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From sporadic initiatives 
to strategic goalsetting 
How to develop, prioritize, and 
measure your digital efforts 
Kristoffer Okkels, Senior Digital Business Consultant 
Simon Kibsgård, Lead Digital Business Consultant
Agenda 
1. A digital perspective on strategy 
2. How we work with strategy at Creuna 
3. Strategy applied and measured 
© Creuna
Times are changing. And we’re in need of… 
A digital 
perspective on 
strategy
Digital 
changes 
everything © Creuna 
Image Courtesy: Gratisography
Digital changes… 
…how products are made …digitally enhanced… …and delivered to us 
…how we are educated 
…how we pay for our coffee …and how we interact 
Image Credits: #1 #2 #3 #4 #5 #6 #7
Consumer 
behavior is 
changed 
for good 
© Creuna
But the 
B2B world 
is just as 
affected 
© Creuna
© Creuna 
Image courtesy: Oxfam 
And it’s 
definitely 
not only a 
local thing
Every century or so, funda-mental 
changes in the nature 
of consumption create new 
demand patterns that exis-ting 
enterprises can’t meet. 
- Shoshana Zuboff, Harvard Business School 
© Creuna 
http://www.mckinsey.com/insights/strategy/creating_value_in_the_age_of_distributed_capitalism 
” 
”
Innovation across all industries 
© Creuna
The 5 forces revisited 
Heavily borrowing from Forrester 
New entrants barrier 
Industry competition lower than ever 
getting fierce 
Substitution via 
disruption 
Production, distribution 
and service come 
plug&play 
Purchasing power 
with power-ups 
technology empowers 
buyers with 
Digital services information and tools 
commoditizes physical 
products 
perfect insight in 
competitor pricing and 
policies 
Employees are 
key to supply 
Hiring & retention of 
talent is key as they 
carry their ideas with 
them
Go downstream, not upstream 
© Creuna 
Image Courtesy: https://www.flickr.com/photos/davidstanleytravel/4899034803 
Production Logistics Sourcing 
Customers Insights Innovation
Don’t ask 
“What else can we make?” 
but rather 
“What else can we 
do for our customers?” 
© Creuna 
Source: Niraj Dawar, Harvard Business Review. http://hbr.org/2013/12/when-marketing-is-strategy/ar/pr
Looking from the outside-in 
customers don’t 
care about silos 
© Creuna 
Imge Courtesy: https://www.flickr.com/photos/thepurpledog1031/12424759184/
That’s why this picture is flawed 
Digital Strategy 
Acme Inc. 
© Creuna 
Social Media 
Strategy 
Acme Inc. 
Marketing 
Strategy 
Acme Inc. 
Innovation 
Strategy 
Acme Inc. 
Ello Strategy 
Acme Inc. 
Product 
Development 
Strategy 
Acme Inc.
Digital isn’t a strategy. 
Digital is the gunpowder 
that enables a powerful 
customer experience. 
© Creuna
Put digital in the sweetspot 
© Creuna 
Business 
Customers 
Technology 
Digital
Global innovation top 1000 
© Creuna 
Need seekers 
Market readers 
Technology drivers 
Source: http://www.strategyand.pwc.com/media/file/Strategyand_2013-Global-Innovation-1000-Study-Navigating-the-Digital-Future.pdf
The key to succes is understanding 
all three areas, making 
deliberate choices about where 
to compete and applying the 
right digital enablers.
Using digital enablers pays off 
Percentage saying they outperfom their competitors 
Significant use of Digital Enablers 
Low or moderate use of Digital Enablers 
© Creuna 
53% 
Source: http://www.strategyand.pwc.com/media/file/Strategyand_2013-Global-Innovation-1000-Study-Navigating-the-Digital-Future.pdf 
30%
How digital has enabled the post-it… 
© Creuna 
Source: http://www.post-it.com/wps/portal/3M/en_US/PostItNA/Home/Ideas/Plus-App/ 
Business 
Digital 
Customers Technology
The Creuna Approach 
How we work 
with strategy
Digital is in the sweetspot 
of competitive advantage 
Business 
Customers 
Technology 
Digital 
Creuna’s offerings are designed 
to grow your business 
Customer 
Experience 
Design 
Digital 
Business 
Development 
Strategic 
Technology 
Optimization
We typically see 3 types of projects… 
The Brand 
When everything is up in the air 
The Program 
A new market, solution or target group 
The Product 
When we want to improve a core product 
© Creuna 
Image Courtesy: Gratisography
Brand, program or product 
…and 3 levels of strategy 
Vision 
What’s our purpose? 
Strategy 
What will we do to fulfil this purpose? 
Tactics 
How and when are we doing it? 
© Creuna 
Image Courtesy: Gratisography
This is our strategy process 
© Creuna 
1. Insights 
2. Vision and directives 
3. Must-win battles 
4. Tactical initiatives 
5. Priorities 
6. Roadmap
© Creuna 
Acme Bank 
Low market share among young population 
Market fragmentation due to digital disruptors 
Desire to be considered a thought leader
This is our strategy process 
© Creuna 
1. Insights 
2. Vision and directives 
3. Must-win battles 
4. Tactical initiatives 
5. Priorities 
6. Roadmap
Insights across the plate 
© Creuna 
Business 
Customers 
market and competitor analysis 
stakeholder interviews 
internal focus groups 
Technology 
Digital 
touchpoint analysis 
analytics 
observations and interviews 
external focus groups 
platform analysis 
compatibility research 
digital maturity analysis
This is our strategy process 
© Creuna 
1. Insights 
2. Vision and directives 
3. Must-win battles 
4. Tactical initiatives 
5. Priorities 
6. Roadmap
Visions aren’t just fluffy words 
Makes strategies easier to communicate 
Unites and motivates employees… 
…and leaves room for contextual interpretation 
© Creuna 
Image Courtesy: https://www.flickr.com/photos/bizancenco/11273811786
Without a vision it’s just parts 
© Creuna 
Image courtesy: AutoHouston 
The vision is foundation for design principles 
…and makes tactical prioritization easier
Visions should be engaging 
Sense In what way do you provide a sensory experience? 
Feel What feelings are left behind? 
Think Which mental implications are implied? 
Act What physical implications are proposed? 
Relate What identifies you as a group or culture? 
© Creuna 
Source: Bernd Schmitt: Experiental Marketing (1999)
To be a visually appealing and elegant bank, a kind and 
trustworthy bank, responsible and foresighted, service- and 
action-oriented, and international and German at the same time. 
© Creuna 
Source: Bernd Schmitt: Experiental Marketing.
To be a visually appealing and elegant bank (sense), a kind and 
trustworthy bank (feel), responsible and foresighted (think), 
service- and action-oriented (act), and international and German 
at the same time (relate). 
© Creuna 
Source: Bernd Schmitt: Experiental Marketing.
This is our strategy process 
© Creuna 
1. Insights 
2. Vision and directives 
3. Must-win battles 
4. Tactical initiatives 
5. Priorities 
6. Roadmap
Must-win battles 
While the vision sets the 
ambition, must-win battles 
represent the strategies 
needed to realize the vision. 
© Creuna 
Business 
The 
Vision 
Customers Technology 
Must-win 
battles 1 2 3 4 5
A must-win battle framework 
Vision Key success factors 
To be a visually 
appealing and 
elegant bank, a 
kind and 
trustworthy 
bank, 
responsible and 
foresighted, 
service- and 
action-oriented, 
and 
international 
and German at 
the same time. 
• Build brand awareness and image among young consumers utilising both segment 
specific marketing activities and cross segment synergies 
• Introduce digital customer facing tools 
• Digital customer service 
• Build and launch targeted online platform 
• Strengthen (expand) product innovation team 
• Establish strategic technology partnerships 
• Expand product categories to attract new customer groups (digital generation) integrating 
with mobile devices 
• Optimise existing product portfolio 
• Establish ecommerce sales on specific test markets 
• Develop detailed country-specific retail channel strategies (direct markets) 
• Implement tiering model for indirect markets 
• Work closely with key growth markets to ensure that they get the necessary support 
and focus in order to realise the potential 
Must-win battles 
Increase brand value and 
reach through stronger 
marketing and a new 
online channel strategy. 
Strengthen the product 
development team and 
launch new products 
targeted young 
consumers. 
Increase market 
effectiveness in direct 
markets and large 
indirect markets.
A must-win battle framework 
• Build brand awareness and image among young consumers 
utilising both segment specific marketing activities and 
cross segment synergies 
• Introduce digital customer facing tools 
• Digital customer service 
• Build and launch targeted online platform 
Increase brand 
value and reach 
through stronger 
marketing and a 
new online channel 
strategy.
Business 
Performance 
Net income 
Margins 
Increase brand 
value and reach 
Price Cost 
Volumes 
Market share Market size 
Customer 
Satisfaction 
NPS Loyalty 
Customer 
Effort Score 
How do we link must-win battles 
to business performance? 
© Creuna
This is our strategy process 
© Creuna 
1. Insights 
2. Vision and directives 
3. Must-win battles 
4. Tactical initiatives 
5. Priorities 
6. Roadmap
Coherence is key 
© Creuna 
Tactical 
initatives 
Every tactical concept should 
be able to be traced back to 
the must-win battles in order 
to be aligned with the vision. 
Business 
The 
Vision 
Customers Technology 
Must-win 
battles 1 2 3 4 5
Sources of inspiration 
Ideation 
workshops 
© Creuna 
Existing 
idea backlogs 
Service and 
support center … 
Image Courtesy: https://www.flickr.com/photos/aalto-cs/8682737949
Which initiatives 
will stick around? © Creuna 
Image Courtesy: Gratisography
Two tactical concepts 
Let’s use Facebook 
for customer service 
Let’s launch an online 
mortgage calculator 
© Creuna
Anchoring tactics 
Facebook for customer service 
Insights 
E.g. “A lot of direct mails/calls 
to Support are from people, 
that did already visit Service & 
Support section without any 
luck. 
Support estimates, that 
manual handling of trivial 
support costs € per enquiry.“ 
Net 
income 
Margins 
Cost 
Facebook 
support 
Tactics Performance 
Tactics # 
Use Facebook to 
respond more 
effectively to 
customer enquiries 
Tactics# 
Use new Facebook 
presence to market 
superior digital 
customer service.
Anchoring tactics 
Online mortgage calculator 
Tactics Performance 
Tactics # 
Calculator to make 
it easier to find the 
right mortgage for 
first time buyers 
Insights 
E.g. "of people using our 
mortg. calc., 36% file an 
application. 
Sales estimate, that 20% of 
these are converted into new 
customers. 
A new customer is worth € in 
life time value“ 
Net income 
Volumes 
Market share 
New 
application 
filers 
Users of 
mortg. Calc. 
Tactics# 
Use Twitter to get 
more urbanities to 
know about and try 
our calculator.
Enter the business case 
The actual metrics for the business 
case are obviously dependent on 
the context of the specific initiative, 
but the case should ultimately be 
cohesive with the business KPIs. 
© Creuna 
Image Courtesy: https://www.flickr.com/photos/foreverphoto/2760042027
Tactical concept example #1 
Facebook for customer service 
© Creuna 
Trustworth-iness 
(vision) 
Service-orientation 
(vision) 
Brand value 
(MWB) 
Market reach 
(MWB)
Tactical concept example #2 
Online mortgage calculator 
© Creuna 
Trustworth-iness 
(vision) 
Service-orientation 
(vision) 
Brand value 
(MWB) 
Market reach 
(MWB)
Tactical PERSONALISERET concepts WEBOPLEVELSE 
ROI forecast 
New biz sales: + 4,9% 
Churn: - 5,9% 
+23.000 customers 
Revenue: 
+3.500.000 EUR 
5000 
4500 
4000 
3500 
3000 
2500 
2000 
1500 
1000 
500 
0 
© Creuna
How to pick and prioritize 
Define and prioritize by asking which tactical initiatives: 
Contribute most significantly to bottom and/or top line 
Are critical to a large volume of important customers 
Fit customer journeys and create unique and memorable experiences 
Are likely to create customer satisfaction and loyalty 
Are currently under- or over performing 
© Creuna
© Creuna 
Image Courtesy: Gratisography 
start 
small!
© Creuna
This is our strategy process 
© Creuna 
1. Insights 
2. Vision and directives 
3. Must-win battles 
4. Tactical initiatives 
5. Priorities 
6. Roadmap
What’s a roadmap? 
A combination of at least goals, 
time and scope of tactical 
initiatives in a way that is: 
• Prioritizable 
• Executable 
• Communicable 
Preferably the roadmap will also 
relate to other current focal 
points of the organization like: 
• Prioritized target groups 
• Strategic and practical constraints 
• Implemented technologies 
• Internal stakeholders 
Image Courtesy: Gratisograpjy 
© Creuna
Initiatives often come in 
wonderful spreadsheets… 
© Creuna 57
Initiatives relate to strategies 
© Creuna 
Create platform 
Enable Sales 
Personalize Shopping 
Experience 
Expand Choice 
Engage Customers 
Secure Retention + Loyalty
Fra sporadisk til strategisk
s 
© Creuna
Relating to must-win battles… 
© Creuna
A good roadmap… 
1. Catches eyeballs 
2. Invites to dialogue 
3. Is easy to communicate 
4. Relates to established 
strategic ambitions 
5. Is both proactive and a way of 
”exhausting crazy ideas” 
6. Is open to change 
© Creuna
Strategy applied 
and measured
Meet Peter. 
© Creuna 
Image Courtesy: https://www.flickr.com/photos/thomas-luebke/13385750213 
Peter needs a 
new credit card. 
Peter goes online to 
apply for the card.
Three levels of a relationship… 
Level 2. 
A customer journey 
E.g. getting a new credit card 
Level 3. 
An interaction 
E.g. applying via an 
online form 
Level 1. The entire ongoing customer relationship 
E.g. being the customer of an online bank 
© Creuna
…and three types of metrics 
Descriptive metrics Experience metrics Outcome metrics 
B 
A 
C 
Descriptive metrics are about 
what happens, for example 
which steps a user goes 
through, or how many users 
click through on a banner. 
Experience metrics are about how 
it was perceived, i.e. the users’ 
perception and feeling of what 
happened. For example, how 
satisfied a user is with a product, or 
what he associates with the brand. 
Outcome metrics are about 
what we as a business get out 
of it. For example higher sales 
or lower costs, or other things 
that lead to either of those. 
© Creuna
Defining metrics for each experience 
1. There should be a logical hierarchy of metrics 
2. Outcome metrics should align with key business drivers 
3. Perception metrics should reflect quality attributes 
from brand and customer experience strategy 
4. Descriptive metrics should relate to what 
affect customer perceptions the most 
© Creuna 
Image Courtesy: https://www.flickr.com/photos/milstan/5421435986
Metrics in a relational framework 
Overall CX 
Transactions 
Accounts opened 
Product registrations 
Time (examples) 
on hold 
Use of help function 
Task time 
Negative sentiment 
in social media 
Call hang-ups 
Etc. 
Right items 
available 
Key information 
available 
Help available 
Quick order 
Clear information 
Help accessible 
Empathic CSR 
Visually 
appealing website 
Pleasant store 
ambiance 
Meets needs 
Easy 
Enjoyable 
Journey 
satisfaction 
Actual outcomes 
(e.g. repurchases, churn 
rates, EBITDA, new 
leads) 
Proxy outcomes 
(e.g. Net Promoter Score, 
likelihood to deflect, 
revenue at risk) 
Descriptive metrics 
What happened 
Experience metrics 
How was it perceived 
CX attributes 
(examples) 
CX quality / brand 
attributes 
(examples) 
Overall perception 
of experience 
Outcome metrics 
What we get out of it 
as a business 
Source: Forrester Research, Creuna research and methodology 
Journey 
satisfaction 
Journey 
satisfaction 
Surveys at interaction, journey and experience levels with 
e.g. Qualaroo, Questback. Qualitative research through e.g. 
interviews, social media, call center logs, observations etc. 
Operational tracking e.g. 
Web Analytics, CRM, data 
from products & software 
Business intelligence 
systems, e.g. CRM, ERP, 
DSS. Surveys. 
… 
(examples) 
Typical data sources 
and analytics tools à
Peter’s back. 
© Creuna 
Image Courtesy: https://www.flickr.com/photos/thomas-luebke/13385965964/ 
This time, he’s out 
to buy his first house. 
He’s a bit uncertain 
about the mortgage, 
though, so he goes 
online.
Two features trigger his interest… 
Online mortgage calculator Customer service on Facebook 
© Creuna
The framework applied 
Actual: 
Economic 
value added 
Proxy: 
Effect on 
overall NPS, likelihood 
of repurchase 
Descriptive metrics 
What happened 
Experience metrics 
How was it perceived 
Outcome metrics 
What we get out of it 
as a business 
Source: Forrester Research, Creuna research and methodology 
Mortgage 
calculator Use of help / chat 
© Creuna 
Bounce rate 
Unfinished forms 
abandoned 
Applications 
received 
Time on hold 
Avg. time to reply 
Share of 
problems resolved 
Positive sentiment 
Customer 
service 
Had my expected 
information 
Help quickly 
available 
Task completion 
Quick completion 
Clear information 
Effective auto fill 
Confident to 
continue 
Service feel 
Foresighted tone 
of voice 
Effectively 
meets needs 
Seamless 
experience 
Service & 
action-or. 
experience 
Journey 
satisfaction 
rate
© Creuna 
Image Courtesy: Gratisography 
start 
small!
Make it a mantra to define which.. 
1 segment 
2 journeys 
4 interactions 
..are the most important 
© Creuna 
© Creuna 
Acme Bank
7 steps to successfully measuring CX 
1 Choose customer segments 
2 Select which experiences to measure 
3 Pick CX metrics for each experience 
4 Design a data collection strategy 
5 Set targets for each CX metric 
6 Identify and act on CX issues 
7 Share insights gained from CX measurement 
Source: Based on Forrester Research, Creuna research and methodology. Image Courtesy: Gratisography 
© Creuna
thanks for 
listening! 
Kristoffer Okkels, Senior Digital Business Consultant 
Simon Kibsgård, Lead Digital Business Consultant 
kristoffer.okkels@creuna.dk simon.kibsgaard@creuna.dk 
+45 22 49 83 39 
+45 22 49 83 41

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Fra sporadisk til strategisk

  • 1. From sporadic initiatives to strategic goalsetting How to develop, prioritize, and measure your digital efforts Kristoffer Okkels, Senior Digital Business Consultant Simon Kibsgård, Lead Digital Business Consultant
  • 2. Agenda 1. A digital perspective on strategy 2. How we work with strategy at Creuna 3. Strategy applied and measured © Creuna
  • 3. Times are changing. And we’re in need of… A digital perspective on strategy
  • 4. Digital changes everything © Creuna Image Courtesy: Gratisography
  • 5. Digital changes… …how products are made …digitally enhanced… …and delivered to us …how we are educated …how we pay for our coffee …and how we interact Image Credits: #1 #2 #3 #4 #5 #6 #7
  • 6. Consumer behavior is changed for good © Creuna
  • 7. But the B2B world is just as affected © Creuna
  • 8. © Creuna Image courtesy: Oxfam And it’s definitely not only a local thing
  • 9. Every century or so, funda-mental changes in the nature of consumption create new demand patterns that exis-ting enterprises can’t meet. - Shoshana Zuboff, Harvard Business School © Creuna http://www.mckinsey.com/insights/strategy/creating_value_in_the_age_of_distributed_capitalism ” ”
  • 10. Innovation across all industries © Creuna
  • 11. The 5 forces revisited Heavily borrowing from Forrester New entrants barrier Industry competition lower than ever getting fierce Substitution via disruption Production, distribution and service come plug&play Purchasing power with power-ups technology empowers buyers with Digital services information and tools commoditizes physical products perfect insight in competitor pricing and policies Employees are key to supply Hiring & retention of talent is key as they carry their ideas with them
  • 12. Go downstream, not upstream © Creuna Image Courtesy: https://www.flickr.com/photos/davidstanleytravel/4899034803 Production Logistics Sourcing Customers Insights Innovation
  • 13. Don’t ask “What else can we make?” but rather “What else can we do for our customers?” © Creuna Source: Niraj Dawar, Harvard Business Review. http://hbr.org/2013/12/when-marketing-is-strategy/ar/pr
  • 14. Looking from the outside-in customers don’t care about silos © Creuna Imge Courtesy: https://www.flickr.com/photos/thepurpledog1031/12424759184/
  • 15. That’s why this picture is flawed Digital Strategy Acme Inc. © Creuna Social Media Strategy Acme Inc. Marketing Strategy Acme Inc. Innovation Strategy Acme Inc. Ello Strategy Acme Inc. Product Development Strategy Acme Inc.
  • 16. Digital isn’t a strategy. Digital is the gunpowder that enables a powerful customer experience. © Creuna
  • 17. Put digital in the sweetspot © Creuna Business Customers Technology Digital
  • 18. Global innovation top 1000 © Creuna Need seekers Market readers Technology drivers Source: http://www.strategyand.pwc.com/media/file/Strategyand_2013-Global-Innovation-1000-Study-Navigating-the-Digital-Future.pdf
  • 19. The key to succes is understanding all three areas, making deliberate choices about where to compete and applying the right digital enablers.
  • 20. Using digital enablers pays off Percentage saying they outperfom their competitors Significant use of Digital Enablers Low or moderate use of Digital Enablers © Creuna 53% Source: http://www.strategyand.pwc.com/media/file/Strategyand_2013-Global-Innovation-1000-Study-Navigating-the-Digital-Future.pdf 30%
  • 21. How digital has enabled the post-it… © Creuna Source: http://www.post-it.com/wps/portal/3M/en_US/PostItNA/Home/Ideas/Plus-App/ Business Digital Customers Technology
  • 22. The Creuna Approach How we work with strategy
  • 23. Digital is in the sweetspot of competitive advantage Business Customers Technology Digital Creuna’s offerings are designed to grow your business Customer Experience Design Digital Business Development Strategic Technology Optimization
  • 24. We typically see 3 types of projects… The Brand When everything is up in the air The Program A new market, solution or target group The Product When we want to improve a core product © Creuna Image Courtesy: Gratisography
  • 25. Brand, program or product …and 3 levels of strategy Vision What’s our purpose? Strategy What will we do to fulfil this purpose? Tactics How and when are we doing it? © Creuna Image Courtesy: Gratisography
  • 26. This is our strategy process © Creuna 1. Insights 2. Vision and directives 3. Must-win battles 4. Tactical initiatives 5. Priorities 6. Roadmap
  • 27. © Creuna Acme Bank Low market share among young population Market fragmentation due to digital disruptors Desire to be considered a thought leader
  • 28. This is our strategy process © Creuna 1. Insights 2. Vision and directives 3. Must-win battles 4. Tactical initiatives 5. Priorities 6. Roadmap
  • 29. Insights across the plate © Creuna Business Customers market and competitor analysis stakeholder interviews internal focus groups Technology Digital touchpoint analysis analytics observations and interviews external focus groups platform analysis compatibility research digital maturity analysis
  • 30. This is our strategy process © Creuna 1. Insights 2. Vision and directives 3. Must-win battles 4. Tactical initiatives 5. Priorities 6. Roadmap
  • 31. Visions aren’t just fluffy words Makes strategies easier to communicate Unites and motivates employees… …and leaves room for contextual interpretation © Creuna Image Courtesy: https://www.flickr.com/photos/bizancenco/11273811786
  • 32. Without a vision it’s just parts © Creuna Image courtesy: AutoHouston The vision is foundation for design principles …and makes tactical prioritization easier
  • 33. Visions should be engaging Sense In what way do you provide a sensory experience? Feel What feelings are left behind? Think Which mental implications are implied? Act What physical implications are proposed? Relate What identifies you as a group or culture? © Creuna Source: Bernd Schmitt: Experiental Marketing (1999)
  • 34. To be a visually appealing and elegant bank, a kind and trustworthy bank, responsible and foresighted, service- and action-oriented, and international and German at the same time. © Creuna Source: Bernd Schmitt: Experiental Marketing.
  • 35. To be a visually appealing and elegant bank (sense), a kind and trustworthy bank (feel), responsible and foresighted (think), service- and action-oriented (act), and international and German at the same time (relate). © Creuna Source: Bernd Schmitt: Experiental Marketing.
  • 36. This is our strategy process © Creuna 1. Insights 2. Vision and directives 3. Must-win battles 4. Tactical initiatives 5. Priorities 6. Roadmap
  • 37. Must-win battles While the vision sets the ambition, must-win battles represent the strategies needed to realize the vision. © Creuna Business The Vision Customers Technology Must-win battles 1 2 3 4 5
  • 38. A must-win battle framework Vision Key success factors To be a visually appealing and elegant bank, a kind and trustworthy bank, responsible and foresighted, service- and action-oriented, and international and German at the same time. • Build brand awareness and image among young consumers utilising both segment specific marketing activities and cross segment synergies • Introduce digital customer facing tools • Digital customer service • Build and launch targeted online platform • Strengthen (expand) product innovation team • Establish strategic technology partnerships • Expand product categories to attract new customer groups (digital generation) integrating with mobile devices • Optimise existing product portfolio • Establish ecommerce sales on specific test markets • Develop detailed country-specific retail channel strategies (direct markets) • Implement tiering model for indirect markets • Work closely with key growth markets to ensure that they get the necessary support and focus in order to realise the potential Must-win battles Increase brand value and reach through stronger marketing and a new online channel strategy. Strengthen the product development team and launch new products targeted young consumers. Increase market effectiveness in direct markets and large indirect markets.
  • 39. A must-win battle framework • Build brand awareness and image among young consumers utilising both segment specific marketing activities and cross segment synergies • Introduce digital customer facing tools • Digital customer service • Build and launch targeted online platform Increase brand value and reach through stronger marketing and a new online channel strategy.
  • 40. Business Performance Net income Margins Increase brand value and reach Price Cost Volumes Market share Market size Customer Satisfaction NPS Loyalty Customer Effort Score How do we link must-win battles to business performance? © Creuna
  • 41. This is our strategy process © Creuna 1. Insights 2. Vision and directives 3. Must-win battles 4. Tactical initiatives 5. Priorities 6. Roadmap
  • 42. Coherence is key © Creuna Tactical initatives Every tactical concept should be able to be traced back to the must-win battles in order to be aligned with the vision. Business The Vision Customers Technology Must-win battles 1 2 3 4 5
  • 43. Sources of inspiration Ideation workshops © Creuna Existing idea backlogs Service and support center … Image Courtesy: https://www.flickr.com/photos/aalto-cs/8682737949
  • 44. Which initiatives will stick around? © Creuna Image Courtesy: Gratisography
  • 45. Two tactical concepts Let’s use Facebook for customer service Let’s launch an online mortgage calculator © Creuna
  • 46. Anchoring tactics Facebook for customer service Insights E.g. “A lot of direct mails/calls to Support are from people, that did already visit Service & Support section without any luck. Support estimates, that manual handling of trivial support costs € per enquiry.“ Net income Margins Cost Facebook support Tactics Performance Tactics # Use Facebook to respond more effectively to customer enquiries Tactics# Use new Facebook presence to market superior digital customer service.
  • 47. Anchoring tactics Online mortgage calculator Tactics Performance Tactics # Calculator to make it easier to find the right mortgage for first time buyers Insights E.g. "of people using our mortg. calc., 36% file an application. Sales estimate, that 20% of these are converted into new customers. A new customer is worth € in life time value“ Net income Volumes Market share New application filers Users of mortg. Calc. Tactics# Use Twitter to get more urbanities to know about and try our calculator.
  • 48. Enter the business case The actual metrics for the business case are obviously dependent on the context of the specific initiative, but the case should ultimately be cohesive with the business KPIs. © Creuna Image Courtesy: https://www.flickr.com/photos/foreverphoto/2760042027
  • 49. Tactical concept example #1 Facebook for customer service © Creuna Trustworth-iness (vision) Service-orientation (vision) Brand value (MWB) Market reach (MWB)
  • 50. Tactical concept example #2 Online mortgage calculator © Creuna Trustworth-iness (vision) Service-orientation (vision) Brand value (MWB) Market reach (MWB)
  • 51. Tactical PERSONALISERET concepts WEBOPLEVELSE ROI forecast New biz sales: + 4,9% Churn: - 5,9% +23.000 customers Revenue: +3.500.000 EUR 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 © Creuna
  • 52. How to pick and prioritize Define and prioritize by asking which tactical initiatives: Contribute most significantly to bottom and/or top line Are critical to a large volume of important customers Fit customer journeys and create unique and memorable experiences Are likely to create customer satisfaction and loyalty Are currently under- or over performing © Creuna
  • 53. © Creuna Image Courtesy: Gratisography start small!
  • 55. This is our strategy process © Creuna 1. Insights 2. Vision and directives 3. Must-win battles 4. Tactical initiatives 5. Priorities 6. Roadmap
  • 56. What’s a roadmap? A combination of at least goals, time and scope of tactical initiatives in a way that is: • Prioritizable • Executable • Communicable Preferably the roadmap will also relate to other current focal points of the organization like: • Prioritized target groups • Strategic and practical constraints • Implemented technologies • Internal stakeholders Image Courtesy: Gratisograpjy © Creuna
  • 57. Initiatives often come in wonderful spreadsheets… © Creuna 57
  • 58. Initiatives relate to strategies © Creuna Create platform Enable Sales Personalize Shopping Experience Expand Choice Engage Customers Secure Retention + Loyalty
  • 61. Relating to must-win battles… © Creuna
  • 62. A good roadmap… 1. Catches eyeballs 2. Invites to dialogue 3. Is easy to communicate 4. Relates to established strategic ambitions 5. Is both proactive and a way of ”exhausting crazy ideas” 6. Is open to change © Creuna
  • 64. Meet Peter. © Creuna Image Courtesy: https://www.flickr.com/photos/thomas-luebke/13385750213 Peter needs a new credit card. Peter goes online to apply for the card.
  • 65. Three levels of a relationship… Level 2. A customer journey E.g. getting a new credit card Level 3. An interaction E.g. applying via an online form Level 1. The entire ongoing customer relationship E.g. being the customer of an online bank © Creuna
  • 66. …and three types of metrics Descriptive metrics Experience metrics Outcome metrics B A C Descriptive metrics are about what happens, for example which steps a user goes through, or how many users click through on a banner. Experience metrics are about how it was perceived, i.e. the users’ perception and feeling of what happened. For example, how satisfied a user is with a product, or what he associates with the brand. Outcome metrics are about what we as a business get out of it. For example higher sales or lower costs, or other things that lead to either of those. © Creuna
  • 67. Defining metrics for each experience 1. There should be a logical hierarchy of metrics 2. Outcome metrics should align with key business drivers 3. Perception metrics should reflect quality attributes from brand and customer experience strategy 4. Descriptive metrics should relate to what affect customer perceptions the most © Creuna Image Courtesy: https://www.flickr.com/photos/milstan/5421435986
  • 68. Metrics in a relational framework Overall CX Transactions Accounts opened Product registrations Time (examples) on hold Use of help function Task time Negative sentiment in social media Call hang-ups Etc. Right items available Key information available Help available Quick order Clear information Help accessible Empathic CSR Visually appealing website Pleasant store ambiance Meets needs Easy Enjoyable Journey satisfaction Actual outcomes (e.g. repurchases, churn rates, EBITDA, new leads) Proxy outcomes (e.g. Net Promoter Score, likelihood to deflect, revenue at risk) Descriptive metrics What happened Experience metrics How was it perceived CX attributes (examples) CX quality / brand attributes (examples) Overall perception of experience Outcome metrics What we get out of it as a business Source: Forrester Research, Creuna research and methodology Journey satisfaction Journey satisfaction Surveys at interaction, journey and experience levels with e.g. Qualaroo, Questback. Qualitative research through e.g. interviews, social media, call center logs, observations etc. Operational tracking e.g. Web Analytics, CRM, data from products & software Business intelligence systems, e.g. CRM, ERP, DSS. Surveys. … (examples) Typical data sources and analytics tools à
  • 69. Peter’s back. © Creuna Image Courtesy: https://www.flickr.com/photos/thomas-luebke/13385965964/ This time, he’s out to buy his first house. He’s a bit uncertain about the mortgage, though, so he goes online.
  • 70. Two features trigger his interest… Online mortgage calculator Customer service on Facebook © Creuna
  • 71. The framework applied Actual: Economic value added Proxy: Effect on overall NPS, likelihood of repurchase Descriptive metrics What happened Experience metrics How was it perceived Outcome metrics What we get out of it as a business Source: Forrester Research, Creuna research and methodology Mortgage calculator Use of help / chat © Creuna Bounce rate Unfinished forms abandoned Applications received Time on hold Avg. time to reply Share of problems resolved Positive sentiment Customer service Had my expected information Help quickly available Task completion Quick completion Clear information Effective auto fill Confident to continue Service feel Foresighted tone of voice Effectively meets needs Seamless experience Service & action-or. experience Journey satisfaction rate
  • 72. © Creuna Image Courtesy: Gratisography start small!
  • 73. Make it a mantra to define which.. 1 segment 2 journeys 4 interactions ..are the most important © Creuna © Creuna Acme Bank
  • 74. 7 steps to successfully measuring CX 1 Choose customer segments 2 Select which experiences to measure 3 Pick CX metrics for each experience 4 Design a data collection strategy 5 Set targets for each CX metric 6 Identify and act on CX issues 7 Share insights gained from CX measurement Source: Based on Forrester Research, Creuna research and methodology. Image Courtesy: Gratisography © Creuna
  • 75. thanks for listening! Kristoffer Okkels, Senior Digital Business Consultant Simon Kibsgård, Lead Digital Business Consultant kristoffer.okkels@creuna.dk simon.kibsgaard@creuna.dk +45 22 49 83 39 +45 22 49 83 41

Hinweis der Redaktion

  1. Hvorfor er der nu brug for at snakke strategi igen, når vi nu har etableret en strategi… Vel, det er netop derfor. Vi oplever stor frustration blandt vores kunder (og i markedet) over at det er svært at navigere. Mellem de taktiske intiativer, de mange kanaler og de mange forskellige forretningsbehov der er i virksomheden.
  2. 3D-print ændrer produktionsmetoden og får enorme konsekvenser for ikke kun high-tech produktion men også retail, transport og servicevirksomheder Digitale servicelag på selv de mest fysiske produkter og er med til at skabe nye tilknytninger Vi køber produkterne online – og får dem snart leveret automatisk uden om de traditionelle logistik-kæder Uddannelsessystemerne er under opbrud – digital træning og uddannelse bliver en af de store slagmarker i de næste 10 år Nyheds- og mediebranchen er nok nogle af dem, der har mærket den digitale energi hårdest – på godt og ondt. Den næste store kampplads bliver betalingerne. Se bare på Mobile Pay men nu hvor Apple for alvor melder sig ind i kampen kommer det til gå stærkt Og så ændrer det digitale helt grundlæggende på måden vi agerer og interagerer på… Nogle af de her udviklinger er selvfølgelig drevet af den teknologiske udvikling, men det interessante er, at vores evne til at tage nye teknologier til os – og til ændre vores vaner og omstille os – er meget mere udtalt i dag end tidligere. Husk pointe om at kanaler ikke er interessante – jf. beskrivelsen i invitationen…
  3. Og det gælder uanset om vi arbejder med B2C-virksomheder og skal tilfredsstille den her klassiske købertype som jonglerer mellem kanaler og medier…
  4. Men det gælder også i B2B, som vi i meget hastig grad ser begynder at imitere adfærden i b2c.
  5. Rundt om i verden – også de mest afsidesliggende markeder. Måske er det endda her, at den digitale forandring er størst.
  6. Fra film og forsikring til rumfart og betalingsløsninger
  7. http://blogs.forrester.com/lori_wizdo/12-10-04-buyer_behavior_helps_b2b_marketers_guide_the_buyers_journey 5 forces classic: Rivalry among existing competitors Threat of New Entrants Bargaining Power of Buyers Threat of Substitute Products or Services Bargaining Power of Suppliers
  8. Outside-in – not inside-out! The secret to at least increasing your chance of not being beaten by the consumers is going upstream, not downstream… Upstream: Sourcing, production, logistics Is being commoditized or outsourced Downstream activities drive value and constitutes the competitive advantages
  9. Hvis man køber den præmis...
  10. Ikke ændre organisationen – men arbejde på tværs. Derfor kan ”det digitale” i endnu mindre grad end tidligere stå alene. For brugerne oplever ikke nogen forskel i den måde de interagerer med jer på. Derfor kan I heller ikke sondre mellem det digitale og ”det andet” længere. Hverken strategisk, forretningsmæssigt, teknologisk eller kommunikativt.
  11. Hvadenten jeres strategier er formuleret eller ej, så ser vi tit et landskab, der ser sådan her ud: Der er en digital strategi. I har sikkert også en social media strategi. Og … … Og hvis I er rigtige hurtige, så har I sikkert også allerede lavet en strategi for hvordan I skal bruge Ello… What’s the coherence? How are the strategies measured across? How do you prioritise all the initiatives? How does customer experience fit into the equation?
  12. Understreg customer experience-perspektivet
  13. Er den måde vi italesætter os på ved Vestas i dag
  14. Booz & Co, som nu er blevet overtaget af PWC laver hvert år en top 1000 over de mest innovative virksomheder og sammenholder det med deres R&D-spending. De arbejder også med tre næsten tilsvarende kategorier. Pointen er, at det ikke handler om hvilken strategi man vælger – men, at man vælger det aktivt og er tro mod den. OG så handler det i øvrigt, om at man uanset hvilken kategori man tilhører, ser mulighederne i det digitale. Digital tools are influencing every stage of the innovation life cycle: from collecting and analyzing customer insights, to generating and vetting ideas, to designing and manufacturing new products, and, finally, to tracking products’ success once launched
  15. Booz & Co, som nu er blevet overtaget af PWC laver hvert år en top 1000 over de mest innovative virksomheder og sammenholder det med deres R&D-spending. De arbejder også med tre næsten tilsvarende kategorier. Pointen er, at det ikke handler om hvilken strategi man vælger – men, at man vælger det aktivt og er tro mod den. OG så handler det i øvrigt, om at man uanset hvilken kategori man tilhører, ser mulighederne i det digitale. Digital tools are influencing every stage of the innovation life cycle: from collecting and analyzing customer insights, to generating and vetting ideas, to designing and manufacturing new products, and, finally, to tracking products’ success once launched
  16. Så: nu vi ved at
  17. Klassisk en af verdens mest innovative virksomheder. Udviser en forståelse af, at det digitale skaber helt nye produkter.
  18. Måske en introduktion om at det framework vi vil præsentere er generelt – men at vi naturligvis tilpasser det til den enkelte virksomheds branche eller markedsposition, jf. De foregående slides.
  19. Er den måde vi italesætter os på ved Vestas i dag
  20. Tre elementer i strategien. Hvorfor skal vi gøre det? Selve strategien. Taktikken, hvordan skal vi gøre det?
  21. Tre elementer i strategien. Hvorfor skal vi gøre det? Selve strategien. Taktikken, hvordan skal vi gøre det?
  22. Insights Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews Her snakker vi ikke decideret digitalt, men mere forretningsorienteret. Strategi-workshops Med primære stakeholders Med afsætningskanaler Med støttefunktioner Kommunikations- og strategi-koncept Hvordan er digital lim mellem strategi og midler? Taktisk koncept Hvordan skaber vi sammenhæng mellem produkt, services og platforme? Konkrete eksempler, som kan eksekveres Pre-budget og tidligt roadmap Prioriteringsrunde 1: High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner Prioriteringsrunde 2: Roadmap med timeline, indre kausalitet og estimat prioriteres
  23. Vi vil meget gerne demonstrere vores framework og dets sammenhæng. Derfor er vi nødt til at køre én specifik case igennem – og det kan vi desværre ikke gøre med vores eksisterende kunder af hensyn til deres konkurrencesitution. Vi tillader os derfor at konstruere et eksempel på en virksomhed
  24. Insights Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews Her snakker vi ikke decideret digitalt, men mere forretningsorienteret. Strategi-workshops Med primære stakeholders Med afsætningskanaler Med støttefunktioner Kommunikations- og strategi-koncept Hvordan er digital lim mellem strategi og midler? Taktisk koncept Hvordan skaber vi sammenhæng mellem produkt, services og platforme? Konkrete eksempler, som kan eksekveres Pre-budget og tidligt roadmap Prioriteringsrunde 1: High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner Prioriteringsrunde 2: Roadmap med timeline, indre kausalitet og estimat prioriteres
  25. Er den måde vi italesætter os på ved Vestas i dag
  26. Insights Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews Her snakker vi ikke decideret digitalt, men mere forretningsorienteret. Strategi-workshops Med primære stakeholders Med afsætningskanaler Med støttefunktioner Kommunikations- og strategi-koncept Hvordan er digital lim mellem strategi og midler? Taktisk koncept Hvordan skaber vi sammenhæng mellem produkt, services og platforme? Konkrete eksempler, som kan eksekveres Pre-budget og tidligt roadmap Prioriteringsrunde 1: High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner Prioriteringsrunde 2: Roadmap med timeline, indre kausalitet og estimat prioriteres
  27. Aren’t visions just fluffy words and irrelevant to real life actions? They are easier to communicate (positive and inclusive) Better story in a purpose than in lower prices For the self-actualizing employee, it’s what gets them going (cf. UNBOSS movement) Employees want to make a difference and they want to interpret their own formulated goals conferring a purposeful goal There is a potential raison d'être – and why your customers would miss you if you were gone by tomorrow.
  28. Derfor har du brug for en vision! Uden et fælles mål, risikerer vi at bygge reservedele og ikke biler. Visionen skal sikre retning og enighed på tværs af organisationen om de vigtigste mål (marked, kunder, konkurrenter, etc) Koordinering på tværs af organisationen om midlerne
  29. Understrege at det her jo ikke kun er relevant ift. digitale visioner men i ligeså høj grad også på mere overordnet niveau.
  30. Understrege at det kunne være en rigtig case.
  31. Måske noget med at
  32. Insights Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews Her snakker vi ikke decideret digitalt, men mere forretningsorienteret. Strategi-workshops Med primære stakeholders Med afsætningskanaler Med støttefunktioner Kommunikations- og strategi-koncept Hvordan er digital lim mellem strategi og midler? Taktisk koncept Hvordan skaber vi sammenhæng mellem produkt, services og platforme? Konkrete eksempler, som kan eksekveres Pre-budget og tidligt roadmap Prioriteringsrunde 1: High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner Prioriteringsrunde 2: Roadmap med timeline, indre kausalitet og estimat prioriteres
  33. Det interessante er ikke nødvendigvis de strategiske koncepter i sig selv, da de i sagens natur vil være meget individuelle… men det interessante er, hvordan man formidler dem.
  34. Det er formatet – ikke indholdet. Fra strategisk koncept til MWB til succesfaktorer. Heraf er det i virkeligheden kun en lille del, der er digital – men det er netop afgørende, at det digitale ikke står alene.
  35. Det er formatet – ikke indholdet. Fra strategisk koncept til MWB til succesfaktorer. Heraf er det i virkeligheden kun en lille del, der er digital – men det er netop afgørende, at det digitale ikke står alene.
  36. Insights Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews Her snakker vi ikke decideret digitalt, men mere forretningsorienteret. Strategi-workshops Med primære stakeholders Med afsætningskanaler Med støttefunktioner Kommunikations- og strategi-koncept Hvordan er digital lim mellem strategi og midler? Taktisk koncept Hvordan skaber vi sammenhæng mellem produkt, services og platforme? Konkrete eksempler, som kan eksekveres Pre-budget og tidligt roadmap Prioriteringsrunde 1: High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner Prioriteringsrunde 2: Roadmap med timeline, indre kausalitet og estimat prioriteres
  37. The tricky part er som regel ikke at finde på initiativerne – men at finde ud af hvilke initiativer der skal overleve og fokuseres på…
  38. Bridge your standard KPIs with hard core business metrics via deductive methods
  39. Bridge your standard KPIs with hard core business metrics via deductive methods
  40. Nogle gange er det nemmere gjort end andre at spore det taktiske koncept til en af de grundlæggende KPI’er. Det kunne f.eks. være de her fire dimensioner: øger vi markedsandel, markedsstørrelse, øger vi prisen eller reducerer vi omkostningerne?
  41. ----- Meeting Notes (17/10/14 14:42) ----- Husk mellemregninger!
  42. How to pick and prioritize which experiences to measure. You can't measure all the experiences and interactions your customers have with you and your product/service. So before deciding on metrics and how to measure them, start by defining and prioritizing the experiences at relationship, journey and interaction level that are most important. Through an analysis of your business and customers, build a list of key segments, customer journeys and interactions within those. Workshops with customer-facing executives are effective to do this quickly. With your base list of experiences in hand, start strict prioritization. With criteria such as: Move on with a realistic number of prioritized experiences which know you have the capacity to thoroughly measure and follow-up on. Initially it can be smart to start with only one segment, two journeys and four interactions.
  43. Introducér MVP-begrebet her! Det handler om at komme i luften med noget, der kan give os feedback,.
  44. Insights Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews Her snakker vi ikke decideret digitalt, men mere forretningsorienteret. Strategi-workshops Med primære stakeholders Med afsætningskanaler Med støttefunktioner Kommunikations- og strategi-koncept Hvordan er digital lim mellem strategi og midler? Taktisk koncept Hvordan skaber vi sammenhæng mellem produkt, services og platforme? Konkrete eksempler, som kan eksekveres Pre-budget og tidligt roadmap Prioriteringsrunde 1: High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner Prioriteringsrunde 2: Roadmap med timeline, indre kausalitet og estimat prioriteres
  45. Some example roadmaps
  46. Med roadmappet kommer tingene til at hænge sammen. Roadmappet kommer til at fungere som en bevidst plan for processen og for hvordan man øger bundlinjen og livstidsværdien af kunden. Roadmappet fjerner tilfældighederne. Skaber intern forankring. Og ro om udviklingsperspektivet og –hastigheden. Roadmappets udtryk og omfang er meget forskelligt fra strategi til strategi.
  47. Measurement programs should encompass three types of experiences. The ongoing customer relationship consists of many end-to-end customer journeys. These, in turn, contain many discrete interactions between the brand and the customer.
  48. At each of the levels on the previous slide, one should measure what happens (descriptive metrics), how it was experienced (perception metrics) and what we get out of it (outcome metrics).
  49. Picking metrics for the chosen experiences is best done by starting to define outcome metrics and then perception metrics for the relationship level (i.e. for a customer segment). Then do the same for the journey level, and lastly the interaction level. Descriptive metrics are most effectively set starting in the other end with interaction level and then moving up to the relationship level. There should be a logical hierarchy of metrics Metrics on each level must relate to metrics on the other levels, and the different types of metrics should also be aligned with each other, serving the same purpose. Outcome metrics should align with key business drivers Review key business strategies to identify the key drivers that your company uses to steer business decisions, and pick outcome metrics that relate to each of the drivers. Some find it useful to categorize outcome measures in terms of: Acquisition, e.g. value of new leads, conversion from lead to sale, brand mentions, traffic to site or store Retention, e.g. share of wallet, churn, repurchases, customer life-time value Efficiency, e.g. EBITDA, OPEX, Return on invested capital, Economic value added, self-service rate, cost per sale Or, as on the next slide, in actual outcomes and proxy outcomes (metrics that represent or closely correlate with an actual outcome) Perception metrics should reflect quality attributes from brand and CX strategy What defines the quality of the brand and customer experience? Review these attributes, and/or look at brand strategy and data from existing qualitative research to help define them. With CX quality attributes selected, define the specific metrics you’ll use to understand how well you delivered on each attribute. To do that you can formulate survey questions, select a scoring scale, and define how to calculate a metric from the data. Examples of perception metrics include Net Promoter Score, customer effort score, emotional scoring, or custom metrics based on ratings from customer surveys on brand and/or CX quality attributes (e.g. an “enjoyability rating” ref. next slide). Descriptive metrics should relate to what most affect customer perceptions Descriptive metrics track events that are likely to affect customer perceptions. To pick the right ones, one should gather the operational data used by each channel and business unit in order to determine which events are most likely to affect customer perceptions and how. Examples of descriptive metrics can be bounce rate, click through rate, time on hold, registrations etc.
  50. A framework of the relationship between perception, description and outcome metrics: Once key the strategic goal have been identified and prioritized, we need to pick the specific descriptive metrics, perception metrics, and outcome metrics to fill in the measurement framework. Regression, correlation and attribution analysis can be used to determine how metrics move together.
  51. A framework of the relationship between perception, description and outcome metrics: Once key the strategic goal have been identified and prioritized, we need to pick the specific descriptive metrics, perception metrics, and outcome metrics to fill in the measurement framework. Regression, correlation and attribution analysis can be used to determine how metrics move together.
  52. Without a disciplined approach to customer experience measurement, companies will struggle to understand what is working and what is broken, and therefore increasingly be at a strategic disadvantage. The following are seven steps to get CX measurement up and running with a strategic approach. Step 1: Choose customer segments Identify customer segments that matter most to the bottom line Uncover and document differences in customer journeys Step 2: Select which experiences to measure Identify the experiences at the journey level and interaction level Prioritize journeys and interactions Step 3: Pick CX metrics for each experience Define outcome metrics that align with key business and brand drivers Identify attributes of great CX quality aligned with brand Translate quality attributes into perception metrics Identify the descriptive metrics that most affect customer perception Step 4: Design a data collection approach Set the timing for relationship, journey, and interaction surveys Establish a template for survey design Tailor surveys so that they ask only relevant questions Track customers across multichannel journeys Set up system to collect operational data from CRM, Google Analytics etc. Step 5: Set targets for each CX metric For outcome and perception metrics, first establish a baseline of performance Determine possible improvements for outcomes and perceptions Set targets for descriptive metrics based on targets for outcomes and perceptions Step 6: Identify and act on CX issues Pick the customer-specific issues that will trigger predefined actions Establish methods for customized action planning Analyze negative CX ratings to pinpoint systemic issues Pick a method for prioritizing CX attributes with low ratings Factor in competitive benchmarks Find drivers of low CX ratings Step 7: Share insights gained from CX measurement Define role-based dashboards and reports Integrate different sources of information Plan a push and pull approach for sharing reports Tune the CX measurement program continuously Establish processes for a regular CX measurement program review