Your VoC Programme is underperforming - and you know it Webinar

FUTURELAB
Your VOC programme is underperforming, and you know it.
Do something about it

Alain ThysStefan Kolle
@FLB_StefanKolle
www.futurelab.net
Allow me to introduce myself
Welcome

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We know that CX brings value – and that VoC drives CX
Why are we here?
22/04/2020 4

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• Getting buy-in from the rest of the organization
(getting an understanding of the necessity)
• Setting up the VoC (or CX) programme correctly
• Driving action
• Getting ROI
• Existence management
What we learned – also from your questions
Typical pain points

Getting initial buy-in
Customers don’t always agree
80% of CEO’s believe they
offer a superior customer
experience.
8% of their customers agree.
Bain & Company
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Customers who recommend
you are more profitable
Customers that are so happy they are
likely to recommend a company
• spend more
• negotiate less
• stay longer as customers
• are more open to upselling
• are easier to service
• upgrade quicker
• increase staff morale
• generate new business
• ...
Customer Experience, VoC and the Creation of Profit
Calculating the value of an (un)happy customer

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22/04/2020 8
In times of Crisis?
Especially in times of Crisis!

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So we all believe in the value of CX
But…

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50%
of all NPS practitioners are not happy with
their programs.
Customer Gauge 2016 survey of NPS practitioners
70%
of all NPS programs are not implemented
correctly.
Fred Reichheld, inventor of NPS.

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How to get the full value out of your programme
We have developed a framework

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22/04/2020 15.
CORE
CORE
The Core of the framework delivers
actionable insights, through:
• Systems
• Metrics
• Processes
COMMUNICATE VALUE
Once the value is captured, it needs to be
communicated into the organization, to
inspire more people to generate value.
• Ensure all stakeholders are Willing,
Skilled and Able
• Showcase success and ROI
• Bring other departments and senior
management on board
CREATE VALUE
Based on the outputs of the Core, the
organization can create value. Key
opportunities:
• Close the loop to improve CX
• Use insights to drive sales
• Improve operational efficiency
CAPTURE VALUE
It isn’t enough to create the value, we must
also capture it, to effectively prove it to the
organization. We need to:
• Show the value of CX and
recommendation
• Develop a pragmatic ROI & Business
Model
• Implement the right KPIs
CCC Framework

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CORE
CORE
The Core of the framework
delivers actionable
insights, through:
• Systems
• Metrics
• Processes
CCC Framework

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Key Issue- Low overall feedback amount & quality
22/04/2020 17.
Reasons for feedback issues:
- Low number of clients
- Survey fatigue
- Exclusions
- Quarantine
- Wrong stakeholders
- Too few stakeholders
- Wrong moment
- Wrong questions
- Wrong channel
- Not actionable

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22/04/2020 18.
Low numbers – real case
How many of your clients are you really talking to?
Response
25%
Non
response
75%
18000
Surveys Sent
90000
Customers
Real rate
5%
No contact
95%
Reasons :
- Rule based exclusions
- Quarantine
- Account managers
- etc

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Starting with the basics, CORE means looking at the Customer Lifecycle /
Journey and having a very clear understanding of:
• Who to ask (which stakeholders can add value to my insights)
• How to ask (which technologies and methodologies to use)
• When to ask (which touchpoints, interactions, moments in time are
relevant to the customers’ experience, and increase the likelihood of them
answering)
• What to ask: which metrics to use, which questions to ask – but also what
other information to capture. This includes many non-survey elements to
give us an understanding of the emotions and actions of the customer.
CORE

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CORE Who to ask:
• The right person for that stage of the lifecycle,
• who is likely to answer,
• and has valuable insights to offer

Reminder: it’s not just about direct buyers
Case: patient-centric management at Resmed
patients
Sleep medicine
& non-invasive
ventilation
nursesdoctorsadministrationinsurance
patient familygovernment anyone else
of relevance
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Current client Example: NPS by Job level / Position / All
Q: Based on your overall relationship with XXXXX, how likely are you to recommend us to a colleague or anyone who would be interested?
(0: Extremely unlikely – 10: Extremely likely )
This is a test of an analysis type for XXXX. The Job level data is imprecise. This is just for general example purposes.
For more precise data, deeper understanding of importance of individual contacts is necessary.
KEY TASK for account management: identify more contacts at customers
Top Manager / C-level
39%
n = 98
Head of Purchasing
45%
n = 58
Purchasing managers
12%
n = 110
Head of Production
0%
n = 12
Head of Dept / Deputy
GM
26%
n = 27
Managers
34%
n = 35
Other / No data
60%
n = 5
Why a good
stakeholder mapping
and surveying is
essential in B2B

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CORE
How to ask:
• Through all channels (Multimodal)
• Automated & hand-based
• Short, Interactive / adaptive surveys

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CORE
How to ask:
• Through all channels (Multimodal)
• VoCE & Soft-data
• Observational/Behavioural data

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CORE When to ask:
• Lifecycle / Journey review for touchpoints
• Include customer exit interviews
• Stakeholder review outcome
?

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22/04/2020 28.
Example: Three Types of NPS
Again, dont forget the basics
Benchmarking
Annual, Corporate, KPI
Would you recommend:
- Brand A
- Brand B
- Brand C
Touchpoints
Continuous
Based on the
transaction you just
completed with us,
would you recommend
us/the product?
Relationship
1x or 2x Annually
Would you recommend
our company to a
friend or colleague?

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CORE What to ask:
• What metrics to choose (depends on
who/when)
• What questions to ask
• What other information to capture: VoCE &
soft-info, observational data
https://www.slideshare.net/Futurelab/which-metrics-to-use-in-voc

22/04/2020 30.
Images: © Dreamstime
Dont forget the basics - a short questionnaire leads to
High response rates + quality, emotional information

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Starting with the basics, CORE
means looking at the Customer
Lifecycle / Journey and having a
very clear understanding of:
• Who to ask (which stakeholders
can add value to my insights)
• How to ask (which technologies
and methodologies to use)
• When to ask (which touchpoints,
interactions, moments in time are
relevant to the customers’
experience, and increase the
likelihood of them answering)
• What to ask: which questions to
ask – but also what other
information to capture. This
includes many non-survey
elements to give us an
understanding of the emotions
and actions of the customer.
One data-lake to allow for analytics
we need:
• Predictive analysis
• Automated analysis for
churn, upsell, etc.
• Next best action
• Sales relevant information
• Upsells
• Lookalikes
• Segmented
Offered up as actionable insight,
pushed out daily into app and other
channels
CORE
Next Level: Your Ultimate VoC System
Who to ask:
• The right person for that stage of the lifecycle,
• who is likely to answer,
• and has valuable insights to offer
How to ask:
• Through all channels (Multi-modal)
When to ask:
• Lifecycle / Journey review for touchpoints
• Include customer exit interviews
• Stakeholder review outcome
What to ask:
• What metrics to choose
• What questions to ask
• What other information to capture: VoCE &
soft-info

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Output back into all CRM / CustJourney/
other systems to give holistic view
Multi modal output:
Outbound Surveying:
• Email survey
• Automated
Touchpoint
Triggered by
agent
• Website
• CATI
Soft & unstructured
data:
• Call recording and
analysis
• Social media
• Sentiment capture
by system, agent,
sales etc.
Voice of the Employee:
• VoCE: “how did this
conversation go”
• Employee Effort Score:
“How easy was it to solve
this customer issue”
• Would you recommend?
Broader picture:
• Historic data
• Benchmark data
• What happened
before/after our
interaction
• View of the
customers life
Data-lake: A variety of text analytics and cross-tabs: by region, by product etc.
Users get a holistic view of everything that relates to the customer; allow for algorithmic
analysis -> predictive analysis
Segmented and finetuned KPI’s
Multi modal input:CORE
Next Level: Your Ultimate VoC System

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At the center: Your Customer Lifecycle Map
Integrated communication &
surveying management,
including storyboarding
Data streams connected –
NPS/CES/…, behavioural,
big data, etc.
Capabilities needed to
execute
CX delivery – hygiene,
basics, advocacy
moments
Touchpoint management
including surveying
Brand/Value Proposition
fulfilment
Alignment and
management of all CJ
elements
KPI’s to measure, by
department
Customer expectations,
emotional and rational

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CREATE VALUE
opportunities:
CCC Framework

Source: Bain & Company
Make sure unhappy customers
(detractors) stop being
unhappy
Find ways to turn merely
satisfied customers into
recommenders
Capture the value of
recommenders
Feedback from customers (but also employees & vendors)
Engaged clients
and people
Specific client
or team
improvements
1 Immediate follow-up
with customer/team
2 Learn what does and
doesn’t work
3 Identity behaviour
changes needed
Organisational
improvements
1 Identify root causes
2 Involves multiple
functions and
departments
3 Systemic change needed
Strategic / Wider focusTactical / Narrow focus
Quick Wins! Long Term value
VoC magic: customer verbatims lead to
Instant ROI and structural impact through closed loop

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How Closed Loop drives ROI:
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0
36
1. Direct Voice of the Customer versus blind averages
2. Ability to solve the issue immediately on the spot , without
dropping it or escalating unnecessarily
3. Gives responsibility to people, not to management – promoting
proactivity
4. Allows to pick up dropped leads and even upsell
5. Possibility to stop detraction even if the issue is impossible to solve,
because customer gets closure.
6. Stimulate promoters to actively go out and recommend you
Toyota Dealers, after the pilot ended: “Can we
keep on doing this? We will PAY for it!”

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Root Cause analysis: “5 Times Why” example
Why is this customer unhappy?
Because we did not deliver his order on time.
Why we not deliver his order on time?
Because we did not have his items on stock.
Why did we not have his items on stock?
Because we did not order enough items.
Why did we not order enough items?
Because our buyer department did not anticipate high demand.
Why did they not anticipate high demand?
Because they do not have predictive analytics or market forecasting.
Solution: Provide buying department with market forecasting solutions.
?

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22/04/2020 38.
▪ Check share of wallet
▪ Just pick up the phone
▪ “Thanks for the great score…”
My favourite (B2B) example
Make sales your friend….

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One verbatim, 5 roles:
39.
I came into the shop, waited a bit,
but nobody greeted me, so I waited
a bit longer and then called. Finally
a manager came in, but he did not
have my appointment noted. I have
shown him my online appointment
and he said the system must have
been not synchronised properly. He
did not offer me anything to make up
for my time, and he said they did
not have any other appointments
that week. He did not even
apologize. I am never coming back!
1. Tactical Closed Loop: Call customer immediately,
apologize, offer compensation (a discount for her
next visit, make sure she brings some friends too so
that they also can benefit)
2. Management Closed Loop: Inform HR about the
need of evaluating the shop’s recent performance in
the light of low customer culture
3. Strategic Closed Loop:
▪ Get the IT systems right.
▪ Run a People’s skills training in selected retailers
with poorest performance.
▪ Have a voucher system to make up for potential
future problems which may occur while IT is getting
sorted.
▪ Communicate to customers that a confirmation call
will be made to them when appointment is made.

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40
My favourite case
How to learn from verbatims the easy way

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Would I recommend you? Ha, I already sold 3 grills
for you. Why? Because the meat tastes so much
better!
My favourite case

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Die Preise senken ;)
(9)
Preise sind sehr
hoch. (10)
Preis/Leistung
Preis hoch,
Leistung auch gut...
schönes Design (9)
Hmmm, vielleicht
etwas günstiger
werden?(9)
Leider sind Ihre Preise
doch recht hoch. Kann
man über eine günstigere
Serie anbieten? Meine
Freunde scheuen die
hohen Preise. Ich bin
mit meinem Performer
super zufrieden! (10)
na ja, die Preise sind
schon "saftig„ (10)
Den Preis :-) (10)
My favourite example

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Some Lessons & quick wins achieved:
- Adapt your marketing to the customers ‘
perception -> double sales in 3 years
- Figure out that ‘ price’ is just a default
answer by comparing the verbatims in
the different categories: -> keep
margins
- 80% of all customer unhappiness is in
the end due to communication
shortcomings -> the ultimate quick and
cheap wins
My favourite example

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44.
22/04/202
0
Great NPS on the key
accounts…..or is it?
Look at it differently - 7
accounts of more than 1MM
Margin are at risk!
Account recovery = Nr 1 ROI
Driver!
Its the individuals that count
Driving Action in B2B

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▪ Check share of wallet
▪ Just pick up the phone
▪ “Thanks for the great score…”
My favourite (B2B) example
Make sales your friend….

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Operational Efficiencies
Case: Empowering Contact Center Agents

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22/04/2020 47.
CAPTURE VALUE
It isn’t enough to create the
value, we must also capture it,
to effectively prove it to the
recommendation
• Develop a pragmatic ROI &
Business Model
CCC Framework

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Customer Value Calculation: Example (NPS Style)
Intrinsic customer value
The amount the
customer spends per
purchase
X
The number of
purchases a customer
makes a year
X
The number of years a
customer stays loyal.
Word-of-mouth value
The number of
customers
attracted/chased away
by word-of-mouth
X
The value of a new
customer
Other value drivers
Cost to serve differential
Staff morale & turnover
Market intelligence
Reputation management
+ +

FUTURELABLet’s calculate for real
Which are the main customer value drivers in automotive?

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Customer Value
Word-of-mouth effect (+/-)
Total Customer Value
Promoter
9-10
Detractor
0-1-2-3-4-5-6
Passive
7-8
___________
___________
___________
___________
___________
___________
___________ ___________ ___________
___________ ___________ ___________
___________ ___________ ___________
___________ ___________ ___________
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How to build a (simple) business case
Let’s calculate
• Car margin € 1.000
• Average life: 5 years
• Avg. service visit margin: € 50
# Purchases over life time
Purchase margin of car
Value service visits over life time

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Customer Value
Promoter
9-10
Detractor
0-1-2-3-4-5-6
Passive
7-8
___________
___________
___________
___________
___________
___________
___________ ___________ ___________
___________ ___________ ___________
___________ ___________ ___________
___________ ___________ ___________
1
€ 1.000
€ 200
2
€ 2.000
€ 500
4
€ 4.000
€ 1.000
€ 1.200 € 2.500 € 5.000
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Let’s calculate

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Word of Mouth Impact at a Global Luxury Car Brand
How many customers
did you stop from
choosing us?
How many customers
did you bring us?
1 4

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Customer Value
Promoter
9-10
Detractor
0-1-2-3-4-5-6
Passive
7-8
___________
___________
___________
___________
___________
___________
___________ ___________ ___________
___________ ___________ ___________
___________ ___________ ___________
___________ ___________ ___________
1
€ 1.000
€ 200
2
€ 2.000
€ 500
4
€ 4.000
€ 1.000
€ 1.200 € 2.500 € 5.000
€ -2.500 € 0 € 10.000
€ -1.300 € 2.500 € 15.000
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Let’s calculate

Insurance Group: Schaden & Service-Kontakt
58.
16%
-8%
14%
-18%
17%
3% 6%
-22%-25%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%
Kunden mit
Schaden
Kunden ohne
Schaden
Kunden mit
Service-Kontakt
Kunden ohne
Service-Kontakt
Mit Schaden,
Kontakt
gemacht
Mit Schaden,
keinen Kontakt
Ohne Schaden,
Kontakt
gemacht
Ohne Schaden,
keinen Kontakt
Waves 1-2
N = 635 390 794 231 598 37 196 194
Q.: Wenn sich die Gelegenheit ergibt, wie wahrscheinlich ist es, dass Sie [company] einem Familienmitglied, Freund oder Arbeitskollegen weiterempfehlen?
Average NPS = 7%

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59.
Forrester calculates the Confirmit-based Voice of the Customer
ROI potential at 365%.
If the programme is supported by consultancy which drives
profitable action, the ROI can double up to 700%, depending
on the focus of the programme.
Metric Estimation
Pre-
deployment
Year 1 Year 2 Year 3
Total Nr of customers 100.000 100.000 100.000 100.000
Average Number of purchases per year 3 3 3 3
Average purchase value per purchase € 75 € 75 € 75 € 75
Average Customer Value per year € 225 € 225 € 225 € 225
Annual revenue assuming no growth € 22.500.000 € 22.500.000 € 22.500.000 € 22.500.000
VoC-driven internal revenue growth: € 0 € 1.912.500 € 2.700.000 € 4.050.000
via Process improvements 10% YoY € 0 € 562.500 € 1.125.000 € 2.250.000
via Product improvements 5% YoY € 0 € 1.125.000 € 1.125.000 € 1.125.000
via Cost avoidance up to 3% € 0 € 225.000 € 450.000 € 675.000
VoC-driven external revenue growth: € 0 € 525.000 € 1.312.500 € 2.625.000
via growth of Customer Retention up to 5% € 0 € 225.000 € 562.500 € 1.125.000
via increase in Nr of orders up to 5% € 0 € 225.000 € 562.500 € 1.125.000
via increase Order value (upsell) up to 5% € 0 € 75.000 € 187.500 € 375.000
WoM-driven external revenue growth: € 0 € 225.000 € 450.000 € 675.000
via New business
Up to 3% of clients
bring 1 new client
€ 0 € 225.000 € 450.000 € 675.000
Risk adjustment 20%
INCREASE IN REVENUE (RISK-ADJ.) € 0 € 2.130.000 € 3.570.000 € 5.880.000
€ 11.580.000
THIS IS AN EXAMPLE CALCULATION, ALL NUMBERS ARE FICTIONAL
TOTAL INCREASE IN REVENUE
Net income
increase,
29%
Operational
efficiencies,
65%
Cost
avoidance,
6%
ROI Model Retail
A different model

B2B Business Case, simple version
60.096
75.358
102.956
-
20.000
40.000
60.000
80.000
100.000
120.000
Detractor Passive Promoter
+25%
+37%
Based on Umsatz 2016
Q.: Wie wahrscheinlich ist es, dass Sie XXX einem Freund, einem Familienmitglied oder einem befreundeten Unternehmer empfehlen würden?

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Total Customer
50.000
15% Detractors
7.500
35% Passives
17.500
50% Promoters
25.000
Value (€)
Detractors 60.000
Passives 75.000
Promoters 100.000
Potential: € 112 M Potential: € 437 M
B2B Business Case, simple version

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Grant Thornton outcomes, examples
22/04/2020 62.

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Start building from there – pragmatic and practical
1. Starting out 2. Developing 3. Established
• Retention (=> higher account
value)
• Repurchase, cross-sell, upsell
• Share of Wallet
• New business via Word of Mouth
CostsBenefits
• Churn
• Loss of business via negative
WoM
• Discounts & other negative
conditions
• Cost to serve
• Process improvement / efficiencies
• Product improvement & innovation
• Staff retention / morale /
productivity
• Departmental time efficiencies
• Time loss (RFPs, negotiation,
issue resolution)
• Recovery costs
• Claims and complaints
• “Avalanche” Customer churn
• Compliance / process
consistency
• Cross-departmental time
savings
• Amortised acquisition costs
• Acquisition costs
• Reputational risks
• Legal costs
A Staged Approach to Modelling ROI:
To drive change within your company, you
to quantify the impact of CX on the
bottomline. The industry wide approach to
it is to start with the demonstration that a
happy customer is more profitable than an
unhappy one because they:
• Buy more
• Negotiate less or more efficiently
• Cross-sell and upsell
• Do not waste time in claims and
complaints
• Recommend a brand to other potential
customers.
3 data points are crucial for this
calculation: Retention / Churn,
Customer Lifetime Value, and Actual
recommendation behaviour.
Once Stage 1 is complete, other data
points indicating indirect company gains
and losses can be added to the model.
But it has to be said that most ROI models
are convincing already at Stage 1. An ROI
model should not be perfect, it should be
useful.
Focus therefore on the numbers your
company already measures and you can
access.

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What if we treated customer as an asset on a balance sheet?
22/04/2020 64.
€ 10K
Year 1 Year 5 Year X…
€ 12K
€ 8K
-€ 2K
€ 25K
€ 1,000
Year 1 Year 5 Year X…
€ 1,200
€ 800
-€ 2,000
€ 2.500
The approach is as with a real estate investment – if you don’t maintain, the house takes damage
and loses value. If you do maintenance and even renovations, the house increases in value.
In the same way, every positive interaction with a customer increases their value

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Goodhart’s law: “When a measure becomes a
target, it ceases to be a good measure.”
Three Types of VoC/NPS
Challenge all KPIs
What is the problem with many KPIs?

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INSPIRATION CASE:
Philips NPS Change Agents
Best example
Kill the KPIs

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22/04/2020 69.
Three Types of VoC/NPS
Integrated
Dashboard Based
• Not a singular number
– Goodhart-resistant
• Quarterly results
supporting
• Tested for ‘unintended
consequences’
Action Oriented
Outcome Based
• Loops closed
• Loyalty/churn
• Financial impact
Customer Focused
Voice of Customer Based
• NPS & CSI & CES per
company/customer
• Expectations met
• Metric fitting the
Customer Journey
Good KPIs
What behaviour do we want to stimulate

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CCC Framework
COMMUNICATE
VALUE
Once the value is captured, it
needs to be communicated into
the organization, to inspire more
people to generate value.
• Ensure all stakeholders are
Willing, Skilled and Able
• Bring other departments and
senior management on board

Getting to action requires more than good intentions
INSPIRATION CASE:
Philips NPS Change Agents
The bottom line
People need to “want” to be customer-centric
Able
Can they act, or does
business get in the way
Skilled
Do they have the knowledge and
practice to do what is right
Willing
Do they want to behave in a customer-centric manner
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Every employee wants to act on the customer’s voice
The good news
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Make the customer’s voice more interesting
Real life case
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19% of our detractors have
an issue with misaligned
touchpoints when it comes to
complaint resolution.

YOU SUCK !
Real life case
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75
Bring the Voice of the Customer to lilfe
ING…Grant Thornton...DELA

Internal & External = Closing the Loop!
Once you actioned it – tell it
TELL ME WHY?
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To start a customer movement
1. Unite your ambassadors into a community

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2. Do what you can to help them be successful

INSPIRATION CASE:
Lexus Book of Legends
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3. Switch on the spotlights (ignoring others)

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Conclusions
Almost done ☺
80

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22/04/2020 81.
CORE
CORE
The Core of the framework delivers
actionable insights, through:
• Systems
• Metrics
• Processes
COMMUNICATE VALUE
Once the value is captured, it needs to be
communicated into the organization, to
inspire more people to generate value.
• Ensure all stakeholders are Willing,
Skilled and Able
• Bring other departments and senior
management on board
CREATE VALUE
opportunities:
CAPTURE VALUE
It isn’t enough to create the value, we must
also capture it, to effectively prove it to the
recommendation
• Develop a pragmatic ROI & Business
Model
CCC Framework

Find the one that allows you to tell the right story in the company

FUTURELAB
Customer Value Calculation: Example (NPS Style)
Intrinsic customer value
The amount the
customer spends per
purchase
X
The number of
purchases a customer
makes a year
X
The number of years a
customer stays loyal.
Word-of-mouth value
The number of
customers
attracted/chased away
by word-of-mouth
X
The value of a new
customer
Other value drivers
Cost to serve differential
Staff morale & turnover
Market intelligence
Reputation management
+ +

FUTURELAB
Right now: Voc Calibrate Assessment | Dimensions
STRATEGY VALUE DESIGN ACTIONABILITY TECHNOLOGY PEOPLE CULTURE
What do we really want
to achieve?
How we will achieve it?
What is the expected
ROI?
Do we have the right
KPI’s? Roadmap?
What does success
looks like?
Have we created
value?
How do we
demonstrate that value
to everyone?
How do we improve
value for the next step?
How is the whole
machine designed?
Are we talking to the
right people in the right
channels?
Are we sticking to the
methodology to ensure
comparability or
results?
Do the results inspire
action?
Are the actions
enabled?
Do we have priorities?
Plans?
Responsibilities?
Does the system let us
do what needs doing?
Is it connected to other
existing systems?
Is the usability good?
What can be
improved?
Are our people willing,
skilled and able?
Do they understand
what we are aiming at?
Are the people
inspired?
Do we use the right
KPI’s?
Do we have customer-
led values and
behaviors?
Is the right behavior
supported by
leadership?
Is the system driving
change?
https://www.futurelab.net/npscalibrate

FUTURELABFUTURELABFUTURELAB
CXMA: Maturity Assessment
85.
• Gain customer insights
• Develop a customer strategy
• Define the desired CX
• Customer Driven Processes
• Align IT & Data Management
• International vs. local vision
• Sr. Leadership Focus
• Employee Encouragement
• Customer skills & mind-set
• Listen to VoCustomer
• Follow up on VoCustomer
• Translate CX into money
4 key domains assessed Clear results output
Differentiated Next steps Aligned Roadmap
Key Topics:
service-futurelab.net/cxma/

FUTURELAB
Talk to us
For resources, brainstorming or sparring
Book a call: calendly.com/sko
Ask for a private webinar
Send an email: sko@futurelab.net

Futurelab – CX, Just get it done.
Futurelab is the European customer experience (CX) consultancy. For more than 15 years we help our clients understand the needs of
their customers, develop better customer experience, and draw profit from customers’ loyalty and word of mouth.
Why work with us? You know your organisation needs to become better at CX and EX. But things aren't moving – not fast enough, not at
all, or even backwards. We help you to JUST GET IT DONE.
We put the human in the middle. What does this mean? We don’t come in with a ready set of spreadsheets and start pushing around. We
jointly look at all stakeholders and their needs. The customers, of course – but also the executive suite that you need to convince of your
initiatives. And the colleagues that “are already over-run and cannot handle another strategic project”. Because all of these stakeholders
have something in common. Their three scarcest resources are the same – Time, Money, and Engagement. Here’s how we help:
Time - We have done it before, and can help you make fast and sensible choices. We have best practice, and we have worst practice
examples. We have experienced it all and have the fitting models, frameworks, examples – and stories. Whether you need to develop a
global CX strategy and fast-track it into roll-out, or you need an up and running VoC programme in a few weeks, we can help you make
decisions quickly as we have fitting scenarios for you based on our experience.
Money - We are pragmatic. We focus on what matters. We identify the quick wins just as much as the big wins. We help you kickstart
small, clearly defined projects without a massive preparation or large investments upfront. We have the models to help you demonstrate
Return on Experience. We also will help you demonstrate the right kind of ROI to your executives – so they can see it fit their agenda.
Engagement - We help you get momentum and positive energy into your CX Engagement. We know you need to win the heads as well as
the hearts of your executives and your frontline. We can together win their hearts with great stories and culture programmes. We can win
over their heads by showcasing successes and demonstrating ROX – even before starting the project We will help you to define the right
KPI’s to drive the change that is needed. And most of all - we help you engage your customers (CX) and your staff (EX) in great new ways.
.
O U R P U R P O S E
Keep putting the
human in the
middle (for fun & profit)
O U R P R O M I S E
We make customer
experience happen.
Just get it done.
Own offices
Antwerp, Munich, Hamburg
Network partners
Copenhagen, Prague
Representations
Valencia, Moscow

Let’s talk ‘customer’ – over the phone or a cup
of coffee:
Stefan Kolle
Managing Director
sko@futurelab.net
+32 473 88 89 96
Wir machen Customer-Centricity geschehen. Profitabel.
Interested? Inspired?
Curious? Book?
DANKE
www.futurelab.net
www.futurelab-deutschland.de

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