Burke CE Best Practices_Final CX Leaders 6 3 15 v 2

Burke’s “End to End” Customer
Experiences Best Practices
Bill Barnes, Senior Vice President, Burke Inc.
June 3, 2015

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©2014BurkeIncorporated.Allrightsreserved.
What Are Your Programs Pain Points?
1. Results are not improving.
2. Results are not actionable.
3. Leadership is not engaged.
4. Don’t know what to work on.
5. Customer responses are not
representative.
6. No business relevance for
results.
7. Cannot disseminate the
customer data to the right
internal individuals in the format
needed.
8. Culture is not customer centric.

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Goal: Help CX Practitioners remove their pain points
by discussing 3 frameworks with supporting case
studies.
Strategic Framework
Business Relevance Framework
Program Design/Execution Framework
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2
3
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Three Best Practices Frameworks:

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Business
Performance
Strategic Framework1

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Business Relevance Framework2
Business
Results
Market Share
Gross Margin
Brand /
Loyalty
Relationship
Employee
Engagement
Internal
Processes
Share
of
Business
Work
Customer
Experiences
Employees Customer
Behavior
Upstream Linkage Downstream Linkage
Transactions
Blueprint: Linking Your Business Performance Chain

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Measure&Analyze
Customer Experience/Engagement
Measurement System
Sample Design
& Management
Blueprinting
Journey Mapping
Linkage
Assessment
Scope&
Design
Linkage Analysis
FISCAL® Simulator
Digital DashboardTM
Integrate
TRACTIONTM
Act
Business Relevant Index
Key Driver Analysis
Performance vs. Competition
Normative Data
Brand/Relationship/Transaction
Problem Occurrence and Resolution
Standards Development and Implementation
Program Design/Execution Framework3
Measure&Analyze

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“One Measure: Let’s Keep it Simple.”
Proper Use of Index Measures
• Client Quote “We live by NPS…and we die by NPS”
• NPS has served the industry well due to the
leadership engagement it has created.
• Is it time to move on?
• Most critical component of an Index Measure is it’s
business relevance to financial results
• Emotions? Should this have higher consideration?
• How do you make decisions?
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“One Measure: Let’s Keep it Simple.”
Proper Use of Index Measures
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• Likelihood to Use again
• Likely to recommend
Rational/
Cognitive
Evaluation
Customer
Engagement
• Overall Satisfaction
• Satisfaction with effort
0.37
Emotional
Evaluation
• Confidence
• Trust
• Feel at Ease
0.60
R2=0.87
Share of
Wallet
Does your index
incorporate
emotions?

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• For high frequency CX trackers what is the
biggest variable on day to day results?
• Opt In vs Opt Out for marketing offers?
• Geography?
• Stage of CX?
• Reason for call?
• Etc.
• With the high volatility of NPS it is critical to
understand sample variables and this needs to
be controlled on the front end.
• Many program have no scientific discipline on
sampling as well as statistical analysis of results
• Does your program have good market research
practices on sampling and statistical precision?
“Who is Responding to Your Surveys?”
Sample Variables are Critical
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“But the Customer Said…”
Why not to use verbatims as your primary action vehicle
• What types of customer feedback are most actionable?
• But how “representative” are the verbatims of the total
customer population ?
• Same argument with social media…
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inmoment webinar May 26, 2015

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“But the Customer Said…”
Why not to use verbatims as your primary action vehicle
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• How comfortable do
you feel changing an
internal work
process on 8/1000?
• Maybe the right thing
to do…but make sure
that the issue is
supported by
statistical key driver
analysis.
1,000 Cases Resolved
Sample cleaning results in 750
Survey invitations sent
10% of customer
respond = 75
Comments
= 10%

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“I Want to See This Cut of the Data.”
Best Practices on Using Digital Dissemination Tools
• Clients fall in two camps on data analysis :
• What time is it?
• How did you build the watch?
• Big change in the last 10 years is the
development of digital dissemination tools
• Great change that the data is not housed in
just one place and can be widely
disseminated
• How about digital customization?
• Make the investment in digital dissemination
tools that have the customization needed for
your organization
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“I Want to See This Cut of the Data.”
Best Practices on Using Digital Dissemination Tools
• How would you know you have the right level of digital
customization?
• A Key Result Measure for your organization should
be data access
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0
10000
20000
30000
40000
50000
60000
70000
Apr, 14 May, 14 Jun, 14 Jul, 14 Aug, 14 Sep, 14 Oct, 14 Nov, 14 Dec, 14 Jan, 15 Feb, 15 Mar, 15 Apr, 14
Total Digital Dashboard Visits by Month

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“Leadership Doesn’t Walk the Talk.”
How to get Senior Leadership Engaged
• Speak to them in their language
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Business Relevance Framework2
Business
Results
Market Share
Gross Margin
Brand /
Loyalty
Relationship
Employee
Engagement
Internal
Processes
Share
of
Business
Work
Customer
Experiences
Employees Customer
Behavior
Upstream Linkage Downstream Linkage
Transactions
Blueprint: Linking Your Business Performance Chain

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“If I Only Worked For…”
Best Practices for CX Organizational Reporting Structure
• Where does CX report Into?
• Marketing?
• Operations?
• Sales?
• Other?
• Why can’t we find a natural home?
• Does it matter?
• “Best Practices”
• Cross Functional Steering Team made up of High
Level Executives
• Cross Functional Operations Team made up of
key department heads
• But remember…you have to wear many hats
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“If I Only Worked For…”
Best Practices for CX Organizational Reporting Structure
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Policeman Salesman Communicator
Data Analyst Innovator Change Agent

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“Results Are In… Now What?”
Best Practices on Action Planning and Execution
Lagging Measures
CX Touchpoint Detail Attributes
Leading Measures
Operational Measures
Easy access to
shipment information
Has an intuitive web
portal for shipment
status
Can reach service
personnel if needed
Number of hits to web
portal and time on portal
Wait time in service
center
The internal process and measures must
be investigated and process
improvements put in place before
attitudinal performance can be improved.
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“Let’s Just Pay People Based on Improvement.”
How to Make Incentive Compensation Work for You
• Tie to Incentive Comp is a two edged sword
• It can generate the right organizational behavior….. and
the wrong organizational behavior
• Key is balance on leading internal measures as well as
external CX measures
Lagging Measures
CX Touchpoint Detail Attributes
Leading Measures
Operational Measures

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“Why Aren’t Results Improving?”
Maybe it is your culture…
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Maybe its your culture….
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Customer
Engagement
Business
Performance

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∎ Things that are important are measured. We learn that early on.
• Grades for academic performance
• Scores, win/lose for athletic performance
• Height on closet door growing up
• Financial performance for business results
∎ Measures drive behavior.
• Wrong measures drive wrong behavior.
• No measures drive inconsistent behavior.
∎ The right leading indicator measures are essential if you want the right lagging
indicator measures.
∎ Customer Centric Culture is a leading indicator…
∎ So let’s measure Customer Centric Culture

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Leadership &
Strategy
Messaging &
Modeling
Employee
Understanding &
Commitment
Product & Service
Excellence
Support & Tools
Recognition and
Appreciation
28 sub-attributes under 6 dimensions into one Index
Customer
Centricity
Index

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Executive
Leadership Management
Customer
Facing
Employees
Non-
Customer
Facing
Employees
Leadership 95% 82% 56% 60%
Messaging and Modeling 92% 91% 71% 83%
Employee Understanding and Commitment 79% 74% 94% 92%
Production and Service Excellence 77% 71% 68% 80%
Support and Tools 83% 75% 58% 68%
Recognition and Reinforcement 93% 92% 65% 69%
Gap Analysis
Look for internal gaps. (Are all groups equally supportive/supported?1
Look for external normative comparison. (How do we compare to others?)2
Set priorities for action. (Which improvements will have the most impact?3
Average % favorable (4,5) across dimension attributes

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Takeaways
1. Establish frameworks for your CX program that go from strategic
to tactical
2. Investigate if emotions should be part of your index
3. Does your program have good market research practices on
sampling and statistical precision?
4. Make sure verbatim analysis is aligned with statistical
precision/key driver analysis of CX touchpoints
5. Make the investment in digital dissemination tools that have the
customization needed for your organization
6. A Key Result Measure for your organization should be data access
7. But remember…you have to wear many hats
8. IC key is to balance on leading internal process measures as well
as external CX measures
9. So let’s measure Customer Centric Culture

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Good luck in the continual improvement of your CX program
For more information…
Bill Barnes
Senior Vice President
bill.barnes@burke.com
1-513-684-7727

Burke CE Best Practices_Final CX Leaders 6 3 15 v 2

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Burke CE Best Practices_Final CX Leaders 6 3 15 v 2