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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 – – – – –
A benchmarking tool – –
Over 650 assessments on the benchmark database Each clients’ benchmarks individually created
A planning tool –
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
Examines 100 practices
Interviews with 8 to 10 people
Takes an elapsed 3 to 4 weeks
Two dimension scoring
Delivers a standard report against 13 sections
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%
Best scores are also the most well rounded scores
There are clear but not huge sector variations
There are clear but not huge region variations
Senior Managers over-estimate what is going on
Big benefits still available but expectations need to be realistic
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
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Planning & Preparation
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Interviews
3
Assessment completion
1
Report
1
Recommendations
1
Presentation
1
Admin and follow-up
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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
Customer Management Strategy
Understanding customer needs
Leadership, organisation and culture
Analysis Activity
Retention planning
Proposition development
Competencies and training
Efficiency planning
Integration with the brand
Monitoring and measurement
Acquisition planning
Embedding the proposition
Motivation and reward
Penetration planning
Outsourcing
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The sub-sections on the question set 2 Acquisition
Targeting
Conversion
Winback
Retention
Welcoming & Getting to Know
Delivering the basics
Retention activity
Managing dissatisfaction
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Efficiency
Cost-to-serve management
Penetration
Value development
The sub-sections on the question set 3 Customer Experience
Driving the customer experience Understanding satisfaction and loyalty
Measurement
Overall customer management metrics
Measuring customer management activity
Channel and media measures
Customer think and feel
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External Environment
Competitor understanding
Benchmarking
The sub-sections of the question set 4 Processes
Information
Technology
Ongoing process management
Building customer information
Current technology capability
Process improvement
Managing customer information
Exploitation of new technology
Management of technology resources
Security and privacy
Customer knowledge management
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