From Journey Mapping to Journey Management: the Evolution of CX in Telco & Utilities (AU virtual event)
- 4. Where are they going? ? Where & why are they dropping off? ? How are they feeling? ? What do they value? ? Did they get there? ? Who are they, & what’s important to them? ? Were our strategies effective? ? What kind of help do they need? ?
- 5. Where are they going? ? Where & why are they dropping off? ? How are they feeling? ? What do they value? ? Did they get there? ? Who are they, & what’s important to them? ? Were our strategies effective? ? What kind of help do they need? ? Where are they going? ? Did they get there? ?
- 6. 1. Discover real journeys Uncover real paths, obstacles and goals ! !
- 7. Where are they going? ? Where & why are they dropping off? ? How are they feeling? ? What do they value? ? Did they get there? ? Who are they, & what’s important to them? ? Were our strategies effective? ? What kind of help do they need? ? How are they feeling? ? What do they value? ?
- 8. Experiential Symbolic Functional Economic Customer 2. Measure value delivery Measure sentiment and gather feedback in real-time
- 9. Where are they going? ? Where & why are they dropping off? ? How are they feeling? ? What do they value? ? Did they get there? ? Who are they, & what’s important to them? ? Were our strategies effective? ? What kind of help do they need? ? Where & why are they dropping off? ? Who are they, & what’s important to them? ?
- 10. Goal completion 20% Drop-off 11% In progress 69% 3. Goal & drop-off analysis Better understand your clients while they’re trying to achieve their goals ! !
- 11. 3. Goal & drop-off analysis Better understand your clients while they’re trying to achieve their goals ! ! Drop-off channel Drop-off duration
- 12. ! ! 3. Goal & drop-off analysis Better understand your clients while they’re trying to achieve their goals Drop-off reason Drop-off segment 60% 27% 13% 45% 39% 16%
- 13. Where are they going? ? Where & why are they dropping off? ? How are they feeling? ? What do they value? ? Did they get there? ? Who are they, & what’s important to them? ? Were our strategies effective? ? What kind of help do they need? ? What kind of help do they need? ?
- 14. 4. Design intervention strategies Nudges and innovations that encourage behaviour ! ! !
- 15. Where are they going? ? Where & why are they dropping off? ? How are they feeling? ? What do they value? ? Did they get there? ? Who are they, & what’s important to them? ? Were our strategies effective? ? What kind of help do they need? ? Were our strategies effective? ?
- 16. 5. Review & optimise Review the impact of strategies & fine-tune further 71% 86% 30% 26% 41% 65% Conversion test Conversion control
- 17. CASE STUDIES
- 18. Customers who prefer virtual assistance to a meeting 35% 27% Intent to switch services providers 13% What’s changed during Covid-19? Creating brand-infused customer journeys This client engaged inQuba for assistance in the creation of brand-infused customer journeys through the guiding of customer emotion. USE CASE : BRAND-INFUSED JOURNEYS CHALLENGES. Customer acquisition & retention, highlighted by the following: • Household economic pressures • Digital alternatives • Customer empowerment • Low risk of switching • Reduced interpersonal contact
- 19. SOLUTION. The business needed to guide emotion and build loyalty through brand-infused customer journeys. This included six different areas: • Story. The journey must live up to the brand narrative, anchored in benefits that differentiate • Emotion. Craft the ideal emotional arc, evoking the most important target emotions • Memory. Create positive memories by balancing moments of varying importance • Tone. The journey must infuse the brand personality into everything, digital or human • Technology. The journey must weave in new channels, data and tech to adapt to expectations • Fluidity. The journey must connect the dots in customers’ lives and adapt to needs to build long- term relationships Creating brand-infused customer journeys USE CASE : BRAND-INFUSED JOURNEYS
- 20. MAPPING THE CUSTOMER JOURNEY Saving Sprint 2: months 2-12 Equip beyond Sprint 3: yrs 2+ Relationship Sprint 4: yrs 4+ Onboarding Sprint 1: weeks 1-6 Key engagements: Designed based upon insights from previous sprint Key engagements: Designed based upon insights from previous sprint/s Key engagements: Designed based upon insights from previous sprint/s Key engagements: • Onboarding engagement • Welcome newsletter • Retirement education • Pre-deduction education • Onboarding feedback • Product education Member journey engagement toolbox • Assured • Acknowledged • Equipped beyond product • Acknowledged • We’ve built a lasting relationship • Acknowledged • Knowledgeable • Understand their product • Acknowledged How do we want members to feel? Journey design Who’s lapsing? Which segments? Feedback? Behaviour? Economic loss? Journey design When lapsing? Previous data? New data to collect? Why lapsing? Emotional? Journey design Who will lapse? How do we solve it? Intervention ROI? Further optimise? Journey design Definitions of lapses and improvements Member journey design To be scoped in detail: Understand products, understand importance of savings, read welcome letter, understand statement, understand product, access portal What do we want members to do? • Encouraging regular portal access • Maintaining knowledge and understanding • Showing increased acknowledgement (through personalisation) • Equipping members to grow their retirement through additional products • Assist members in overcoming obstacles • Grow and maintain and ongoing relationship
- 21. Onboarding Journey: What have we learnt? Test Group Control Group Based on Portal registration rates, the Test Group performed 31% better than the Control Group
- 22. Onboarding Journey: What have we learnt? Test Group Control Group 46% of members who responded to a nudge went on to register
- 23. Onboarding Journey: What have we learnt? Test Group Control Group The inQuba platform allows us to survey members to understand behaviour Portal Awareness is a key reason members aren’t registering.
- 24. Onboarding Journey: What have we learnt? Test Group Control Group Member behaviour demonstrates minimal friction when progressing from Portal Registration to Portal Login (Once registered, login to the portal flows seamlessly) Where we effectively drive portal registration, there is a high likelihood that portal access will follow
- 25. Agility in Design & Execution is Key • Demonstrates: – The visibility of the Journey Analytics approach – The effectiveness of the Journey Orchestration approach – The speed with which these gains were made (actual changes made in 1 working day) • Changes were made to engagements to improve response rates: – More compelling wording and a tone of urgency – Adding employer details in the SMS – Including reminders to members – Removing PDFs that took members out of the engagement • These changes were done “on-the-fly” in the inQuba platform – Changes made in 1 working day (Plus ½ day testing) 84% 94% Before After 6% 16% Engagement Rate has improved from 6% to 16% following the recent changes to engagements – further optimizations to target 20%-25% Engagement rate before and after changes
- 26. • Continue optimising customer journey orchestration – It Works! – Provides clear insights as to drop-offs – Demonstrates that tweaks have high-impact in conversion – Extract further insights as the journey story unfolds… – Goal-specific landing pages for members on the portal – Broker support for members that haven’t considered their retirement goals – Priming customers for the journey engagements in the original welcome message – More specific messages to help members achieve their retirement goals beyond the onboarding journey – Journey Acceleration: apply to other journeys Outcomes
- 27. Leading telecommunications provider, operating in more than 38 countries, uses inQuba to measure & improve experiences at each step of the servicing journey Orchestrating the servicing journey USE CASE : TELECOMMUNICATIONS CHALLENGES What is our CX programme telling us? Call centre communication needs improvement! My issues aren’t being understood or resolved quickly. The communication between Sales and Technical is poor, and I’m being caught in the middle. I don’t get a response after logging a ticket. Was it even received? I’ve tried the self-help options but they don’t work, and sometimes make everything worse. They take a long time to resolve things, and I have to call them a few times. I wish they could keep me updated until the issue is resolved. Otherwise I don’t know what’s going on... I’m not sure who my technician is? Sometimes they just send me too many messages! Which ones are important?
- 28. Manage my expectations • Keep me updated on progress • How long is this going to take? • How can I ‘raise my hand’? • How do I escalate if I need to? Design Thinking: the Service Experience 1 Proactively engage with me • Update me on problems as they happen • Give me tools to solve my own problems • Resolve issues first time Proactively fix my problems as they occur Inform me when problems occur Give me excellent tools to solve my own problems Answer my calls / chat / email immediately Resolve my problem the first time and on first contact Manage my expectations Understand me and collaborate with me Keep me informed Let me speak directly to your people Let me ‘raise my hand’ Escalate proactively 2
- 29. Resolution & feedback Hi Lynn We are aware that your ticket has been closed, please let us know if your issue has been resolved? Yes No Thank you, Telco Team Today, 15:30 Thank you for giving us your feedback Lynn. Please tell us why you felt that way? Today, 15:30 Free Text Thank you for your feedback, Lynn. How satisfied were you with the way we resolved your issue? 1. Very Dissatisfied 2. Dissatisfied 3. Neutral 4. Satisfied 5. Very Satisfied Rate 1 to 5 Today, 15:30 If “Yes” Thank you for the feedback, Lynn! An agent will contact you soon to assist further. Today, 15:30 Lynn, we're sorry your ticket hasn't been adequately resolved. Please tell us why you feel your ticket isn't resolved: Today, 15:30 Free Text If “No” Analytics Acknowledge receipt Confirm Issue Customer-specific treatment Let customer “raise hand” Update on ticket status change Engage before SLA breach Let customer “raise hand” Inform of ticket escalation Engage before SLA breach Let customer “raise hand” Customer confirmation of resolution Gather feedback Engagement overview 1 2 3 4 Engagement Overview and Example • Measure issue resolution • Give the customer the opportunity to provide feedback • Measure customer satisfaction • Identify key strengths and challenges Key objectives
- 30. Outcome Feedback and deep analytics Visibility Customer satisfaction Customer experience First-contact resolution Bad No of Comments Few Good Positivity of Topic Many Main categories of themes identified from customer comments Experiential Economic Brand Functional Customer comments based on selections from the above figures Trendlines for the specific themes selected Speed Resolution Percentage of Positive Comments Percentage of Negative Comments Jan Feb Mar Apr Comment Theme Categories Specific Theme Positivity of Topic Process takes too long Experience Speed Bad I need tools to solve my issues Experience Self-help Bad My problem was not resolved Experience Resolution Bad The agent could not answer my questions Experience Product knowledge Bad Resolution Self help Product knowledge Specific themes identified from customer comments Bad No of Comments Few Good Many Usability Reliability Speed
- 32. Let’s keep talking Let’s chat 1 . Complimentary Journey Accelerator workshop 2 . info@inquba.com Subject: Chat info@inquba.com Subject: Workshop Schedule your 2-hour interactive, virtual workshop What we’ll do What you’ll get • Map your customer journey • Define customer profiles • Identify nudge opportunities • Identify data requirements • Quantify the ROI • Accelerator Pack to start your Journey trial • High level Journey Design • All outputs documented • Journey ROI Modeler
- 33. Q&A
- 34. If we are going to really understand our customers, we need to be able to dynamically model, anticipate & influence their behaviour. In conclusion
Editor's Notes
- #3: Flock transforms into Sankey silhouette. Real journeys are dynamic, and change
- #4: Paths shown to change, paths are dynamic
- #5: Sankey transformation into relatable visualisation. RD: ORIENTATE PEOPLE ON THE SANKEY BRIEFLY. HAS BEEN DESCRIBED AS SCARY. All the questions we want to answer in the presentation. We return here for each step.
- #6: Step 1 questions
- #7: We discover the real journeys, including obstacles and goals (rather than the conceptual journeys we map out) RD: CASE STUDY FOLLOWS, ABOUT FINDING AN OBSTACLE AND ADDRESSING IT
- #8: Step 2 questions
- #9: RD: INJECT ANALOGY STORY – LOOKING FOR A CAR? – IT’S NOT JUST ONE THING THAT’S IMPORTANT, BUT MULTIPLE
- #10: Step 3 questions
- #11: Firstly, optimal vs. sub-optimal paths. Secondly, a high level view of success across the journey RD: INJECT THIS NARRATIVE: WE’RE TRYING TO HELP PEOPLE INTO SHORT CUTS
- #12: Thirdly, drop-off channel analysis. Fourthly, drop-off duration analysis RD: TO MAKE RELATABLE – “YOU CAN IMAGINE FOR YOUR BUSINESS THE CHANNELS AND DURATIONS THAT WOULD BE APPLICABLE…”
- #13: Fifthly, drop-off reason analysis. Sixthly, drop-off segment analysis RD: DRAW UPON THE CAR PURCHASE METAPHOR HERE AGAIN – REASONS FOR DECISION RD: USE CASE SLIDE TO FOLLOW – USING CUSTOMER INSIGHT
- #14: Step 4 questions
- #15: Different types of nudges and interventions at different spots. Mention all types and strategies. RD: “SOMETIMES DATA CAN SUGGEST COUNTER-INTUITIVE METHODS AND GET GREAT RESULTS. SOMETIMES THE VALUE BEING MISSED CAN BE COUNTER-INTUITIVE, WHICH IS WHY WE NEED TO WORK THE DATA…” RD: USE CASE SLIDE TO FOLLOW – INTERVENTIONS THAT CHANGE BEHAVIOUR
- #16: Step 5 questions
- #17: Success review, test vs. control on conversion RD: “THESE RESULTS WILL PROVIDE YOU WITH THE AMMO YOU NEED INTERNALLY FOR THE BUDGET YOU DESERVE..”
- #18: TBC
- #19: References: https://thefinancialbrand.com/101390/post-covid-consumer-switching-banks-credit-unions-rates-fees/ https://www.accenture.com/za-en/about/newsroom/company-news-release-rapid-shift https://www.forrester.com/report/Bring-Brand-To-Life-With-Customer-Journeys/RES141871
- #20: References: https://thefinancialbrand.com/101390/post-covid-consumer-switching-banks-credit-unions-rates-fees/ https://www.accenture.com/za-en/about/newsroom/company-news-release-rapid-shift https://www.forrester.com/report/Bring-Brand-To-Life-With-Customer-Journeys/RES141871
- #22: Show the Sankey and filter to compare groups
- #23: Show the Sankey and filter to compare groups WhatsApp dialogue opportunity Add path from Maintain to Register
- #24: Show the Sankey and filter to compare groups
- #25: Show the Sankey and filter to compare groups
- #28: TELKOM case study
- #29: TELKOM case study
- #30: TELKOM case study
- #31: TELKOM case study
- #32: DIGITAL ACQUISITION (use case)
- #33: DIGITAL ACQUISITION (use case)
- #34: DIGITAL ACQUISITION (use case)
- #38: MR thoughts: What’s the shape at a point in time, and is it changing? Customers operate within a market – customers and market change – remote, digital, customer mindset – birds are made up of cohorts – customers and the market influence each other.