Customer Experience Q&A with Roland Boekhout, CEO ING-DiBa

Harley Manning

Have you ever heard of a bank that’s as popular with its customers as Amazon is with Amazon’s customers?

Me neither – at least not until we ran our Customer Experience Index study in Germany this year. That’s when I found out about ING-DiBa.

So what does ING-DiBA do that makes it so special? Attendees of Forrester’s Forum for Customer Experience Professionals EMEA are going to find out in London on November 17 and 18 because that’s when Roland Boekhout, CEO of ING-DiBa, is going to tell us.

Personally, I can’t wait. Which is why I’m delighted to offer up Roland’s answers to some of our pressing questions – right now.

I hope you enjoy what he has to say and I look forward to seeing some of you in London!

Q: When did your company first begin focusing on the customer experience?Why?

It is always important to us that our customer experiences DiBa in the way that we promise it. We want to turn our customers into fans, and this is something that we work on everyday – for over 8 million customers. We would like to make satisfied customers feel inspired, and unsatisfied customers inspired once again.

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Q&A With Ryan C. Green, Managing Director Customer Strategy And Development, Southwest Airlines

John Dalton

In the airline industry, Southwest is no stranger to customer experience accolades. In fact, it consistently earns top marks on Forrester’s Customer Experience Index compared to other carriers – offering enjoyable and easy experiences that meet customers' needs.

It will be a pleasure to hear directly from Southwest’s Managing Director of Customer Strategy and Development, Ryan Green, next month at Forrester’s Customer Experience Forum West in Anaheim, CA. To get an early taste for why Southwest is known for its experience, and the strategy behind it, read on.

Q&A with Ryan Green, Managing Director Customer Strategy & Development, Southwest Airlines

Q: When did your company first begin focusing on customer experience? Why?

A: Southwest Airlines has always been focused on the Customer. Our company started with the vision to give people the freedom to fly and our differentiator has always been policies and services that lean towards the Customer. As a result, we now fly more passengers domestically, increased our airports served dramatically and Southwest Airlines’ Customer complaints are the lowest in the industry. As we’ve grown and the industry has become more competitive we’ve definitely continued uncovering what our Customers need and want from Southwest Airlines and we are focused on giving them that experience to keep them coming back time and again.

Q: What aspects of the experience that your company delivers matter most to your customers? 

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Q&A with Olivier Mourrieras, Vice President, Customer Experience Centre of Competence, E.On, Part 2

Harley Manning

You know what the Holy Grail is for an analyst? It’s results data – especially financial results data. And that’s especially true for analysts who cover customer experience because all too often CX professionals don’t track – or won’t share – their results.

That’s why I’m especially pleased with what I am able to share with you today.

Last week I posted part 1 of Forrester’s customer experience Q&A with Olivier Mourrieas of E.On, one of the world's largest investor-owned electric utility service providers. Olivier will be speaking at Forrester’s Forum for Customer Experience Professionals EMEA in London on November 17 and 18, 2014, and he was kind enough to share some thoughts with us in advance of his appearance.

This week I’m posting part 2 of Olivier’s answers, in which he tells us the tangible business results that the E.On CX program has achieved.

I hope you enjoy what he has to say and I look forward to seeing some of you in London!

Q: How do you measure the success of your customer experience improvement efforts (e.g., higher customer satisfaction, increased revenue, lower costs)? And have you seen progress over time?

There are hard and soft benefits which we are continuously demonstrating:

Hard Benefits:

  • Churn reduction: Increasing Net Promoter Score (NPS) leads to increased loyalty. This will help to stabilise the Private Household and SME customer base.
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Design Thinking Drives Innovation With Drop, A Connected Kitchen Product

Allegra Burnette

Sculture at Staunton FarmAfter a gorgeous long fall weekend tramping around ponds and through pastures in search of sculpture, while oohing and aahing over the upstate New York autumnal palette of greens, yellows, oranges, and reds, I got a nice welcome back to work today. My first Forrester report is live on our client site! It’s a case study on Drop, an iPad-connected kitchen scale and recipe app, which was developed by a small team based in Ireland and is currently in pre-order.

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Q&A with Olivier Mourrieras, Vice President, Customer Experience Centre of Competence, E.On -- Part 1

Harley Manning

Here’s an objection I sometimes hear when I talk to people about how improving  customer experience can boost business performance: “Sure, it sounds great for glam industries like automotive or fashion.  But I sell widgets.”

Okay, it’s fair to say that the business value of CX is more obvious for industries that advertise in magazines with slick, glossy paper. But the reality is that focusing on CX can also do a lot for less sexy industries.

That’s why we invited Olivier Mourrieras of E.On to speak at Forrester’s Forum for Customer Experience Professionals EMEA in London on November 17 and 18, 2014. E.On is one of the world's largest investor-owned electric utility service providers. And even though utilities don’t exactly captivate their customers, E.On has made huge, measured advances in the customer experience it provides, resulting in corresponding improvements to business results.

Olivier recently responded to our questions about what E.On has been doing and how it’s evolved. He gave us such amazingly detailed insight that I’ve broken his answers into two parts, with Part 1 appearing below.

I hope you enjoy what he has to say and I look forward to seeing some of you in London!

Q: When did your company first begin focusing on customer experience? Why?

Prior to 2009, customer focus had not been a crucial part of E.ON’s strategy. Customer satisfaction scores were often lower than market average scores across the group resulting in high customer churn.

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Q&A With Siqi Chen, Cofounder And CEO, Heyday

John Dalton

Thinking you know your customers will no longer cut it when it comes to delivering a top-notch customer experience. To create the most compelling differentiated experiences, firms not only need to know their customers but also understand what their customers care about most. 

Siqi Chen, Heyday cofounder and CEO, gets this. The "effortless journaling" app goes the extra mile to deliver a seamless delightful experience — particularly for first-time users "where there aren’t obvious motivations to invest," in Siqi’s words.

I had a chance to sit down with Siqi in advance of his keynote session at Forrester’s Forum For Customer Experience Professionals West to talk about how Heyday competes on experience in the competitive mobile playing field. Hear more of Heyday’s story next month in Anaheim, California, November 6th to 7th.

Q: When did your company first begin focusing on customer experience? Why?

A: We focused on the customer experience from the inception of the company. As a mobile company, the way our customers interact with their devices is intensely personal. We run on a device that is the primary computing device for most people, a device that is with our customers physically for most of their waking life and a device that our customers interact with in the most intimate way: through touch. Because of this, great products on mobile devices require a very high bar for attention to detail and emotional value, in addition to the foundations of speed and value delivered that every great product requires.

Q: What aspects of the experience that your company delivers matter most to your customers?

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Help Us Benchmark The State Of CX Maturity In 2014 (And Get A Free Copy Of The Results)

Megan Burns

In 2007, I wrote a report about how to measure customer experience (CX) across an entire enterprise. At the time, I could find just three companies — three! — that were actually measuring CX this way. Everyone else I talked to said that their companies had no CX measurement or that they measured CX in a piecemeal way, touchpoint by touchpoint. They desperately wished that executives would see the value of measuring and managing CX at an enterprise level but admitted their leadership just wasn’t thinking that way yet.

Fast-forward to 2014 and things look a lot better in the world of CX. Leading companies in every country and every industry are making CX a strategic priority, investing millions to improve how customers perceive their interactions with the firm. It’s great to see, but I have to admit . . . I’m not willing to declare victory just yet.

My concern is that these improved customer experiences won’t stay good over the next five years. There remains a risk that this flurry of improvement projects will fade into memory, allowing dysfunctional CX practices and processes to revert back to their old ways.

To keep that from happening, companies need to do more than fix broken customer journeys or redesign average ones. They need to increase their level of CX maturity by creating self-sustaining systems (human and technological) in each of the six disciplines that characterize great CX companies — strategy, customer understanding, design, measurement, governance, and culture. But are they?

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Standardize Great Customer Experience Delivery

Sam Stern

In my last report, "Standardize Great Customer Experience Delivery," I look at how companies create, share, and assess customer experience (CX) standards. Done well, CX standards prevent avoidable customer experience mistakes, ensure consistent experience delivery, and set a high bar for customer experience quality.

But bad CX standards are worse than no standards at all.

Unfortunately, customer experience professionals can make current problems worse — and even cause new problems — when they create the wrong CX standards. Remember the infamous Comcast customer-service call from the summer? That was, in part, caused by a bad CX standard. Comcast created a standard for its call center reps that requires them to capture a specific reason why a customer is canceling his or her service before moving forward in their scripts. Back in July, a customer recorded his agonizing attempt to cancel without providing a reason and then posted it online — where it was listened to by millions, creating a public relations nightmare.

But don’t give up on CX standards. 

To craft the right standards, CX professionals should identify which parts of the experience need standards, create effective standards that strike an appropriate balance, socialize and reinforce the standards with all employees, and measure the impact of standards on customer and business metrics to confirm that they work.

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Customer Experience Q&A With Andrew Murphy Of John Lewis

Harley Manning

I get just as excited as the next analyst about the latest and greatest startup. But you know what? There’s something extra cool about a brand that’s been around since 1864, and yet runs neck-and-neck with Amazon in our UK customer experience rankings.

That’s why we invited Andrew Murphy, retail director of John Lewis Department Stores, to speak at Forrester’s Forum For Customer Experience Professionals EMEA in London on November 17th and 18th, 2014.

As we near the event, Andrew graciously answered some of our most pressing questions about the why and how of John Lewis’ famous service experience — which is all the more impressive given its brand promise: “Never Knowingly Undersold.” (Translation: Great customer experience doesn’t have to mean high prices.)

I hope you enjoy his responses, and I look forward to seeing some of you in London!

Q: When did John Lewis first begin focusing on customer experience? Why?  

A: John Lewis has had a long-term focus on what we would previously have termed “customer service,” dating back to our founding principles from 1864. More recently, the advent of omnichannel retailing with all of its inherent demands has caused us to revisit these principles and redouble our efforts to provide a truly world-class customer experience.

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You Need Great Employee Experiences To Create Great Customer Experiences

TJ Keitt

It's easy to get swept up in the power of the digital age, where smart mobile devices and cloud services open the door for new and exciting ways to engage customers. We think a lot about how these technologies will create enticing customer experiences (CX), making these digital touchpoints the face of the brand. I admit, as a technology fan, I'm enamored with this idea. But I'm also someone who thinks a lot about technology and the workforce, so I was equally animated by a conversation I recently had with the head of a CX consultancy. He warned that businesses risk over rotating on technology, viewing their people as receding in importance in delivering satisfactory customer experiences. He went on to say that businesses that make this make do so at their own peril. I agree.

More than three quarters of the information workforce -- those using a computing device (e.g. PC, smartphone, tablet) at least one hour per day -- interact with at least one customer as a routine part of their job. Over half of the workforce regularly interact with customers, partners, and customers. Are CX professionals thinking about the experiences these employees need as they think about customer needs? And -- close to my heart as a tech guy -- have they thought about what these neat digital tools can do for their employees, as they have about digital's effect on customers?

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