The link between customer engagement and employee engagement. · Through defining, preserving and...
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www.innovationbubble.eu The link between customer engagement and employee engagement. Dr Simon Moore and Chris Humphrey
Transcript of The link between customer engagement and employee engagement. · Through defining, preserving and...
www.innovationbubble.eu
The link between customer engagement and employee engagement.
Dr Simon Moore and Chris Humphrey
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Scientifically proven relationships:
Chemotherapy and breast cancer survival: r = .03
Antibiotics and the cure for pediatric ear pain: r = .08
Smoking and incidence of lung cancer within 25 years: r = .08
Effect of ibuprofen on pain reduction: r = .14
Alcohol and aggressive behavior: r = .23
Sleeping pills and improvement in insomnia: r = .30
Viagra and improved male sexual functioning: r = .38
Employee engagement and customer satisfaction: r = .43
The trouble with traditional brand build and insight research metrics…..
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How do you build an brand/service communication campaign if you
are unclear about your values and your target consumers REAL
psychological needs?
How are we doing? ✔
Why are we doing? x
How we do more? x
Difference between
a) what we think we do and what we need
to do x
b) what consumer say and really feel? x
Storytelling has a powerful persuasive
effect on our cognitive processes….
Psychology of persuasion
46% Juries result in conviction when
prosecution deploys fact/witness order
69% Juries result in conviction when
prosecution deploys story order
The problem is the brand story for employee’s is often:
1) unclear2) artificial3) overly prescribed4) not tied to their needs
Telling a story is incredibly difficult as we are not:
rational sufficiently aware nor efficient
information decoders
Print Media
Digital Media
What we consciously say is 80% irrelevant
to what we will do
So if we do not know
What our best story isin terms of plot, characters and genre
Then we will not recruit, engage or deliver an appropriate story
How do we help you create a psychologically engaging and relevant (story) brand?
Empower employee’s to help define, create and deliver the experience that customers need
A customised, scaled and iterative process, which is
intentionally owned by the organisation
16ILLUSTRATIVE
DISCOVER DEVELOP DELIVER SUSTAIN
Prioritise key themes and quick wins.
Identify experience drivers and moments of key target customers.
Discover employee enablers and barriers.
Align and prioritise phase 2 deliverables.
Design and align Excellence Framework.
Design HR levers prioritised at phase 1.
Design and align ‘hallmark’ customer moments.
Align and prioritise phase 3 deliverables.
Develop rollout materials Rollout across the entire
organisation, including leadership and frontline employees.
PO
TE
NT
IAL
OU
TP
UT Sustainment and course
correction mechanisms.
Stakeholder interviews. Site visits to observe and
identify quick wins. Customer interviews
(qual/quant) to understand emotional expectation and differentiating moments
Review employee surveys and interviews to uncover gaps.
Workshop to develop Excellence Framework.
Workshop to design and build ‘hallmark moments into key touch points and journeys.
HR Audit. Work team support
and/or consultancy to address prioritised HR issues.
Design rollout materials. Train the trainer or
conduct training. Define and develop leader
approaches to role modelling.
PO
TE
NT
IAL
AC
TIO
NS
Refine measurement processes.
Refine voice of the customer programmes.
Develop support tool kits and reference guides
Targeted development for frontline staff or managers..
The Walt Disney Company empowers 130k employees to
provide an exceptional experience to the 135m visitors who
interact with the brand each year, at hundreds of fleeting and
infinitely varied touchpoints, channels and technologies.
Creating rock solid customer strategies and deep emotional
connections to the brand are vital, but only part of the story.
Disney achieves consistent and sustained commercial
success because it is extraordinarily intentional about aligning
a diverse global organisation, including theme parks, shops,
cruise ships, hotels and restaurants.
Customer excellence cannot come from mass improvisation,
checking a script or taking instructions from a manager. Disney
ensures consistency, but avoids micromanaging, by having a
proven framework that connects everyone to customer
expectations and empowers desired behaviours. Then they
highly intentionally sustain and operationalise the framework
through, not just training, but the entire HR process.
We have over 30 years of senior leadership expertise with The
Walt Disney Company in London, Paris and Florida.
Disney achieves success by operationalising a
purpose led culture across a complex business
Premier Inn, a division of Whitbread UK, already had a good
reputation for customer experience, but in 2012, faced with
launching a new hotel every 10 days, the Managing Director
realised the team needed to be much more methodical about
defining and managing Premier Inn’s ‘pixie dust.’
Members of our team helped build a service framework on the
essential foundation of a new brand purpose, so that Premier
Inn have a succinct explanation of what their customers want
from the experience at an emotional level, bought to life at
hallmark touchpoints through the intersection of process, place
and people. Making guests “feel brilliant through a great
night’s sleep” gives Premier Inn the confidence to excel single-
mindedly in areas that their customers value, so for example
Hypnos beds, good quality showers and a hearty breakfast,
rather than gyms, luggage porters and fine dining.
Through defining, preserving and enhancing the ‘pixie dust’,
Premier Inn achieved their highest ever recommendation
scores whilst growing rapidly and, according to Hay Group,
become the number one rated brand in the market and
outperform every other company for employee engagement
with the customer experience.
Premier Inn defined its ‘pixie dust’ to sustain
performance during a phase of rapid growth
The magic 3
Autonomy Growth Meaning
Do not assume the story you want to project is:
a) what your employees REALLY believe
b) your audience really wants to hear!
Financial brand
They thought:
Consumers are fixated about
trusting us with their money
Underlying assumption:
Customers do not trust financial
institutions
Financial Brand
They thought:
Consumers are fixated about
trusting us with their money
Client assumption:
Business customers do
not inherently trust
financial institutions
We found: Consumers actually don’t trust themselves managing their money
Consumers are non consciously pre-occupied that they don’t trust themselves to use
pay-in or transfer services safely/correctly and so minimise such interactions
Financial brand
They thought:
Consumers are fixated about
trusting us with their money
Underlying assumption:
Customers do not trust financial
institutions
Financial Brand
Results
We collaborated with the client to create
educational pieces for their business
customers and more customer
psychological support about trusting
themselves to engage with the company
services.
Empowered staff to act more
autonomously with customers.
This resulted in a significant increase in
digital system usage (and a significant
reduction of burden on call centre
resolution time).
Feedback“Insightful and practical. This research
made visible things that we had missed
with traditional research. It offered
actionable interventions – as they worked
with us not JUST for us. NPS scores
rocketed in the next 12 months”
VP Global Marketing
What do people want from investment?
“This insight and intervention work flipped who we thought we were to who we needed to be to engage our audience. Re-aligning our core values, service propositions and digital communications from this work had significant results in relation to retention and market growth against our competitors. Internally staff we more engaged and focused – and as they recognised the revealed intuitive values of the brand! I wish we had undertaken this sooner”Global Vice President Marketing
A. Purpose is the invisible manager that inspires
everyone to do the right thing for customers
The audience
How we make people feel:
the purpose (the ‘why’)
SELF CONFIDENCE for GENTLEMEN
by providing a
TRADITIONAL HOT TOWEL SHAVE & MASSAGE
What we do: the promise (the ‘how’)
©Chris Humphrey, 2016
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• Essential foundation that articulates customer expectations at an emotional
level and is firmly rooted in the reality of both customers and the business.
B. Prioritised standards ensure that the purpose is
delivered consistently across the organisation
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Prioritised to avoid decision-making conflict • The operational priorities
expected by customers, defined
and prioritised, to ensure
consistency across the entire
organisation.
What are Excellence Standards?
• Organises the key drivers of CE
into a non-negotiable hierarchy,
creating a decision-making tool
that supports consistency.
• ‘Tight’ on what to do but ‘loose’
on how to do it, so empowering.
Why are they essential for CE?
How are Excellence Standards applied?
Safety: I look out for the
safety and wellbeing of
passengers and employees.
Comfort: I create a clean
space free of physical and
mental stress.
Ease: I make the experience
simple and courteous.
Speed: I remove the
perceptions of inefficiency
and delay.
C. Defined behaviours over manage the operation
without micromanaging delivery
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• Extra operational detail that is
observable, measurable and
coachable, to ensure that all
employees implement the
Purpose consistently.
What are Excellence Behaviours?
• ‘Tight’ on how people must
behave, but ‘loose’ on what they
should say or do, so over
manages the ingredients of
customer excellence without
micromanaging delivery.
Why are they essential for CE?
How are Excellence Behaviours applied?
Example - Courtesy
I have a positive image and energy• I smile, make eye contact & look approachable
• I always have appropriate body language
I am courteous to everyone• I greet, welcome and thank all customers
• I am polite and respectful to all customers
• I treat each customer as an individual
I go the extra mile to exceed expectations• I create surprises and wow moments
• I ask the right questions, listen and anticipate
needs
• I provide immediate service recovery
THANK YOU!Dr. Simon Moore
Simon 07792 344637
