hong Phuc
the brand’s continued investment in Partner, Head of Customer & Operations, Digital Consulting
advanced technologies and high- KPMG in Vietnam
60
https://www.vietnamairlines.com/gb/en/plan-book/experience/business-class/communication
61
http://bizhub.vn/news/vietnam-airlines-takes-off-with-digital-transformation_311088.html
Methodology
About the research An interaction is defined as making In order to be included in the final
a purchase, using the company’s rankings for each country, each brand
For eleven years, our member firm products and services, contacting must have achieved a minimum
professionals have been asking a company with a query, or even number of consumer responses.
consumers about their individual browsing their website or store — so
experiences with brands. not all respondents will have been
existing customers of the brand they
Over that time, more than 385,000 evaluated.
consumers have been interviewed
and c.3,500 brands have been
measured — providing c.4 million
individual evaluations across Global Customer Experience Excellence coverage in 2020
34 countries to support our expertise
in customer experience best practice.
This year alone we have taken in

the views of more than 100,000
consumers across 27 markets.
27
countries, regions
101,162consumers
The research for this report was
and jurisdictions
conducted via an online survey
methodology, completed Q2 2020. A
nationally representative consumer
sample was targeted for each market,
to be representative in terms of age
and gender, while also targeting
regional representation.
To participate in the research and to

be able to respond to questions on a
specific company, respondents must
have interacted with that company
2,060 804,795
in the last two months. This has
been updated from previous years
where a six-month period was given,
in order to capture interactions and
experiences specifically during the
time of COVID-19, to truly understand
unique cross individual brand
and fairly compare the reaction and sector brands evaluations
resilience of brands.
Sector coverage
For this report we analyzed brands across 10 sectors:
Financial services Grocery retail Non-grocery retail Restaurants Entertainment and

and fast food leisure
Travel and hotels Logistics Utilities Telecoms Public sector
Customer Experience Excellence (CEE) scores

The rankings for each country are determined by the CEE scores of the brands surveyed.
The CEE score is derived for each brand via a weighted average of the brand’s score for each of The Six Pillars. The
weighting is calculated through regression analysis to understand the relative importance of each pillar in driving the two
commercial outcomes measured in the analysis: advocacy and loyalty.
Research program coverage
Sweden
Netherlands
Czech Republic
Belgium
UK Russia
Ireland Poland
Spain
USA Romania Japan
Luxembourg
Mexico Germany
UAE Taiwan
Italy Thailand Vietnam
Brazil Austria Slovakia

Singapore
Australia
New Zealand
Methodology developed by the KPMG Nunwood Excellence Centre.
Thinking ahead
COVID-19 presents challenges to To flourish rather than flounder, However, they must leverage their
businesses — but also opportunities. businesses must determine the ability to adapt and be resilient,
It throws light on the need for correct investment strategy across embrace technology and, above
organizations to put the customer at the Front Office by considering their all, trust their teams to put their
the heart of the business and have customers, their brand and their customers’ needs first and
a coherent, consistent intent across place on the economic curve, so foremost — as this will bear fruit long
their Front Office functions — and they can invest with greater certainty after COVID-19 is over.
indeed connect the entire enterprise. of return.
It highlights the importance of If you have any questions regarding
digitalization and robust data All companies will be physically the possible impact from COVID-19
collection so that organizations constrained during the measures or are looking for help to position
make decisions based on evidence, to contain and limit the impacts of your customer experience strategy
not instinct. And it foregrounds COVID-19 and their values will come to be resilient in the face of future
how essential it is for organizations under close scrutiny. threats, please do not hesitate to
to consider how each function get in touch with our global network
fits together. of consultants.
The simple truth is if you don’t transact there is no

experience and if there is no experience, you will
struggle to maintain customer relationships.
Experiences in the new reality need to be immersive,
emotionally connective and overtly safe. This demands
a connected organization where every capability is
symbiotic and digitally aligned front to back to deliver
an intentional customer experience.
KPMG consultants can work alongside organizations to
help them balance costs and priorities against changing
customer expectations”
Julio Hernandez
Head of Global Customer Center of Excellence
KPMG International
US Customer Advisory Lead
KPMG in the US
Get in touch
Contact the Global Customer Center of Excellence
Julio Hernandez
Head of Global Customer
Center of Excellence
KPMG International,
US Customer Advisory Lead,
KPMG in the US
E: juliojhernandez@kpmg.com
Contact your local Customer Experience leader:
Amanda Hicks Takehiro Horii Rudolf Sedmina

KPMG in Australia KPMG in Japan KPMG in Slovakia
E: ahicks@kpmg.com.au E: takehiro.horii@jp.kpmg.com E: rsedmina@kpmg.sk
Werner Girth Jean-Pascal Nepper Enrique Porta Puy
KPMG in Austria KPMG in Luxembourg KPMG in Spain
E: wgirth@kpmg.at E: jean-pascal.nepper@kpmg.lu E: eporta@kpmg.es
Vincent Piron Manuel Hinojosa Helena Granborg
KPMG in Belgium KPMG in Mexico KPMG in Sweden
E: vpiron@kpmg.com E: manuelhinojosa@kpmg.com.mx E: helena.granborg@kpmg.se
Augusto Puliti Edgar Molenaars Wayne Lai
KPMG in Brazil KPMG in Netherlands KPMG in Taiwan
E: augustopuliti@kpmg.com.br E: molenaars.edgar@kpmg.nl E: wlai1@kpmg.com.tw
Tomáš Potměšil Paul Cottingham Bradley Styles
KPMG in the Czech Republic KPMG in New Zealand KPMG in Thailand
E: tpotmesil@kpmg.cz E: pcottingham@kpmg.co.nz E: bradstyles@kpmg.com.sg
Tom Lurtz Jan Karasek Selim Tanfous
KPMG in Germany KPMG in Poland KPMG in the UAE
E: tlurtz@kpmg.com E: jkarasek@kpmg.pl E: stanfous@kpmg.com
Isabel Zisselsberger Dr. Victor Iancu Tim Knight
KPMG in Hong Kong (SAR), China KPMG in Romania KPMG in the UK
E: isabel.zisselsberger@kpmg.com E: viancu@kpmg.com E: tim.knight@kpmg.co.uk
Owen Lewis Paul Cushion Jeffrey Mango
KPMG in Ireland KPMG in Russia KPMG in the US
E: owen.lewis@kpmg.ie E: pcushion@kpmg.ru E: jmango@kpmg.com
Paolo Capaccioni Guillaume Sachet Tuan Hong Phuc Nguyen
KPMG in Italy KPMG in Singapore KPMG in Vietnam
E: pcapaccioni@kpmg.it E: gsachet@kpmg.com.sg E: phuctnguyen@kpmg.com.vn
home.kpmg/customerfirst
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is
received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a
thorough examination of the particular situation.
The statements made in this report and the related case studies are based on the results of our survey and should not be construed as an
endorsement by KPMG of the companies’ goods or services. Some or all of the services described herein may not be permissible for KPMG audit
clients and their affiliates or related entities.
© 2020 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights
reserved.
Throughout this document, “we”, “KPMG”, “us” and “our” refer to the network of independent member firms operating under the KPMG name and
affiliated with KPMG International or to one or more of these firms or to KPMG International.
The KPMG name and logo are registered trademarks or trademarks of KPMG International.
Publication name: Customer experience in the new reality
Publication number: 137144-G
Publication date: October 2020

Global Customer Experience Excellence 2020 Informe CX

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Global Customer Experience Excellence 2020 Informe CX

Uploaded by

Copyright:

Available Formats

Customer

As a result, what was previously considered to be a great

Customers are the lifeblood of every organization and the

This is KPMG’s 3rd Global Customer Experience Excellence

Their success emphasizes the application of The Six Pillars

COVID-19 has brought forth a The migration to these digital

The Six Pillars 9

The new reality experience 11

A connected enterprise for

How to succeed in the new reality 16

2020 hall of fame 20

Czech Republic 51 Slovakia75

Hong Kong (SAR), China  55 Sweden79

Japan61 United Arab Emirates 85

Luxembourg  63 United Kingdom 87

Mexico65 United States 89

The Netherlands 67 Vietnam 91

Russia71 Thinking ahead 95

Source: KPMG International Research, February 2020 — August 2020

49 percent of consumers are focused

Integrity is the strongest Financial services

11% Average performance has

Customer experience (CEE metric) for the top-ranked

The new reality

Value and price are becoming

Consumers’ spend is impacted by

Source: KPMG International Research, June 2020

In addition, in previous years of our Use of chat technologies and social

Source: KPMG International Research, June 2020

The Six Pil ars

— Do what they said they would — Keep me informed as to what is happening

During COVID-19, customers have perhaps for the first

— Understand my particular situation — Invest time to understand me and my needs

Time and Effort

The new reality

This year’s research shows that

As companies demonstrate their

— Integrity is the strongest driver of

Connected enterprises have the ability to architect,

No business does it all themselves. Every business relies

© 2020 Copyright owned by one or more of the KPMG International entities.

Keep close to what your customers want

Do things in an agile way

Make use of new technologies

Economic value is lost EXPERIENCE DELIVERED

Half of the companies featured in the research were also

12 of the leading companies are financial organizations,

7 brands retained their number 1 spot from the previous

Each of the companies in this year’s hall of fame are

2020 hall of fame

Czech Republic Germany Hong Kong Ireland

Italy Japan Luxembourg Mexico

Netherlands New Zealand Poland Romania

Russia Singapore Slovakia Spain

Sweden Taiwan Thailand UAE

Australia Czech Republic

Due to COVID-19 restrictions, many purchases

With IATA predicting it will be 2024 before air travel

With a lengthy period of recovery proof that a passenger has tested

The industry faces extensive — How can we keep our staff

— Given the state of the industry in

COVID-19 will usher in a new era of air travel

The traditional banking model was already

consumers’ behaviors, pushing players transforming their business

The Six Pillars 9

The new reality experience 11

How to succeed in the new reality 16

2020 hall of fame 20

Czech Republic 51 Slovakia75

Hong Kong (SAR), China 55 Sweden79

Japan61 United Arab Emirates 85

Luxembourg 63 United Kingdom 87

Mexico65 United States 89

The Netherlands 67 Vietnam 91

Russia71 Thinking ahead 95