CEM2: New approach for enhancing customer & employee experience and lean service production
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The document discusses Customer Experience Management (CEM2) and its importance for gaining competitive advantages. CEM2 focuses on strengthening corporate culture, managing customer journeys through meaningful encounters, and creating deeper meanings for both customers and employees. It provides a framework and examples of results companies can achieve through CEM2, including increased sales, customer satisfaction, and employee experience. The document also lists examples of projects Talent Vectia has conducted to help companies design customer experience strategies and service cultures.
CEM2: New approach for enhancing customer & employee experience and lean service production
- 1. © TalentVectia 1 More sales, better customer & employee experience and enhanced service productivity 2 C E M( )
- 2. WHY CEM2 SUSTAINABLE COMPETITIVE ADVANTAGE REQUIRES NEW MEANS Companies competewith similarofferings Customersare more empowered thanever Employeesare faced with more complex challenges Service scalabilityis more important thanever …experience is the only differentiator …andrequire flawlessqualityand empoweredservice …andrequire sense-makingand purpose …andrequires digitalizationand leanthinking
- 3. Management Experience Customer Meanings Encounters Culture Strengthen the corporate Service Culture Manage customer journey and provide value at the Encounters Create deeper Meanings, both for the customer and for the employee 2 C E M( ) CEM2 - WHAT SHOULD BE DONE
- 4. TALENT VECTIA CEM2 FRAMEWORK MEANINGS CULTURE ENCOUNTERS Customer Journey Lean Services Employee Experience 2 C E M( )
- 5. Sense-makingand meaningfulpurpose Empowermentand energized employees Smarttogether to increase productivity Journey understanding Orchestrationof digital and human encounters Emotionalconnections at the encounters Voice of customer embedded in service processes Scalability through digitalization Relentless end-to-end service quality Employee experience Lean Services Customer Journey CEM2 - FOCUS AREAS
- 6. CEM2 - EXAMPLES OF RESULTS Specialty retail ICT services Telecom Starting point: Customer satisfaction in decline for 3 years in a row 54% of customers indicated a significant increase in customer experience and service attitude Starting point: Ambition to be number one in customer satisfaction by 2015 1st in customer satisfaction by 2012 1st In employee experience Starting point: Little knowledge about customer needs and journeys 10% Increase in sales case size 400% Increase in NPS
- 7. © TalentVectia 7 New service concept for life-insurance • Motives-based concept and sales material creation • Customer safaris to understand customer experience and sales practices related to selling the new concept INSURANCE Ensuring customer satisfaction (top 20 customers) • In-depth interviews and customer safaris to identifyroot causes for declining satisfaction • Definition of service principles and training of client teams and to deliveragainst the service principles ICT SERVICE PROVIDER Multi-channel customer engagement • Customer encounter mapping • Customer journey analysis • Management system for multi-channel customer experience development GAMING Establishing a winning service culture • Definition of good service • Customer service training in all organizational levels: management, sales, service CAR DEALER Building a service culture to enable growth • Definition and implementation of winning service culture throughout the organization TELECOM New service concept and customer experience for occupational health care • Definition of the new sales model • Concept for customer experience • Selection and training of customer ambassadors HEALTH CARE Service culture development • Definition of service principles • Selection and training of service ambassadors • Creating a community for supporting the work of service ambassadors RETAIL BANK Taking customer service to the next level • Definition of the desired customer experience • Selection and training of service ambassadors • Roll-out through in-store training by the ambassadors SPECIALITY RETAIL Ensuring a coherent customer experience • Definition of the new role for customer service • Analyzing work practices related to the role • Training and coaching customer serving personnel to deliverthe customer experience CONSTR- UCTION Strengthening service culture to meet radical changes in the environment • Common principles for internal cooperation • Recruitment and training of change agents • Development of discussion and feedback culture CARD PAYMENT SERVICE PROVIDER Customer Experience Strategy • Definition of a framework and development roadmap for customer experience for all business units (banking, insurance, asset management) FINANCE Customer Experience MWB implementation • Framework and development roadmap for customer experience • MWB implementation project support DIRECTORY SERVICES Talent Vectia experience on customer experience and service culture design