Examples of Domain Excellence

Service providers track all kinds of metrics, but mere measurement isn’t enough. Are these metrics aligned across the organization? Are they measured in the same way? In a 2011 Forrester case study¹ on Rogers Communications, Canada’s largest telco, the importance of “selling” the company’s CEM program throughout its development process is emphasized, along with the idea of companies in general picking the right set of metrics based on solid research, engaging stakeholders early and often and tailoring messages to specific groups.

Another example of measurement excellence, also courtesy of a Forrester report, demonstrates how easy-to-access (and -understand) CX measurements can bring about change. Southwest Airlines² decided to focus on CX as a strategic differentiator, with a dedicated customer insights team collecting data and traveler feedback shortly after flights (a percentage of Southwest customers receive an email survey asking about their travels the previous day). They gathered quality, robust metrics, and their survey data helped Southwest’s managers identify areas that needed improvement. (The survey questions are improved and updated, and new dimensions are added to the experience dashboard, based on open-ended feedback.)

Customer insightfulness: mining the gold 

It’s no secret that customer information is a gold mine. The real question is: do you know how to effectively mine that gold? Service providers possess accurate, verified customer data, but it’s scattered across systems or in isolated siloes instead of being aligned or used in the right places (or even in context). Even with so much information at their disposal, too many providers still don’t know their customers when it matters most.

Tesco, the UK’s largest grocer, did realize the value of its information. The company’s CEO and marketing director led a customer-insight and loyalty program called Tesco Clubcard, which fueled growth by identifying possible customers and communicating with them. As a result, Tesco managed to transform its perception among customers and is now perceived as a progressive retailer that delivers on its (decidedly British) promise that “Every little helps.” 

Employee engagement: a great employee experience leads to a great customer experience 

Another Forrester case study³, this one centering on the voice of the employee (VOE) program at American Express, examines how AmEx management realized the importance of happy employees and their level of engagement when it came to improving CX. They focused on several areas, such as the tools reps need to deliver extraordinary customer service while receiving professional recognition, plus workplace convenience, flexibility, compensation, career development, and policies and procedures. AmEx was able to cut its North American employee attrition rate in half between 2006 and 2009 as well as reduce unplanned absenteeism, resulting in more experienced and trained employees being available to support customers. 

________________________________

¹ Forrester Research, “How Rogers Communications Unified Its Approach to Customer Experience Measurement” (Megan Burns et al.), 20 Dec. 2011

² Forrester Research, “How Four Firms Measure Customer Experience” (Megan Burns et al.), 4 May 2012