User Experience

Customers expectations can be formed based on many different influences including:

–       Your Customer Promise delivered through advertising, your website, customer emails, staff etc

–       Word of mouth and recommendations from friends, family and colleagues

–       Sponsorship, social media and PR coverage

–       Previous experiences of the company

We want you to think about your own customers and identify THREE key influences that form their expectations of your company. For each influence we want you to document how and why they impact your customers expectations. We also want you to rate whether you think the influence currently has a positive or negative affect on your customers expectations. We have put in an example to show you what we are looking for.

Look at the key attributes of the “You Deliver on Your Promise” Emotional Driver:

•       Giving customers a clear promise that you can deliver against

•       Knowing what customers expect from you

•       Understanding how expectations will change from customer to customer

•       Creating “wow” moments that exceed expectations

We want you to rank how you are currently performing against each of these attributes and give a rationale as to why you have given this ranking. The ranking should be done on a 0 to 10 basis where 0 is “we currently perform extremely poorly” and 10 is “we currently perform extremely well”

We have given you some points to consider when you are doing this.

–          Do you have a clear customer promise in place e.g. is there wording used for what your company does for customers?

–          Is the promise communicated to customers e.g. through advertising, customer letters, customer charter etc?

–          Is everyone in the company aware of what your promise is to customers e.g. through internal communications, posters, training etc?

–          Do you capture customer feedback so you are clear on what customers expect and how their expectations may change over time?

–          Do you do research with customers when you develop new propositions or change customer journeys?

–          Do you capture insights from frontline staff about what customers want?

–          Is your customer base segmented and if so do you know if different segments have different expectations e.g.  a new customer might have different expectations to a customer who has been with you a long time?

–          Do you understand the different expectations customers may have depending the channel they are dealing with you in e.g. digital vs face-to-face?

–          Do you capture and share examples of where staff have gone the extra mile for customers and exceeded expectations?

–          Are staff encouraged and empowered to go the extra mile for customers?

Look at the ranking score and rationale you have given each of the attributes of the “You Deliver on Your Promise” Emotional Driver. Come up with one action for each that you think will improve your ranking. You can use the key behaviours and skills that we talked through in the module to help you.

The key behaviours and skills are:

•       Be accurate and precise with timings for customers

•       Explain and guide the customer through the process so that accurate expectations can be set and met

•       Keep the customer informed if things change and update them on timelines

•       Educate all staff about timings for different processes so there is consistency in how they inform and manage customers expectations

•       Ensure all staff in all departments understand the role they play in delivering on the customer promise and meeting customers’ expectations

•       Ensure customers know what the company is going to do and what they need to do

•       Customers expect companies to respond swiftly, particular to phone calls and emails. This is a ‘must-have’ rather than a ‘nice-to-have’

•       Use clear, jargon-free language in customer promises, if you are unclear or vague customers will get frustrated

•       If you fail to meet a promise look at how you can overcome this by exceeding the customers expectation

•       Empower staff to deliver “wow” moments to customers to exceed their expectations

•       Share stories of these “wow” moments to encourage best practice across the company

what you are going to do?

Do a series ofworkshops/roadshows with different departments to clarify their role in delivering the company’s promises to customers and identify any gaps or issues that need to be addressed

Meet with HR to ensure all staff have an objective related to delivering on the customer promise

Identify three key actions that you will put in place in your company to build your case for CX.

For each action you need to put in:

Description – what you are going to do

Objective – why you are doing it

Implementation – how you are going to do it

Insight – what you expect to get fromit, how will it help you build your case

To help you we have put a brief example in – you should go into more detail and be more specific on your implementation and insights

Analyse customer data to determine loyalty and advocacy levels e.g. NPS scores

Show the number of customers who are recommending/not recommending the company based on their experiences – will demonstrate the power and benefits of advocacy

Identify three key actions that you will put in place in your company to build your case for CX. For each action you need to put in:

Description – what you are going to do

Objective – why you are doing it

Implementation – how you are going to do it

Insight – what you expect to get from it, how will it help you build your case

To help you we have put a brief example in – you should go into more detail and be more specific on your implementation and insight

Do research into direct competitors by doing a simple audit

Show how the sector is performing against other sectors. Include case studies of similar companies in other countries who have invested in CX and what they have achieved – demonstrating what is possible and what benefits they have seen

Show how you would demonstrate business benefits of investing in CX by identifying one way you will Make the company money and one way you will Save the company money.

For each of them we want you to look at:

·         How are you going to make the company money/save money?

·         What metric you would use to measure the improvement/saving

·         What the benefit would be and how you would calculate it (show calculations)

·         What the investment required is and how you would calculate it (show calculations)

·         What the return on investment would be and how you could calculate it (show calculations)

·         You can use the Calculating Business Benefits download to help you

Here are some tips to help you complete this assignment:

1.     You can use an example from your own company or you can create an example, the key is to keep it simple.

2.     We would recommend that you use different examples for making money and saving money.

3.     Think carefully about the metric you are going to use to measure the improvement or the savings. You will need to demonstrate how you have calculated the improvement or the savings using this metric.

4.     Remember, you need to link your proposed improvement or savings back to improving the customer experience.

5.     Make sure you work through each step of your calculations and provide the detail of what you are basing your calculations on. The more detail you provide the easier it will be for us to understand. If you use any abbreviations please make sure you explain what they mean.

6.     You can do your benefit calculations over a one year/three year/five-year period, whichever you think makes the most sense.

Remember, this is one of the most important elements of getting buy-in for CX. Imaging you are sitting in front of your leadership team, making a case for CX. It should be compelling but simple and the numbers should tell the story!

We have put in detailed examples to show you what we are looking for:

The CX Manager is taking a proposal to their leadership team to show that if the current process for making changes to a policy is changed from being done through phone and post to online it will improve the customer experience and save the company money. The business case has been done over a three-year period because as well as the initial investment in an online solution there will also be some annual running costs.