Introduction to Customer Experience Metrics: Which Metrics Should I Use? Deciding where to start when measuring Customer Experience can be overwhelming, even for those with years of experience. The first place to start is measuring your key CX metrics through collected feedback. But when it comes to a qualitative concept like CX, how exactly do you measure it? What kinds of metrics should be used? In Part One of the webinar, David Hicks, CEO of TribeCX will share some common metrics that companies with successful CX programs use to evaluate and measure their customer experience. You'll learn about: • CX metrics such as Net Promoter Score (NPS) and Customer Effort Score (CES) • Choosing the most appropriate and valuable metrics, based on your customers and organization • Best Practices for measuring and managing your CX metrics

1. © TribeCX Ltd 2017
Using Customer and Employee metrics to drive a
step change in Customer Experience
David Hicks
CEO TribeCX Ltd
QuestionPro, July 2017

2. Founders : Globally recognised leading CX Practitioners
Best practice CX calibration & capability development
CX toolkit & remote support
Practitioner led : outcome focused
Calibrate your CX @ www.TribeCX.com
For a copy of slides – email Help@Tribecx.com
TribeCX: Brief Intro

3. Overview: Customer Experience - Definition
Customer experience is “a blend of a company’s rational performance
and the emotions evoked in all the interactions with the customer, across
all touch points”

4. Consistently great experiences don’t happen by chance.
They are the outcome of deliberately designed customer journeys.
The challenge is to get the entire business aligned behind a purposely designed experience that is
persistently and consistently delivered
Customer Experience - Definition

5. Purposefully
designed end to
end Customer
Experience
drives
improvements
in:
business
efficiency
&
customer
effectiveness
Customer Experience Leaders Outperform
Watermark defines Customer Experience Leaders and Laggards as the top ten and bottom ten rated public companies in Forrester Research 2007 – 2016 Customer Experience Index studies. Comparison is based
on performance of equally – weighted, annually adjusted stock portfolios of Customer Experience Leaders and Laggards relative to the S&P 500 index.
Customer Experience
Leaders 45.1%
Customer Experience
Laggards -38.7%
S&P 500 Index
16.2%
© TribeCX Ltd 2017

6. Fix
Standardise
Embed
Time
Customerexperiencequality
Tactical actions are not enough: It ALL needs to work
Functionally driven tactical
Experience improvements
will only get you a limited way
Concerted cross business effort to
purposefully design Experience and
align the organization to deliver it
Optimise
Develop core CX capabilities
Source: Bain & Forrester 2016
© TribeCX Ltd 2017

7. 7
Just start…it’s a journey!
Strategy/Vision
Tactics/Design
Ethos/Culture
Learning/Feedback
© TribeCX Ltd 2017

8. The CX approaches used by successful companies:
Metrics
Mapping
Benchmarking
© TribeCX Ltd 2017

9. Like to read more …?
REPRINT H03D2O
PUBLISHED ON HBR.ORG
DECEMBER 28, 2016
ARTICLE
CUSTOMERS
The Most Common
Reasons Customer
Experience Programs
Fail
by Ryan Smith and Luke Williams
Join TribeCX Linked in group
© TribeCX Ltd 2017

10. The CX approaches used by successful companies:
Metrics
Mapping
Benchmarking
© TribeCX Ltd 2017

11. 11
Customer Metrics:
An “outside in” view of your organization
© TribeCX Ltd 2017

12. But, measuring alone is not enough
© TribeCX Ltd 2017

13. Net Promoter Score (NPS)
Net Promoters = % promoters - % detractors
2 vital questions :
1. Would you
recommend?
2. Why?
© TribeCX Ltd 2017

14. Customer Effort Score
• Stronger link to business performance
• Less “cultural” bias
• Same mechanics
• (Same risks!)
© TribeCX Ltd 2017

15. The CX approaches used by successful companies:
Metrics
Mapping
Benchmarking
© TribeCX Ltd 2016
© TribeCX Ltd 2017

16. © TribeCX Ltd 2017
www.tribecx.com CLIENT’S NAME
AREAS
DIMENSIONS
THE TRIBECX ENGAGEMENT MODEL
D efin
e
vision
Createstrategy
A lign
organisation
V
ISION
D
ESIGNCU
LTURELEA
RNING
TH E
TRIBECXENGAGEMENTMODEL
TribeCX’s model explores four
areas of the customer
experience eco-system where
Vision, Design, Culture and
Learning are harmoniously
aligned to deliver best-in-class
experiences. You can’t do one
without the other.This personalised report
illustrates where your
organisation sits against these
areas, and where you
compare with other
organisations (benchmarks).
Vision: direction and purpose – ‘why we
do things’. It aligns customer experience
strategy across the organisation, both
internally and externally.
Design: answers the question ‘what we
do’. It directs the activities of customer
experience implementation and delivers
efficiency in execution.
Culture: defines ‘how we do things’. It
creates the right mindset and behaviours
to deliver on authentic experiences.
Learning: sharing ideas for continued
improvement. It ensures organisations
continuously better themselves.
Focusgrowth
D esignexperience
Enablechange
Inspiremindset
Rew ardbehaviour
Energise
Engageandsense
Connectthedots
Ignitegrowth
BENCHMARK
ASSESSMENT REPORT
August, 2015
Important to Client
Client
Benchmark
100
50
0
100
50
0
40%
CLIENT’S NAME
ATTRIBUTES
Client
PERFORMANCE
ASSESSMENT REPORT
August, 2015
Understands that customer advocacy, effortless CX and
retention drivesustainablegrow th&profit
a
bility
Clearlydefin
e
s aservicepromi seand CX principles to
foster a sense of belonging and shared purpose
Aligns CX with brand promise, marketing & sales
strategies and company values
Refle
c
ts and articulates the DNA ofthe organisation in
simple customer and employee terms
Has a comprehensive CX strategy outlining vision,
mission, goals and roadmap
Co-creates CX design standards and processes with
customers, employees and service partners
Constantly communicates on the importance of CX, using
metaphors and visualisations
Has a Senior Leadership Executive appointed that
ensures CX-motivated decisions are always taken
Does not see CX as a function but as a competence
embraced across the organisation
Understands what is valued by customers and what is
valuable to the organisation
Constantly reassesses activities and resources based on
CX ROI and success metrics
Targets mostprofit
a
blecus tomers,based on
demographics /value/life-stage/futureprofita bility
Knows what makes or breaks the brand promise at each
touch-point
Delivers consistent brand experience treatments across
all service channels
Knows which customer journey touch-points and which
customer personas to focus on
Supports data roll-up and unique customer ID at
enterprise level through platforms and technology
Gives front-lines access to tools providing customer-
centricinsights (profil
i
ng,value,behaviours,etc.)
Enables highly personalised, multi-channel, social &
mobile approach through technology
Encourages employees to sense and understand
observed, anecdotal and transactional information
Uses self-audit, mystery shoppers and social media to
gather collated feedback and insights.
Sees measurement as part of the organisation's DNA and
continuously measures key touch-points (CES, CSaT, NPS, etc.)
Integrates multiple insights (needs, attitudes, advocacy,
market share, benchmarking) into a coherent picture
Involves employees across multiple touch-points in
product and service co-development
Actively promotes service design thinking to co-create and
test solutions in response to customer and employee issues
Challenges employees to embrace change, initiate
debate and continuously improve
Systematically ensures customers are represented at the
table through VOC insights (complaints, compliments, etc.)
Selects employees forattitudeandculture-fitand trains
them with skills
Ensures leaders inspire, mentor and coach employees to
deliver the right CX-centric behaviours
Gets employees to connect CX values to both their
professional and personal developments
Leads by example and creates a show me, don’t tell me
culture across the entire organisation
Cares for employees and ensures leaders value and celebrate
employees positive CX-centric behaviours and competencies
Bases employee reward and recognition on customer
feedback, advocacy and organisational performance
Gets employees to take ownership of issues and to see
things through to resolution
Encourages cross-functional collaboration and makes it part of
the organisation's formal performance management system
Increases employees awareness and management of their
energy levels (physical, mental, emotional, spiritual)
Focus
growth
Design
experien ce
Enable
change
Inspire
mindset
Rewardbehaviour
Energise
Engage
andsense
Connect
thedots
Ignite
grow
th
Defin
e
vision
Create
strategy
A lign
organis ation
Never
0 1
3
6
Sometimes Almost
Fully
Never
0 1
3
6
Sometimes Almost
Fully
Fosters employee empathy and advocacy to get them to engage
customers in a more personal and value-driven manner

17. It only works
when it all works!
We can help:
Best practice CX calibration & capability development
CX toolkit & remote support
Practitioner led : outcome focused
Calibrate your CX @ www.TribeCX.com
For a copy of slides – email Help@Tribecx.com

18. … if this is useful, calibrate your CX @ www.TribeCX.com
David Hicks
Tel: +1 347 227 5182
David.Hicks@tribecx.com
Vivek Bhaskaran
Vivek.bhaskaran@questionpro.com
Find us at www.tribecx.com
Follow us on Twitter @TribeCX
Like us on Facebook @ Tribecx
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