Nunwood's Customer Experience Excellence study, undertaken in 3 continents over 4 years, has identified Six Pillars that underpin customer experience excellence. No matter the industry or brand, all Six Pillars must be delivered for a world class experience. In the UK, a ‘premier league’ of around 25 brands are pulling away from the pack. Of the 250 brands reviewed in the UK, around 170 in ‘mid table’ deliver a level experience that is 'good'. The 'premier league', however, are delivering beyond the norm, often across each of the pillars. Looking at each industry within the UK study, Retail, in particular Grocery Retail, leads the way. At the opposite end of the performance spectrum, Utilities and Telecoms trail. Their opaque pricing policies, multiple tariffs and inflexibility are often cited by customers as major problems.

1. THE DNA OF CUSTOMER
EXPERIENCE EXCELLENCE
Craig Ryder

2. 2
CUSTOMER EXPERIENCE EXCELLENCE STUDY
UK, USA and Australia, since 2010
Why Do We Do This?
To find out Who
To find out How
To uncover the Common Elements
To help our clients excel
How Do We Do This?
Scale questions
Cross industry comparisons
Critical Incident Questioning

3. 3
WHO ARE THE TOP PERFORMERS?
Who are the Customer Experience Winners?
The Top 10 (UK)
1st
2nd
3rd
5th
6th
7th
9th
10th
Position Brand Score
8.25
8.23
8.19
8.18
8.01
8.00
7.98
7.95
7.93
7.90
4th
8th
The Top 10 (US)
1st
2nd
3rd
5th
6th
7th
9th
10th
Position Brand Score
8.17
7.96
7.88
7.81
7.73
7.64
7.63
7.62
7.60
7.52
4th
8th
The Top 10 (Australia)
1st
4th
5th
6th
8th
9th
Position Brand Score
7.95
7.95
7.83
7.74
7.53
7.52
7.50
7.45
7.43
7.41
3rd
7th
1st =
2nd

4. 4
A UK ‘PREMIER LEAGUE’ OF EXPERIENCE
EXCELLENCE
UK 250 Ranked High to Low

5. 5
WHICH INDUSTRIES EXCEL?
Highest
Lowest

6. 6
THE SIX PILLARS OF EXPERIENCE EXCELLENCE
Personalisation
Time & Effort
Resolution
Expectations
Integrity
Empathy

7. 7
DNA OF TOP
PERFORMERS Top 10 Experience Signature
Personalisation
Integrity
Time & Effort
Expectations
Resolution
Empathy
8.28
8.13
8.49
7.72
7.79
7.54

8. 8
WHICH PILLARS ARE DRIVING THE TOP TEN?
Top 10 Pillar Performance vs. Average
Personalisation
10%
Integrity
14%
Time&Effort
9%
Expectations
12%
Resolution
14%
Empathy
14%

9. 9
PERSONALISATION
Tailoring the broad experience to the customer needs in a way that feels right
for each customer
• Is the range right for my needs?
• Specialist - Category Killer – All Under One Roof - Curated
• Can I navigate?
• Do I understand the range architecture?
• Does the retailer really understand what I want?
Experience leaders are:
using big data to know their customers individually to
drive 1-2-1 conversations

10. 10
Lush:
• Qualification based sales process
• Friendly
• Problem solving
Personalisation Score:
7.77
Personalisation Score:
8.27
Body Shop:
• Pressure to buy more
PERSONALISATION: BEST PRACTICE

11. 11
TIME & EFFORT
Valuing time, minimising effort in interactions, making it easy for
consumers to do business
• Technology regularly raises the bar
• e.g. Amazon – ‘frictionless’ customer service
• ‘Time well spent’
• Understand what really matters
Experience leaders are:
analysing processes from the customer
perspective to remove unnecessary barriers

12. 12
TIME & EFFORT - THE URBAN MILLENIAL

13. 13
TIME & EFFORT - CLICK & COLLECT

14. 14
TIME & EFFORT - MULTI-TASKING
’

15. 15
EXPECTATIONS
Accurately setting and then meeting expectations.
• Deliver your brand promise consistently
• Specificity helps focus employees and customers
• Set expectations with care
• Schizophrenic brands confuse
• Unfulfilled advertising claims are a key driver of disappointment
Experience leaders are:
consistently exceed expectations via ‘magic
moments’ to customers

16. 16
EXPECTATIONS - WEGMANS

17. 17
RESOLUTION
Turning a poor experience into a great one – putting things right
when they go wrong
• Process is often the enemy!
• Ocado empower the driver to ‘put it right’
• Focus on the lifetime value
• Intercept problems early & quickly resolve
• Leave the customer feeling good – adds to their perception of the brand
Experience leaders are:
minimising issues through root-cause analysis and diverting
resources to ‘heroic recovery’ for serious problems

18. 18
RESOLUTION - TOYS R US
‘A few years ago’
I registered at Toys R Us
Baby shower took place a few months before birth
When baby was born, we unwrapped the baby bath - it had been used before! It also leaked
They made a big deal about the fact it was returned outside the 30 day limit
Eventually they agreed to give me the lowest sale price in past 6 months.
It had been bought as part of registry – they must know who bought it, when and how much was paid.

19. 19
A business you can trust, delivers on promises and consistently acts in
customers’ best interests
• What does ‘the right thing’ mean to your customer?
• Lower income vs. middle class
• Slow to build…… quick to fall
• 2013 vs 2012 performance
Co-operative FS – fell 110 places
Starbucks – fell 39 places
Amazon – fell 3 places
• Target ‘data spill’ is still affecting sales
INTEGRITY
Integrity leaders are:
making clear , unambiguous statements of
intent, delivering consistently at micro and macro levels

20. 20
INTEGRITY

21. 21
EMPATHY
Understanding the customer’s circumstances to drive a deeper rapport
• React to individual customer feelings
• Organisation must genuinely care for the customer from the top
• Private business often excel
• A key skill at point of recruitment
• Understand what is behind the customer’s feelings
Experience leaders are:
building an inherent flexibility within their internal culture
which empowers their people to react to the customer

22. 22
EMPATHY - CASE STUDY: QVC

23. 23
TECHNOLOGY: DIAGNOSTIC IMPROVEMENTS

24. 24
TECHNOLOGY: SERVICE IMPROVEMENTS

25. 25
TECHNOLOGY: ENGAGE & ENTHRALL

26. 26
TECHNOLOGY: INFORM & MOTIVATE
• Real-time customer feedback from multiple survey
mechanisms
• Deployed throughout entire organisational
structure
• Customer call-backs drive customer-centric culture
through to store management teams
• Accessed via iPads whilst on the shop floor
• 1000’s of actions across management hierarchy

27. 27
• Manage via a senior governance group
• CEO communications & messaging
• Weave into the culture
• Regular updates
• Central to business briefing
• Launch with impact
• Closed loop design
• Recruit
• Train
• Build into ‘everybody’s
everyday’!
INTEGRATING BEST PRACTICE INTO YOUR BUSINESS
Customer at the Heart The Six Pillars as an
Experience Framework
• Understand
• Diagnose
• Prioritise
• Design
Push Metrics & Priorities
Across the Business
Implement & Improve

28. 28
THANK YOU!
Personalisation
Time & Effort
Resolution
Expectations
Integrity
Empathy
Many more case studies available at nunwood.com