Customer Experience Management Assessment (K [PDF]

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Customer Experience Management Assessment

CRM or CEM CRM 

Relationship marketing



Customer obsession



Retention



Customer delight



Satisfaction



Loyalty



Customer intimacy



Direct marketing



360° View

CEM

• • • • • • • • •

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Acquisition management Customer analysis Segmentation Customer value Commitment Profitability Proposition containment Relationship needs Exit management

A definition – CEM

Customer Experience Management is: The way that companies design what they do so that they deliver the right customer experience to acquire, retain and develop their target customers, efficiently, in a way which is mutually rewarding to their customers, their employees and their shareholders.

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The scope of CEM

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The scope of CEM

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Put simply - it’s about ‘Tilting the line’ Investment in managing the customers

What CEM tries to achieve

Where many organisations are now

Value of customers

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What is our CEM-Check ? 

An assessment approach – – – – –

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A benchmarking tool – –

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Over 650 assessments on the benchmark database Each clients’ benchmarks individually created

A planning tool –

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Objective assessment of how an organisation manages its customers Evidence-based Scored across multiple dimensions Against a clear model that can be used on an ongoing basis Forms a clear start point from which to measure improvement

Provides prioritised recommendations for improvement

A change tool –

Can be deployed on line for learning and best practice sharing 7

The CEM-Check dimensions 

Intention –



Clear plans that have been effectively communicated and widely bought into

Reality –

Evidence of full implementation and full adoption

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CEM-Check overview 

Assesses against the whole customer management model but in less depth

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Examines 100 practices

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Interviews with 8 to 10 people

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Takes an elapsed 3 to 4 weeks

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Two dimension scoring

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Delivers a standard report against 13 sections

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Suitable for multiple business unit assessments 9

The types of scores being achieved    

Overall average score is just 35% Best score is 67%, worst is 17% To be top quartile you only need to score 41% Quartile scores by section of the model look like this: Analysis and planning

100

External environment

The proposition

80 60

The customer experience

People and organisation

40 20

Measuring the effect

Customer Information

0 Penetration

Technology Support

Efficiency

Process management

Retention

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Acquistion

What the scores are telling us 

Overall, things are not really improving over time

Year

Average score

1999 2000 2001 2002 2003 2004

33% 33% 32% 33% 34% 35%

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Best scores are also the most well rounded scores

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There are clear but not huge sector variations

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There are clear but not huge region variations

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Senior Managers over-estimate what is going on

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Big benefits still available but expectations need to be realistic

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Analysts are taking notice of CEM performance 11

Who is using it

AA

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CEM Assessment Approach Planning Preparation Interviews Assessment completion Report Feedback presentation Follow-up

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Resource required for a CEM check Phase Pre-sales support

0

Planning & Preparation

2

Interviews

3

Assessment completion

1

Report

1

Recommendations

1

Presentation

1

Admin and follow-up

0

TOTAL

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‘Vanilla’ role list for the CEM check – – – – – – – – – – – –

CRM Leader Business Analyst Marketing planner Product Manager HR Manager Technologist Direct sales Indirect sales Campaign owner Service owner Call centre agent Researcher

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The Mind Map analysis & segmentation work

MEASURES

& KPIS

Plans Organogramme analysis

strategy documentation

Vision/ Planning Strategy for next steps

Vision documentation

ANALYSIS & PLANNING

plans & process maps

major issues forseen

TECHNOLOGY &

training

PROCESS CHannel RElated activity

measures

PEOPLE & OPERATIONS

Research reports

CUSTOMER EXPERIENCE

Simple communication of proposition

ORGANISATION/ OWNERSHIP Org charts/ change plans

Segmented proposition

CUSTOMER VALUE PROPOSITION

Interview related what want as outcome? Relay findings.

KNOWLEDGE & INFORMATION

Example programmes

Ref databases & forums & processes

CUSTOMER MANAGEMENT ACTIVITY

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Roles description

Answering dimensions - Intention Full commitment and detailed plans

All relevant groups and management teams are completely committed to doing this. There is a clear strategy in place and detailed plans exist with appropriate budgets agreed.

Full commitment and some plans

All relevant groups and management teams are completely committed to doing this. There is a developing strategy and the early stages of detailed planning have started.

Full commitment but no real plans

All relevant groups and management teams are completely committed to doing this. A budget may have been agreed but no planning work has started yet.

Some commitment and some plans

Some of the relevant people are committed to doing this but not all. There will be some level of plans in place and may be some piloting work.

Little or no commitment and plans

Very few people who have the ability to make this happen are committed to doing so and no plans exist to make it happen.

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Answering dimensions - Reality Fully implemented

This has been implemented completely in all the places within the organisation where it needs to be.

Substantially implemented

This is either nearing completion in all the places where it is needed or is fully implemented in most of the places.

Implementation in progress

There is clear evidence that implementation will be fully completed but it is only part way through being implemented at the moment.

Some isolated implementation

There are places where this has been implemented but it is not part of an overall full implementation and may stop with just those places where it was observed.

No real implementation

There is little evidence of implementation in any of the places where it needs to be completed.

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Overall scope and its sub-sections

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The sub-sections on question set 1 Analysis & Planning

Proposition

People & Organisation

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Customer Management Strategy

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Understanding customer needs

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Leadership, organisation and culture

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Analysis Activity

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Retention planning

Proposition development

Competencies and training

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Efficiency planning

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Integration with the brand

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Monitoring and measurement

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Acquisition planning

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Embedding the proposition

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Motivation and reward

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Penetration planning

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Outsourcing

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The sub-sections on the question set 2 Acquisition 

Targeting

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Conversion

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Winback

Retention 

Welcoming & Getting to Know

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Delivering the basics

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Retention activity

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Managing dissatisfaction

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Efficiency 

Cost-to-serve management

Penetration 

Value development

The sub-sections on the question set 3 Customer Experience 

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Driving the customer experience Understanding satisfaction and loyalty

Measurement 

Overall customer management metrics

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Measuring customer management activity

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Channel and media measures

Customer think and feel

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External Environment 

Competitor understanding

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Benchmarking

The sub-sections of the question set 4 Processes

Information

Technology

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Ongoing process management

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Building customer information

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Current technology capability

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Process improvement

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Managing customer information

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Exploitation of new technology

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Management of technology resources

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Security and privacy

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Customer knowledge management

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