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1、REWIRING YOUR CX DNAAUTHORLance WebbThe foundations of a winning customer strategyMay 2023IPSOS VIEWS“Failing to plan is planning to fail”as Benjamin Franklin is supposed to have said.And today,this couldnt be more true.Customer desires and expectations are constantly changing.If you dont have a pla

2、n to deal with change,you are planning to fail on meeting those expectations.Building a successful customer strategy is much like building your dream home,whether youre starting from scratch or renovating a fixer-upper.While initially,you might not have the budget or know-how to construct your ultim

3、ate home,or do a full rip and replace remodel,you can begin by knocking down walls or even by simply replacing outdated carpet as a step towards your dream home;incremental progress can get you real results.But ultimately to deliver on the dream,a vision is required,as is the plan to get there,along

4、 with an understanding of the steps that really matter and,of course,a budget.Just like creating a new home,building a customer strategy is a multi-faceted,multi-phased,and often hugely complex undertaking.But ultimately,if done well,it will deliver a return on your investment;a Return on your CXInv

5、estment(ROCXI).1Consider this paper a guide to creating the ideal customer strategy,whether its a renovation,remodel,or a completely new build.Remember,there is no one-size-fits-all approach or model to developing a strategy.Every business has its own DNA and unique challenges and hurdles to overcom

6、e.However,these should not be viewed as deterrents,but as an invitation to rethink and ultimately shape and deliver on your organisations promise to your customers,employees-indeed to all stakeholders.From first steps to long-term goals,the following six principles are the foundations of a successfu

7、l customer strategy.1.SET YOURSELF UP FOR CX SUCCESS EXECUTIVE COMMITMENT In an ideal world,customer-centric culture and business practices begin at the top,with the CEO driving the focus.Indeed,if the CEO is not leading the CX conversation,then a company will struggle to become a true CX leader and

8、 reap the related benefits.But in the real world,that kind of commitment is rare,especially when revenues dip,competition surges and shareholders groan.While challenging,it is the explicit role of CX professionals to build a compelling business case that aligns with and supports executive and organi

9、sational goals.Only when the C-suite see the undeniable connection between CX success and bottom-line results,will investment and essential support follow.DEDICATED CX LEADERSHIP Dedicated CX leadership is needed to build an organisations Experience Management(XM)muscle and to sustain it.A defined C

10、X leader role and dedicated team endorsed by the C-suite is essential.Having such a team charged with defining the CX vision and strategy,collaborating with the broader organisation to create alignment,and then holding stakeholders accountable,is a key driver of CX success.Its imperative that CX isn

11、t just another part of someones job,but their entire job.With this focused view,its easier to identify and act on areas of opportunity,reduce costs and friction points,and improve customer journeys.We asked over 1,000 Customer Experience(CX)leaders across the globe about their key priorities.Results

12、 show that the top three priorities for CX leaders over the next 12 months will be:1.Develop or refine the CX strategic roadmap2.Closing the brand promise and CX delivery gap3.Delivery of personalised customer experiencesSource:Ipsos CX Global Voices study.2 3REWIRING YOUR CX DNA|IPSOS VIEWS2IPSOS V

13、IEWS|REWIRING YOUR CX DNA CASE STUDY:OPERATING MODEL DESIGN Our client is responsible for the delivery and coordination of early childhood,primary school,secondary school,vocational education,adult,migrant and higher education.They wanted to bring the voice of schools to the heart of what they do an

14、d establish an operating model and governance structure to future-proof the way they operate and continuously improve services,develop policy and evaluateprojects.The project started with on-site immersion,collaborating with key stakeholders to understand where the opportunities lay among Process,Pe

15、ople,Performance Insights and Data,Technology,Service Delivery and Governance.This was followed by workshops to establish a realistic and achievable delivery roadmap to future operating model success,which included developing service blueprints and cross functional governance to bring to life and op

16、erationalise the new model.We are measuring impact through the Voice of Schools Experience programme on an ongoing basis.CROSS-FUNCTIONAL GOVERNANCE Only 34%of CX professionals can point to a formal CX governance structure,where a CX Governance Board has the authority to allocate resources to CX act

17、ivity.2Developing a CX strategic roadmap is an absolute necessity to ensure the whole organisation has a clear and common understanding of the priorities,milestones and objectives.However,this needs to be supported and managed through a CX governance structure which runs across the organisation and

18、only 34%of CX professionals can point to such a formal CX governance structure,where a CX Governance Board has the authority to allocate resources to CX activity.2CX initiatives fail to deliver when companies operate in silos,whether those are departmental silos,data silos,listening silos,insights a

19、nd decision-making silos.When various departments own different touchpoints and operate disparate listening programmes in each channel,its a recipe for failure and organisational tension.Cross-functional governance teams,with representatives from each area of the business,help break down silos and b

20、ring everyones diverse perspectives and problem-solving skills to the table.The chosen representatives should be proven CX champions,with the ability to influence.They should have an understanding of the companys vision,as well as the operational and political landscape.Building solid internal relat

21、ionships with those who have influence throughout their respective departments promotes goodwill,the sharing of ideas,and ensures the companys vision is embedded across teams.A recurring cadence of meetings and communications to discuss initiatives and how each department plays a critical role in Cu

22、stomer Experience encourages buy-in and company-wide accountability.2.UNDERSTAND WHERE YOU ARE CX MATURITY ASSESSMENT Just 12%of CX professionals consider their organisation to be leading,based on the Ipsos CX Maturity framework.2 As for any organisation on any form of transformational journey,a tho

23、rough assessment of the current state is required.In order to think systematically about current and future capabilities around CX,it helps to understand what a great CX culture looks like.In Ipsos CX Maturity Assessment,there are seven core competencies which underpin leading CX cultures,against wh

24、ich an organisation should evaluate themselves.This framework provides a common organisational language and is the starting point on the map to guide your company towards CX transformation.For example,a foundational organisations CX is delivered in silos meaning the delivery of experiences is random

25、ised and inconsistent.Whereas a leading organisations CX delivery permeates all areas of the business,meaning the experiences delivered are differentiated in their marketplace and beyond.Figure 1 CX Maturity FrameworkSource:IpsosEvidence ImpactCultural EnablementCX Insight EcosystemESG(Environmental

26、,Social&Governance)Customer UnderstandingFuture State RoadmapStrategy&Sponsorship45IPSOS VIEWS|REWIRING YOUR CX DNAREWIRING YOUR CX DNA|IPSOS VIEWS UNDERSTANDING OF CUSTOMER JOURNEYS A fundamental challenge for some organisations is that the most important customer interactions fail to leave positiv

27、e lasting impressions.While some interactions will certainly carry greater meaning for the customer,the basic premise of seeing each interaction as an opportunity to reinforce a customers relationship shouldnt be taken for granted.Mapping your customers journeys,including their functional and emotio

28、nal needs,will help you understand how customers want to interact with your company,and what the ideal experience should be along their journeys.Brands need to understand the moments where they have the potential to create powerful positive memories.To do this,they need to:Have a deep understanding

29、of the entireexperience a customer has before,duringand after interacting with the brand.Identify those moments in the customerjourney that have the potential to be mostmemorable.Understand the CX Forces3 that driveemotional attachment and relationshipstrength.Ensure that Customer Experience is clos

30、elyaligned to brand strategy,to really deliveron the brand promise during the momentsthat matter most to customers.3.DETERMINE WHERE YOU WANT TO BE COMPELLING CX VISION Forces of CX at each stage1.EXPECTATIONS2.ACTUAL EXPERIENCE3.IDEAL EXPERIENCEFigure 2 Discovering via the CX Journey lensSource:Ips

31、osA CX vision shouldnt just be wordplay,it should be unique to your organisation and align with,and support,your brands overall vision,promise,and guiding values.A CX vision should be a compelling description of the ideal future state that everyone is working towards,and one that engages and excites

32、 both customers and team members.Having articulated this ideal future state,CX and business leaders can then formulate a strategy to achieve it,along with a coordinated set of tactics and action plans.INTERNAL AND EXTERNAL COMMUNICATION A customer vision and strategy is only as good as the effective

33、ness with which its communicated throughout the organisation,and to the world at large.Craft your vision and strategy,share it internally,then shout loudly about it externally.A communication plan is a vital part of the change management plan.Internal:Ongoing and proactivecommunication regarding exp

34、ectations andchallenges is imperative.It is essential thateach and everyone knows the role they playand the behaviours required from them todeliver on CX expectations.Its simply notenough to state your vision and then letit fade.There must be continuous followup,and clear,consistent communicationto

35、all employees.Leveraging customerand employee stories that include boththe facts and emotions will create a lasting impression with all of your desired audiences.External:Publicly state and providecontinual relevant updates to investors,media,and other external stakeholdersregarding CX efforts and t

36、heir impact onthe business.As appropriate,communicateyour intentions and progress to yourcustomers where it matters,whether thatbe through in-store signage,personaliseddigital messages,social media,yourwebsite,news,or articles.This not onlybrings you credit where its due andensures future accountabi

37、lity,but helpsattract customers and employees to yourbusiness.67IPSOS VIEWS|REWIRING YOUR CX DNAREWIRING YOUR CX DNA|IPSOS VIEWSNote:The Forces of CX is Ipsos human-centric framework that helps organisations drive stronger relationships through a better understanding of customers functional and rela

38、tional needs.CLEAR AND AGILE CX ROADMAP A CX roadmap is the translation of the companys CX strategy to identify the best way forward(technology,people,process,knowledge,and capabilities)over the next 6,12 and 24 months,to ensure that customer centricity becomes a reality,not just an aspiration.The C

39、X roadmap must:Align with the corporate business missionand objectives.Clearly outline the path to follow to achieveyour desired CX goals,with associatedmilestones and Key Performance Indicators(KPIs).Prioritise Customer Experience initiativesand investment to deliver a tangible Returnon CX Investme

40、nt(ROCXI).Where do you start?The CX roadmap should be built on the back of the CX maturity assessment;knowing where to start comes from the diagnosis and understanding of where you stack up against the different maturity competencies.You can then prioritise which area needs improvement and identify

41、the actions that will collectively navigate the business towards improving the experiences you deliver.Your CX governance will be critical to driving your roadmap and holding individuals and teams accountable.CASE STUDY:CX STRATEGY DEVELOPMENT&ROADMAP Our client,an energy provider,was going through

42、a re-brand.They understood that in order to navigate a disruptive economic environment,they needed to establish a future-focused CX strategy and roadmap,ensuring that the new brand promise and its Customer Experience delivery were aligned.The project had several phases including:Interviewing C-suite

43、 stakeholders tounderstand key critical influence factors,thecurrent and future strategy and operationaldelivery of CX,as well as the blockers anddrivers for success.Assessing the organisations CX maturity by asking all staff to provide their views on CX perceptions and to assess the seven core comp

44、etencies of CX management.We could then diagnose opportunities and gaps to close.Interviewing customers to dive intothe overall relationship with the brand,expectations,desires and painpoints.The insights were presented and workshopped with leaders from around the business to co-design a CX vision,a

45、ssociated behaviours,a strategy blueprint and roadmap,along with change,communication and resource plans to successfully deliver to the business and for their customers.ROADMAP OVERVIEW GOVERNANCE TARGET SETTING DATA INTEGRATION JOURNEY MAPS&PERSONAS INNER CLOSED LOOP CX CENTRAL PLAN CX COMMUNICATIO

46、N STRATEGY REWARD&RECOGNITION VOICE OF THE CUSTOMER(VoC)CX TRAINING CX VISION OUTER CLOSED LOOP 89IPSOS VIEWS|REWIRING YOUR CX DNAREWIRING YOUR CX DNA|IPSOS VIEWS4.CONTINUOUSLY MONITOR AND IMPROVEWhile listening alone is not enough,no Experience Management programme can be successful without a power

47、ful Voice of the Customer listening programme which drives action at its heart.Both how and where you listen should be intentional and meaningful.When listening posts feel more like a conversation than an interrogation,youre presented with infinitely more authentic,comprehensive and valuable data.Pl

48、us,the insights garnered from all research vehicles e.g.Brand Tracking,Voice of Employee programmes,customer intelligence garnered from companies employees become exponentially more valuable when paired with contextual data,both indirect and inferred.By bringing these important insights from trackin

49、g into the heart of your governance process and decision making,youll have confidence in your next best actions and be able to allocate resource to drive your strategy forward.That is the power of a succinct listening strategy.HOLISTIC LISTENING THAT DRIVES ACTION Most organisations only give custom

50、ers the option to provide feedback through one channel,email or web survey.When thinking about your listening strategy,consider all of the avenues your customers use to interact with you and give them the option to leave feedback through mobile,video,apps and social channels(e.g.,Facebook,WhatsApp,T

51、witter,Google).Where you listen matters,as it can ensure your business has a more complete view into how customers experience your brand.Are you only collecting feedback from the in-store experience when customers prefer to shop your brand online?Are you missing a key opportunity to collect non-purc

52、haser feedback?Focusing on the touchpoints that matter most to the customer,and most significantly impact your business,will deliver insights that will allow your teams to deliver a more seamless and impactful experience to your customers.And when are you listening?As well as having the appropriate

53、touchpoint listening posts in place along customer journeys so called CX transactional research you need CX relationship research to understand the end-to-end relationship with your customers;how you stack up,including against the competition,and to get a hold on what really matters.THE RIGHT TECHNO

54、LOGY SaaS platforms are table stakes in Voice of Customer and Employee programmes.The market is overwhelmed with demos and slick talk tracks.On the surface,technologies can appear to do the same thing(signal capture,text analytics,closed loop,etc.).Fundamentally,selecting the technology thats right

55、for you comes down to the maturity of your organisation and where you are at in your own CX journey.So how do you inspect under the hood and ensure the platform you select stands up to scrutiny?There are three main considerations:1.Functionality:what do you need todayvs.whats on the roadmap?Make sur

56、ethe tech has sufficient bandwidth for this tobe a future-proofed solution,at least for thenext three to five years.2.Commerciality:based on scope,whatis your year one investment and totalcontract liability?Platform providers haveunique ways of pricing,so make sure youbuild in features you intend to

57、 adopt inthe short term,so there are no additionallicencing surprises.3.Brand fit:how do the vendors purpose,culture,vision and values align withyour organisation?Think about howthis solution will integrate with existingtechnologies and how it will be adopted bykey users.CX SERVICE DESIGN TO CONTINU

58、OUSLY IMPROVE These days,organisations are rich with data and insights that scream opportunity.Yet,having identified the problem,brands struggle to get to the root cause of the problem and make meaningful changes to the experience.Using Ipsos CX Service Design principles as a way to activate and imp

59、rove is a reliable and scalable way to move beyond measurement to creating and delivering winning experiences.For case studies,guidance and frameworks for putting Service Design principles into practice,read CX Service Design:Designing experiences that create emotional attachment and drive brand gro

60、wth.11REWIRING YOUR CX DNA|IPSOS VIEWS10IPSOS VIEWS|REWIRING YOUR CX DNA CASE STUDY:DESIGNING A NEW ONBOARDING EXPERIENCE Our client,a utilities provider,had identified an issue through their existing Voice of Customer(VoC)programme specifically,that their onboarding journey was causing customers pa

61、in.Their design question was“How Might We ensure customers are onboarded efficiently and receive a more memorable experience?The project started with research among stakeholders and frontline staff to see what they thought the issues were with the current Customer Experience,and what data was inform

62、ing these hypotheses.We collaborated with the client,mapping the customer journey and interviewing customers who had recently been through the onboarding process to understand the pain points,gain points and moments that matter.The Forces of CX were used to identify the ways in which the onboarding

63、experience could really help improve the relationship with customers and meet their emotional needs.The insight was presented and workshopped with the collaborative team to develop new ideas,which were prioritised,tested and have since been launched.Customer onboarding has become so important to the

64、 organisation that a new strategic pillar of establishing onboarding excellence has been established,to ensure continuous focus on improvement.We are measuring the impact through the VoC programme.5.BE PEOPLE FIRSTCX-EX ALIGNMENTEmployees who are positively engaged with their employers mission,value

65、s and ways of working should be a more engaged,motivated and committed workforce.In turn this should support the delivery of better customer outcomes,a strategy sometimes called Total Experience.However,the path from one to the other is not always straightforward.For example,some well-established wo

66、rk practices may not align to changing customer needs.It is vital to align your CX and Employee Experience(EX)programme initiatives,in order to understand and identify potential issues and blockages.Steps include:Figure 3 Service design approachSource:Based on the British Design Council Double Diamo

67、nd framework1 Understand the current experience and the opportunities to improve or design new experiences4 Test the new ideas and blueprint the new experience.Pilot,test and improve2 Identify the critical issues to enhance existing or build new service experiences.Ideate key improvements to the jou

68、rney 3 Develop the new ideas and create prototypes to test CREATING THE IDEAL AND MAKING IT HAPPENUNDERSTAND THE AS IS AND WHAT COULD BE1.2.DiscoverDevelopDefineDeliver3.4.DIVERGECONVERGEDIVERGECONVERGEMapping:utilise existing knowledge and journey insight,combined with upfront discovery and desk re

69、search,to create draft journeys for testing.Focus on identifying touchpoints and interactions in the customer journey where targeted support could enable employees to offer significantly better CX.Understanding:conduct qualitative interviews with both customers and employees to provide a richer unde

70、rstanding to expand and develop the initial draft journeys.Optimising:conduct full analysis and run stakeholder workshops to identify and prioritise actions and programmes for change.Monitoring:measure overall engagement KPIs and areas of strategic focus,conducting CX linkage analysis to guide activ

71、ity.1213IPSOS VIEWS|REWIRING YOUR CX DNAREWIRING YOUR CX DNA|IPSOS VIEWS VOICE OF EMPLOYEE PROGRAMME Many companies dont realise the wealth of knowledge already at their fingertips,just waiting to be discovered.Who better to inform you of how customers experience your brand than the front-line emplo

72、yees who live it every day?The employees perspective on improving the brands delivery of Customer Experience,known as Voice of Employee,provides brands with a unique look into customers experiences,emotions and struggles.It additionally empowers those employees to take ownership of CX outcomes.If yo

73、u want your employees to know they are valued,proactively encourage them to share their ideas and opinions on how to deliver a better Customer Experience,as well as whats preventing them from doing so.Dont just ask for their input,take their advice,ensure they know theyve been heard and,even better,

74、get them involved in developing the solution.This process not only gives CX leaders an up-close view of opportunities for improvement,but also supports the evolving company culture,hiring and training practices,and cross functional alignment.Maintaining a customer-centric company over time takes a c

75、omprehensive commitment,but dont let this deter you.Find ways to recognise people for upholding the brands promise and reward those who continually strive to improve the Customer Experience.6.MAKE DATA-DRIVEN DECISIONS CX KPIS LINKED TO FINANCIAL PERFORMANCE Only 16%of CX practitioners globally say

76、they have analytical models that link CX and business performance.2 Key Performance Indicators(KPIs)are central to Customer Experience measurement and management.Customer-centric brands use them as the rallying call of the voice of the customer to unite their organisations and drive action to improv

77、e the Customer Experience.Individuals and teams often receive targets and remuneration based on KPI performance.At both business and individual levels,KPIs therefore serve to drive customer-focused action and improved business performance.This makes the KPI a uniquely powerful tool for change and ab

78、solutely crucial to rewiring your CX DNA.By identifying the measures of success for the board and C-suite,CX professionals can purposefully map their initiatives to support them.This is the single most effective way to demonstrate the value of CX in a language executives understand.Performing financ

79、ial linkage or Return on CX Investment(ROCXI)analytics quantifies the link between survey KPIs and business/financial outcomes.Putting a dollar figure to your CX north star is certain to get the attention and buy-in from the C-suite.INSIGHTS AND FORESIGHTS Its one thing to collect and analyse data,b

80、ut its another to think about what you will need to learn and drive within the next 6,12 or 18 months.By identifying what you want to know,youre able to evaluate any gaps,build research and analytics plans and maintain customer-centric momentum across your organisation.Leading CX teams take the lead

81、 in driving desired customer behaviours;in driving increased retention,share of spend and advocacy;in driving operational efficiencies;in driving a Return on their CX Investment(ROCXI).They have a plan to build their dream home to build and deliver on their successful customer strategy.For a financi

82、al services client,we showed that increasing loyal customers by 1%=revenue over 2 yearsin annual salesFor a financial services client,we showed that increasing loyal customers by 1%For a global auto client,we showed that+1%in their experience scores=in annual salesWho better to inform you of how cus

83、tomers experience your brand than the front-line employees who live it every day?15REWIRING YOUR CX DNA|IPSOS VIEWS14IPSOS VIEWS|REWIRING YOUR CX DNA SUMMARY Some organisations may not have the resources to follow all of the recommendations outlined above.Others may well have already made considerab

84、le progress.Regardless of your situation,crafting an effective and sustainable CX strategy is an ongoing process that is never done.But just by taking the first step even imperfectly and by simply focusing on one thing at a time,you will reap rewards.CX strategy goes beyond measurement and reporting

85、 results.It even goes beyond ensuring customers are at the heart of your business.It means organising your company for success,having the right people,processes and tech in place,providing a framework to prove the Return on CX Investment,and securing employee buy-in from the frontline to C-suite.Org

86、anisations that get this right will undeniably lead the way.ROCXIAdvocacyCustomers share their positive experiences with othersRetentionCustomers are retained and at-risk customers are recoveredOperational EfficiencyCustomers are served in a quality-driven,cost-effective wayShare of SpendCustomers c

87、hoose you more oftenFigure 4 Delivering a Return on CX Investment:ROCXISource:IpsosShare of SpendOperational EfficiencyAdvocacyRetentionBut just by taking the first step even imperfectly and by simply focusing on one thing at a time,you will reap rewards.1617IPSOS VIEWS|REWIRING YOUR CX DNAREWIRING

88、YOUR CX DNA|IPSOS VIEWS REFERENCES 1.Money Talks or Budget Walks Delivering a Return on Customer Experience Investment:ROCXI https:/ Global CX Voiceshttps:/ Forces of Customer Experience The science of strong relationships in challenging times https:/ FURTHER LISTENING Customer Perspective:An Ipsos

89、podcasthttps:/ IF YOU WOULD LIKE TO.Know how to upgrade your CXmeasurement Find out about ROCXI analytics tounderstand how to calculate the Returnon your CX Investment Understand how the Forces of CX can helpyour business Learn more about CX Service Design andhow to(re)design experiences to drive th

90、eright customer outcomes Learn more about how to rewire your CXDNA into a winning customer strategyPlease get in touch with us at CustomerE FURTHER READING CX Lens Ipsos Global CX KPIbenchmark databasehttps:/ CX Service Design Creating emotionalattachment and brand growthhttps:/ The Key to Your CX S

91、uccess Findingthe right customer experience KPI foryour businesshttps:/ Bridging the Brand Experience Gap How to align brand promise and customerexperience for business successhttps:/ Embedding ESG in Experience Strengthening customer relationshipsand doing right by the worldhttps:/ YOUR CX DNA|IPSOS VIEWS18IPSOS VIEWS|REWIRING YOUR CX DNALance Webb,Director&Service Line Leader,Customer Experience,Australia&New Zealand,IpsosREWIRING YOUR CX DNAThe foundations of a winning customer strategy The Ipsos Views white papers are produced by the Ipsos Knowledge CIpsos