How Fidelity Co-Creates Its Customer Experience Ecosystem

Kerry Bodine

To get a grip on your customer experience ecosystem — the complex set of relationships among your company's employees, partners, and customers that determines the quality of all customer interactions — you need to map it, co-create it, and socialize it

When I say “co-create it,” you might think of websites like My Starbucks Idea or Dell’s IdeaStorm — and those sites are great, but they’re not exactly what I’m talking about. Focus groups might also come to mind — but they’re not what I’m talking about, either.  When I talk about co-creation, I’m talking about active participation from employees, partners, and customers throughout the experience design process — from upfront research to in-person ideation sessions and concept testing.

As I mentioned in my keynote at Forrester’s recent Customer Experience Forum, this is an approach that Fidelity Investments has taken to heart. It's been working with the Stanford d.school — yup, that’s “d” as in “design” — to embed co-creation within Fidelity’s organization.

The picture below shows a workshop in which Fidelity employees have immersed themselves with pictures and notes from in-field research looking at how Gen Y consumers interact with money.

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Want To Raise Your Net Promoter Score? Try Improving Your Customer Experience

Harley Manning

Many of our clients work at companies that use Net Promoter. I recently had dinner with two of them at Forrester’s Customer Experience Forum, 2011. Both are senior people at companies that have been recognized as customer experience leaders in their respective industries.

When a third guest (Forrester’s CEO) asked them why and how they use Net Promoter Score (NPS), they gave remarkably consistent answers. In brief, they use it as a simple, easy-to-understand metric — one number — for aligning the business. Its main appeal is that busy executives don’t need to spend hours studying tables and spreadsheets to get a sense of how their firms are doing. Similarly, frontline employees down to the lowest levels of the organization find that NPS makes intuitive sense.

But there’s a next big (and obvious) question for people like our dinner guests who work to improve the customer experience at their companies: Does improving customer experience raise NPS? Because let’s face it, if your firm ties its overall health back to NPS, then you better be able to connect the dots for what you do, or you won’t seem to matter.

We’ve been wondering about this issue ourselves. So much so that late last year when we ran the big consumer survey that drives our Customer Experience Index, we included the Net Promoter question for two of the 13 industries in our study: banks and retailers. We were looking for a correlation between how people rate the customer experience at a company they do business with and how likely they are to recommend that company to a friend or colleague.

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Your Guide To Video Highlights Of Forrester’s Customer Experience Forum, 2011

Harley Manning

Over the past few weeks, Paul Hagen, Kerry Bodine, and I have been posting our takes on Forrester’s Customer Experience Forum, 2011. We’ve included video of moments we like from 10 out of the 11 main-stage sessions (sadly, we don’t have video of the Voice Of The Customer Awards, but at least we have a list of the winners!).

To give attendees and others an easy way to find the moments that matter to them, I’ve assembled this guide to our posts about the event. If you find these posts interesting, you can jump into the discussions that started at the forum in our online Forrester Community For Customer Experience Professionals.

DAY ONE, TUESDAY, JUNE 21, 2011

“Customer Experience Is Personal”

Harley Manning, Vice President, Research Director, Forrester Research

Here’s the man-on-the-street video I used in my opening remarks. We took a camera crew to Harvard Square and asked people to describe their best and worst customer experiences. Yikes!
 

 “What Is the Right Customer Experience Strategy For Your Company?”

Paul Hagen, Principal Analyst, Forrester Research

What is a customer experience strategy? What is it good for? How can you recognize a good one? Hear Paul’s answer, which sets the theme for the rest of the event.
 

“A Relentless Focus On Members”

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It’s Time To Develop Your Digital Customer Experience Strategy

Ronald Rogowski

Today’s digital landscape is complex. As companies use digital interfaces to engage with customers and foster long-term relationships, customer interactions are spanning an increasing array of touchpoints, with customers often crossing multiple channels in the pursuit of a single goal. While this new reality is riddled with challenges, it’s also ripe with opportunities for companies that have a strategic plan for digital customer experience.  

In a recent report, and subsequent Mashable article, I made the case that companies need to develop and execute digital customer experience strategies. As opposed to digital marketing strategies that focus mostly on what a company will provide and where, a digital customer experience strategy determines the “what” and the “where” based on the “who” and the “how.” That is, a digital customer experience strategy balances company goals and strategy with user expectations (the “who”) and describes the intended experience (the “how”). This, in turn, guides specific investments based on what customers need and a well-thought-out way of delivering on those needs that leaves a lasting positive impression.  

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Customer Experience Is Personal

Harley Manning

Late last year, I attended a workshop at a small but quite interesting conference in London. The two guys running the workshop separated the attendees into small groups where each of us took turns describing the worst customer experience we’d had, and then the best customer experience we’d had.

I thought it was a remarkably effective exercise, and I would have liked to try something like it at Forrester’s Customer Experience Forum, 2011. Of course with roughly 1,200 attendees, we couldn’t do that so instead we did the next best thing. A few weeks before our event we took a camera crew out to Harvard Square and asked some people on the street to tell us about their experiences.

Let me tell you a little bit about Harvard Square. It’s right in the heart of the Harvard University campus, which is right in the heart of Cambridge, Mass. — a town that Amazon.com recently ranked as the country's most well-read city.

The day we were there, it was graduation week. So in addition to the usual students and tourists from around the world, we met parents there for their kids’ graduation and alumni there for reunions.

We heard some fascinating stories, which led us to a few conclusions. For example, it’s very hard to satisfy every customer, every time — even for a customer experience icon like Apple.

Hopefully that first segment scared you just a little because when companies get the customer experience wrong, it makes a big impact.

But of course, there’s good news, too. When companies get the customer experience right, that also makes a big impact.

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Would You Trust Your Son's Customer Experience To This Man?

Harley Manning

Although he just turned 10, my son is very serious about his finances. And his entire life savings (such as it is — he only gets $3 per week for his allowance) is at Citizens Bank. 

Personally I'm more interested in how my kid gets treated by his bank than I am about his account balance. So I was quite keen to hear from Nick Primola from Citizens Financial Group, one of the speakers at Forrester's Customer Experience Forum, 2011.

Nick is senior vice president of direct marketing at Citizens Financial Group, where he’s responsible for enterprisewide direct marketing efforts supporting all of the bank’s business lines. As a self-confessed "data guy," that could have put us at odds. Was he going to be the driving force behind a spam attack on my kid? But as it turns out, Nick has a very enlightened view of how data gets used.

Check him out.

The Nikon Customer Experience Acid Test

Harley Manning

You all know Nikon, which has more than $8 billion in annual revenue and 26,000 employees worldwide. At Forrester’s Customer Experience Forum, 2011, we also got to know David Dentry, general manager of customer relations for Nikon.

David’s a lucky guy. He’s been interested in photography since he was a small child, so working at Nikon is a dream job for him. He was a photographer and photo teacher in the US Navy for eight years, which had him shooting (in a way that’s different from the way most military personnel shoot) everything from aerial reconnaissance photos to cake-cutting events. In fact, he joined the Navy based on his recruiter’s assurance that if he signed up he’d get to be a photographer.

Today David’s responsible for all aspects of customer support for Nikon in the Americas. His team manages Nikon’s call center operations and the nikonusa.com website. That’s quite an interesting challenge because he gets the customer service experience challenge in stereo from two very different types of channels. Not to worry, though, because he has a technique he uses to suss out the lowest common denominator when it comes to customer experience challenges: ask Grandma.

Here's how he describes his approach.

How Southern Water Mapped Its Customer Experience Ecosystem

Kerry Bodine

Companies that want to improve their customer experience need to understand the intertwined and ever-evolving relationships among their internal employees, external partners, and customers. Forrester calls this complex set of relationships the customer experience ecosystem.

As I said in a previous post, to get a grip on your own ecosystem, you need to map it, co-create it, and socialize it. And when I say “map it,” I mean that you need to systematically uncover and document the ecosystem's hidden dynamics. 

Here’s a story of a company that did just that: English utility provider Southern Water. (If you live in the southeast of England, you don’t get your water without these guys.)

For a long time, Southern Water was handling about 50 water-meter installations per week, all at its customers’ requests. But a few years ago, the company decided to roll out universal metering street by street across the region, moving toward 500 installations a week.

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The Best Airline Experience You Haven’t Heard Of Yet

Harley Manning

There’s a personal story behind why we invited one of our speakers to be on the main stage at Forrester’s Customer Experience Forum, 2011.

A few months back, I had to take a trip from Boston to Toronto. My colleague Jeff Thurston said, “You’ve got to fly Porter.” I asked why, and he just said “trust me.” Well, I do trust Jeff so I went ahead and booked a flight on Porter Airlines.

When I got back to Boston I concluded two things. First, the only way I was going to fly to Toronto from now on was via Porter. Second, I needed to get someone from Porter on stage to talk about the butt-kicking customer experience I’d just had.

What’s so great about Porter? Let me give you my take. It starts with flying into Billy Bishop airport, which is basically in the city of Toronto — as opposed to Toronto Pearson International airport, which is a long cab ride outside of Toronto. So when you get off the plane at Billy Bishop, you just saved yourself about 15 miles worth of traffic.

That’s the convenient part. Now for the cool part. The flight experience is retro 1960s (maybe earlier, I wasn’t flying in the 60s). The seats are wide and comfortable. The crew treats you like they want your business. You get snacks that are basically meals plus wine or beer — and it’s complimentary! I almost fell out of my leather seat when  the flight attendant told me that.

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Call Center Customer Experience Transformation At American Express — And THAT'S The Way It’s Done

Harley Manning

Last year we published not just one but two reports that featured the outstanding customer experience transformation process that took place in the American Express call centers. The first report described the winning entry submitted by American Express for a 2010 Voice Of The Customer Award — the data from that VoC program drove many of their call center improvements.  The second report was a profile of the transformation itself based on a talk by Reena Panikar, vice president and business leader of American Express' Customer Service Center in Fort Lauderdale, Florida.

We were so impressed by this story that we invited Jim Bush, executive vice president of world service at American Express to speak at Forrester’s Customer Experience Forum 2011.

Jim is responsible for leading the company’s global customer servicing operation — which includes 25 proprietary locations across the globe and a team of tens of thousands of customer care professionals who provide service to more than 63 million customers. He was the driving force behind the American Express call center transformation.

Listen in as Jim describes how it all went down.