INDEX

  • 360-degree customer view
    • journey-aligned systems providing 115–16, 117–20
    • Mashreq Bank 105–7
  • 3D printing
    • luminaires in Albert Heijn supermarkets 282–7
    • prosthetic limbs 322–3
  • 7 Principles of Complete Co-creation, The (Jansen and Pieters) 255, 256, 258
  • A
  • ABM (account-based marketing) 228
    • achieving effective 246
    • benefits of 245–6
    • contribution to effective customer engagement 243–4
    • links to customer engagement and customer advocacy 244
    • technology as critical enabler for 244–5
  • account management (AM), CHI 223–4
  • Advanced software, CRM systems 116, 121–7
  • Advocacy see Customer Advocacy
  • AI (artificial intelligence)
    • changing B2B marketing 188–9
    • and Customer Health 186, 196–7
    • transforming customer experience 141–2
  • alarm systems, Pyronix 134–5, 168–9
  • Albert Heijn
    • co-creation with Signify 279–81
    • definition of co-creation 281–7
    • top three co-creation lessons 287–8
  • Allocate Software, Customer Success programme 171–80
  • Amazon 50–1
    • Customer Experience focus 64
    • fake reviews 312–13
    • Web Services 153–4
  • Ambionics 321–3
  • awareness and consideration, customer journey stage 86, 117, 190
  • B
  • back-end systems, simplifying and integrating 99–101
  • banking
    • Close Brothers, VoC programme 23–7
    • migration of IT systems to the cloud, HSBC 148–50
    • Starling, mobile-only bank 150–4
    • TSB, refund of third-party fraud 112–13
  • barriers
    • to co-creation, overcoming 263–7
    • to customer engagement 246–8
  • Benatoff, Daniele, Plant Farms co-founder 268, 270, 271–2, 273–5, 277–8
  • Benioff, Marc, Salesforece.com 133, 308
  • Bezos, Jeff, on Customer Experience 64–5
  • big data, analysing Customer Health 186, 188, 196–7
  • Bliss, Jeanne, leadership behaviours 35–7
  • blockchain technology 277
  • Boden, Anne, Starling bank CEO 150–4
  • Bodine, Kerry, Outside In 74–5
  • Bounty, customer data misuse 111–12
  • brand 41–3, 44
    • and customer advocacy 299, 300
    • CX as new brand of today 67, 68
    • drive to rebrand an organisation 65–6
  • Branson, Richard, Virgin 88, 89
  • Brinker, Scott, marketing technology landscape 101–2
  • Build It: The Rebel Playbook for World-Class Employee Engagement (Corey and Elliott) 37
  • bullseye methodology, Customer Advocacy 300
  • Burgess, Bev, ITSMA Europe 243, 244, 245–6
  • business reviews, VoC data source 15
    • initiatives 52
  • C
  • C-change growth drivers
    • co-creation models 251–7
    • customer advocacy 293–4
    • customer engagement programmes 227–9
    • customer experience (CX) 63–8
    • customer success managers 155–7
    • customer voice 1–3, 10–12
    • digital experience 131–3
    • organisational culture 29–35
    • and technology 97–9
  • call centre feedback, VoC 19
  • CCOs see chief customer officers
  • Ceridian 87
  • Chambers, Jack, introduction of CCO role 46–7
  • Chandrayan, Pramod, CCO at Easygov, India 135–6
  • Cheese, Peter, CEO of CIPD 33–4
  • CHI (Customer Health Index) see Customer Health
  • chief customer officers (CCOs) 30
    • CMOs rebadging themselves as 68
    • and customer success leadership 170
    • defining role of 46
    • five key archetypes of 47–8
    • greatest challenges facing 49–50
    • introduction of role 46–7
    • rise of 45–6
  • Close Brothers, UK merchant bank 23–7
  • cloud environment, banking sector's use of 148–50, 153–4
  • co-creation 12, 251–3
    • barriers to, overcoming 263–8
    • complete co-creation 254–60
    • definitions of 253–4
    • failures during deployment 268–70
    • fintechs 290
    • future directions 289
    • innovation at Signify 260–3
    • programmes for innovation 238
    • supermarket design, Albert Heijn 279–87
    • vertical farming, Planet Farms 270–9
  • compensation models 169, 224–5
  • Confirmit, VoC and CX platform provider 5–6
  • continuous customer feedback 3–5, 9, 142–3, 188
  • Corey, Debra 37–8
  • CRM systems 103–5, 107–8
  • Croucher, Danielle, CX leader, Close Brothers 23–6
  • CSMs see Customer Success managers (CSMs)
  • Cudos Consulting 80
  • culture see organisational culture
  • Customer Advocacy 293–8
    • business benefits 313–14
    • defining an advocate 298–300
    • and engagement programmes 312–13
    • four stages of 308–11
    • LCH and redefined role of sales 304–7
    • Microsoft 315–26
    • need for new skills, consultants 301–3
    • sales enablement 314–15
    • taking to new frontiers 328–9
    • three lessons of 329–30
    • to drive growth 307–8
    • and trust 327–8
  • customer communities 16, 238–9
  • Customer Connection Pyramid 258, 260
  • Customer Engagement 227–9
    • ABM (account-based marketing) contribution 243–6
    • biggest barrier to 246–8
    • creating mutual value during 229–30
    • empathy for 231–2
    • failures, reasons for 248
    • long-term relationships, building 232–3
    • measuring 248–9
    • role of leaders 249–50
    • vision and objectives 230–1
  • Customer Engagement programmes
    • benefits of 239–40
    • customer communities 238–9
    • designing a programme 233–5
    • education programmes 238
    • events 236–7
    • Misys 240–1
    • ‘portfolio-based approach’ 235
    • Royal Caribbean and EY 242
    • thought leadership 235–6
  • Customer Experience (CX) 63–4
    • Amazon 64–5
    • customer journey mapping 75–88
    • definitions of 66–7
    • humans before technology 68–70
    • Improvement Programme, Allocate 175–6
    • ‘outside-in’ view 74–5
    • Ryanair 71–4
    • Virgin Media 89–95
  • Customer Experience Management Rebooted (Walden) 187, 289
  • customer feedback 13
    • culture of continuous 3–5
    • debates about NPS 6–8
    • digital experiences collecting 142–3
    • sources of VoC information 15–20
    • Zoom's methods of gathering 21–2
  • Customer Health 185–9
    • actioning CHI 223–4
    • AI and big data 196–7
    • challenge of customer-centric KPIs 202–16
    • combining CHI scores with VoC 220–3
    • and compensation models 224–5
    • creation of CHI 201–2
    • customer health scores 192–4
    • Finastra customer journey framework 189–91
    • Hg Capital case study 217–20
    • internally focused operational data, turning into customer-led KPIs 191–2
    • Misys case study 197–201
  • customer journey 166
    • 10 generic stages of 86, 189–90
    • twenty-first century 296
  • customer journey mapping 76–80
    • five common pitfalls to avoid 83–4
    • key tips and observations 80–3
    • power of customer advocates 87–8
  • Customer Lifecycle at Allocate 174–5
  • customer operations team 113–15
  • customer-powered enterprises (CPEs) 87–8
  • customer relationship management see CRM systems
  • customer research 25, 233–4
  • customer satisfaction see Net Promoter Score (NPS)
  • customer service, Ritz-Carlton hotel group 54, 55, 56, 58–61
  • Customer Success 11, 155–7
    • challenges 165–8
    • CSM role 160–2
    • functions and business components 159–60
    • healthcare sector, Allocate Software 171–9
    • leadership 170
    • maturity assessment model 163–4
    • monetisation of CSM role 168–70
    • onboarding 164–5
    • outside-in view 162–3
    • philosophy of 157–9
    • technology platforms, return on investment 127–9
    • Wikipedia definition of 156
    • workplace collaboration, Slack 180–4
  • Customer Success managers (CSMs) 155
    • Allocate Software 173–5, 177–9
    • as the customer's ultimate champion 160–2
    • demand for 136–7
    • job description, Slack 183–4
    • monetising 168–70
    • outside-in mindset 162–3
    • role of 156, 223
    • typical challenges facing 165–7
  • customer types 299–300
  • customer vision statement 30–1
  • CX see Customer Experience (CX)
  • D
  • data
    • big data, Customer Health 186, 188, 196–7
    • cleansing, CRM system, Advanced 122
    • collection via digital experiences 142–3
    • as ‘the new oil’ 74, 98, 107–10
  • data privacy regulation 110–11, 123–4
    • breach of, Bounty 111–12
  • design
    • digital experiences 144–8
    • Philips Hue Outdoor Lightstrip 266
  • digital experience 11, 131–3
    • artificial intelligence and CX 141–2
    • case study: Starling bank 150–4
    • continuous customer feedback 142–3
    • customer needs vs technological capability 139–41
    • design based on user needs 144–8
    • digital becomes the product/service 133–5
    • omnichannel nature of 143–4
    • product managers, changing role of 135–6
    • profitability and growth 136–8
    • regulatory issues 148–50
    • scope for re-imagining CX 143
  • Disney 302–3, 328–9
  • divergent/convergent approach, digital experience 146, 147
  • Dods, Verity, Allocate UK 172, 173, 179, 180
  • Double Diamond approach, design of digital experiences 146–8
  • Duchhart, Remco, store format design manager, Albert Heign 268, 279, 280, 282, 284, 287
  • Dyson, Sir James 139
  • E
  • education programmes for customers, Signify 238
  • Elliott, Glenn 37
  • empathy skills
    • customer communities 238–9
    • Customer Engagement 231–2
  • employees
    • empowerment initiative, Schulze 58
    • engaged and customer-led, growth benefits of 37–9
    • feedback from 19, 81–2
    • HR focusing on 44–5
    • as measure of CX success 194–5
    • overcoming co-creation barriers 263–4, 265–6
  • engagement
  • Engagement Expert, CCO archetype 47–8
  • events, customer engagement tactic 236–7
  • executive meetings, VoC information source 16–17
  • experience see Customer Experience (CX)
  • EY management consultancy 242
  • F
  • Facebook office, ‘smart’ soap dispenser 69
  • fake reviews, Amazon 312–13
  • fear, barrier to co-creation 263–4
  • feedback
  • financial sector
    • digitisation transforming 143
    • fintechs 290
    • LCH's redefinition of sales function 304–7
    • see also banking
  • Finastra 4
    • Customer Health Index (CHI) 198–216
    • customer journey framework 85–6, 189–90
  • four customer types 299–300
  • four phases of designing and building digital experiences 146, 147
  • four Ps for effective Customer Engagement 247–8
  • four stages of Customer Advocacy 308–11
  • Franz, Annette 76–7, 81–2
    • measurement of CX success 194–5
  • fraud, losses refunded by TSB 112–13
  • G
  • Gainsight, Customer Success platform 127–9
    • philosophy of 157–9
    • Pulse conference (2018) 163, 194
  • Gartner
    • CX survey 68
    • partnering with Zoom 22
    • on use of technology 103–4
  • General Data Protection Regulation (GDPR) 110–11, 123–4
  • Gilbert, Scott, Customer Success leader 160
  • Group Influencer, CCO archetype 48
  • Grove, Claire, Microsoft's Head of Customer Advocacy 315–25
  • Gurdus, Saul, Method Garage founder 83–4
  • H
  • Haering, Martin, Finastra CMO 198–202
  • Hall, Carla, Cudos Consulting Founder and Director 80–3
  • Harris, Stuart, on Ryanair's approach 72
  • Health see Customer Health
  • healthcare sector, Allocate Software 171–6
  • Heathrow Terminal 5, automation 139–40
  • Hg Capital Customer Health programmes 196–7, 217–20
  • Hidden Wealth of Customers, The (Lee) 295
  • hospitality industry
    • ‘guest advocates’ 302–3
    • Ritz-Carlton Hotel Group 53–61
  • HSBC, adoption of cloud environment 149–50
  • human resources (HR), driving employee-led CX 44–5
  • Humby, Clive 107–10, 112, 188
  • Hunt, Ian, Close Brothers CCO 23
  • Hyken, Shep, CX 67, 68
  • I
  • IDC, Customer Advocacy marketing study 326–7
  • Influitive, software and services company 87, 125, 301, 303
  • information sources
    • customer advocates providing 296–8
    • customer feedback, VoC 15–20
  • innovation
    • Customer Engagement programmes 238, 240
    • open innovation platforms 290
    • Philips Hue lighting 266
    • and regulatory compliance 148–50
    • Royal Caribbean 242
    • Signify 260–3, 266, 282–3
    • Virgin Media 88, 93
  • insight 239, 257, 258
  • IoT-based lighting, Signify 260–3
  • ITSMA survey, Customer Experience 67–8, 105
  • J
  • Jackson, Dave, Customer Success leader 137, 138, 194
  • Jansen, Stefanie, Complete Co-creation 254–60
  • job description, Customer Success Manager, Slack 183–4
  • Jobs, Steve 136
  • journey mapping see customer journey mapping
  • K
  • key account marketing see ABM (account-based marketing)
  • key performance indicators (KPIs)
    • Customer Health Index (CHI) 202–16, 224–5
    • for customer journey stages, determining 190–1
    • for employees 41–3
    • from internally focused data to customer-led KPIs 191–2
  • Kiefer, Joachim, Operations leader at Hg 217–19, 220
  • knowledge management 20–1, 115, 160
  • Kosmowski, Christina, Global VP of Customer Success at Slack 181–2
  • Kotak, Nish, CCO Report 46, 48–9, 50
  • KPIs see key performance indicators (KPIs)
  • L
  • LAER (Land, Adopt, Expand, Renew) efficiency model, TSIA 163–4
  • Langton, Daniel, Head of Customer and Partner Experience, Microsoft UK 325–6
  • LCH (formerly London Clearing House), redefining role of sales 304–7
  • leadership
    • for a customer-led culture 34–7, 42–3, 51–2
    • co-creation conferences, Signify 267, 280
    • and Customer Engagement 249–50
    • and Customer Success 170
  • Leavitt, Rob, Senior VP of ITSMA, Customer Engagement 229, 231–2, 246–9
  • LED lighting for crop growing 274–6
  • Lee, Bill 295, 308–9, 320, 328–9
  • ‘Let's go co-create’ initiative, Signify 267
  • Liberty, Jason 242
  • lighting products, Philips (now Signify) 260–6
    • Albert Heijn supermarkets 279–88
    • Planet Farms 270–9
  • listening to customers see Voice of the Customer (VoC) programmes
  • listening to employees 40
  • luminaires, 3D printed, Albert Heijn supermarkets 284–7
  • M
  • machine learning 150, 152, 249, 277
  • Manning, Harley, Outside In 74
  • Mansell, Amelia, Head of CX, Virgin Media 80, 88–95
  • mapping
    • customer advocates onto business plan 309–10
    • customer journey 76–86
  • Mariani, Maria-Letizia, Signify's Chief Strategy and Marketing Officer 288
  • marketing
  • Martech (Marketing Technology) landscape 101, 102
  • Mashreq Bank, 360-degree customer view 105–7
  • maturity assessment, Customer Success 163–4
  • measurement
    • Customer Advocacy 323–4
    • Customer Engagement 248–9
    • Customer Health 198–9
    • Customer Success management 128–9
    • of CX success 194–6
  • Mehta, Nick, CEO of Gainsight 157, 180
  • Microsoft 315–20
    • Customer Advocacy programme 320–5
    • failures with advocacy 325–6
  • Misys
    • creation of CHI 201–2
    • customer-centric KPIs 202–6
    • Customer Engagement programme (Misys Connect) 240–1
    • Customer Health Index (CHI) 197–201
    • customer questionnaire 221
    • training 214
  • mobile apps
    • Allocate's app for clinicians 177–9
    • Virgin Media's app for technicians 90, 92–4
  • mobile-only bank, Starling 150–4
  • monetisation of CSM 168–70
  • Moneybox 152–3
  • Morgan, Blake, CX leader 38–9, 50–1, 139
  • Mosley, Richard 41–2
  • Murphy, Lincoln 157, 164
  • N
  • Nadella, Satya, Microsoft CEO 317
  • needs assessment, customer journey stage 86, 118, 190
  • Net Promoter Score (NPS) 6–8, 17
    • Bodine on 74–5
    • drawbacks of 13, 187, 224, 314
    • Haering's dissatisfaction with 200–1
  • net revenue retention (NRR) 182
    • assessment of by Hg 217–19
    • Customer Health scoring system, Hg 219–20
  • Noble, Jason 114
  • nurturing customer advocates 310–11
    • business benefits of 313–14
  • O
  • omnichannel digital experiences 132, 143–4
  • onboarding, customer success factor 164–5
  • online communities, VoC information source 16
  • open innovation, fintech sector 290
  • operational data
    • turning internally focused into customer-led 191–2
    • VoC information source 20
  • Operational Guru, CCO archetype 47
  • Optima (SaaS), Allocate 172, 174
  • Organ, Mark, CEO of Influitive 87, 299, 301, 302, 303, 327
  • organisational culture 29–35
    • brand, customer-led 42–3
    • case study: Ritz-Carlton 53–61
    • and CCOs 45–50
    • cross-functional interactions 41–2
    • engaged, customer-led employees 37–9
    • human resources, role of 44–5
    • leadership action for customer-led 35–7
    • and organisational structure 39–40
  • Outside In (Bodine and Manning) 74
  • outside-in view of customers 63–4, 74–5, 129–30, 162–3
  • over-the-counter (OTC) derivatives market 304–5
    • sales and relationship managers 307
  • Owen, Richard, CEO of OWEN CX 12–14, 187
  • P
  • partner engagement, customer journey stage 86, 118, 190
  • Peppers, Don, definition of CX 66
  • personalisation 247
    • digital experiences 141
  • Philips Lighting 260, 262–3, 264–6
  • Pieters, Maarten
    • ‘Complete Co-creation’ 254–60
    • working with Signify 264–9
  • Planet Farms 270–3
    • co-creation path 273–7
    • failures during co-creation 277–8
    • top three co-creation lessons 278–9
  • portfolio assessment, Hg' health scoring system 217–20
  • portfolio-based approach, Customer Engagement 235
  • post-sales support, customer journey stage 86, 119, 190
  • Power of Co-Creation, The (Ramaswamy and Gouillart) 253–4
  • Process Practitioner, CCO archetype 47
  • product managers as customer champions 135–6
  • products, customer experience of
  • profiling of customer advocates 309
  • proof of concept, customer journey stage 86, 118, 190
  • public sector services, improved digital experience 133–4
  • ‘Pulse’ events 158, 163, 194
  • purchase, customer journey stage 86, 119, 190
  • Pyronix, poor digital experience 134–5, 168–9
  • R
  • real-time VoC programme, benefits of 9–12
  • rebranding 65–6
  • recommendation and endorsement, customer journey stage 86, 120, 190
  • regulation
    • of financial market 304–5
    • impact on data-driven, joined-up customer view 110–13
    • and innovation 148–50
  • Reichheld, Fred, NPS creator 6
  • relationship building 248–9, 301–2
  • renewal and repurchase, customer journey stage 85, 120, 190
  • renewals, Customer Success function 160, 169–70
  • revenue growth, Mysis case study 197–201
  • reviews
    • of companies, employees' access to 66
    • of Philips Hue products 266
    • tech products on Amazon, fake 312–13
  • Rising Stars, CCO archetype 47
  • Ritz-Carlton Credo 58–61
  • Ritz-Carlton Hotel Company, guest experience 53–61
  • Robinson, Marcus, Head of Group Business Development at LCH 305–7
  • Rogers, Charli, ‘Advanced Health Scoring’ workbook 194
  • Royal Caribbean Cruise Lines 242
  • Ryan, Ben, Ambionics founder 322
  • Ryanair, customer experiences 71–4
  • S
  • Sadler, Peter, Customer and Product Marketing Director, Advanced 122–7
  • sales
    • redefining role of, LCH 304–7
    • using Customer Advocacy to enable 314–15
  • salesforce.com, CRM system 116, 122, 133, 157, 290
  • Schulze, Horst, Ritz-Carlton Hotel Group 53–61
  • service blueprinting 76–7, 78
  • Service Design Academy, Double Diamond model 146–8
  • Shaw, Merje, customer needs before technology 70
  • Signify 260–3, 267–70
    • Albert Heijn chain supermarket chain 279–88
    • and Planet Farms 270–9
  • simplicity
    • back-end systems, technology 99–101
    • digital experience 132, 139–41, 153
  • Slack, Customer Success 180–4
  • Snell, Paul, metrics 196
  • social media
  • software-as-a-service (SAAS) companies 132, 133
    • Gainsight 157–9
  • solution implementation, customer journey stage 85, 119, 190
  • Sporton, Claire, Confirmit CX leader 4–5, 96, 187, 197
  • Starling, digital, mobile-only bank 150–4
  • Steinman, Dan 157
  • storytelling, Microsoft 315–20, 322–3, 326
  • success see Customer Success
  • supermarkets
  • surveys 14, 17–18, 20
  • T
  • Tarnoff, Howard, originator of XOXO initiative 88
  • Taylor, Laura, Innovation Design Director at Signify 255, 261–2, 264–5
  • technology 10, 97–9
    • ABM enabler 244–5
    • Advanced software 116, 121–7
    • cross-functional investments 105–7
    • customer-centric 129–30
    • and Customer Experience 68–70
    • customer operations team 113–15
    • Customer Success platforms 127–9
    • data 107–10
    • journey-aligned systems for 360-degree view 115–16, 117–20
    • proliferation of 101–3
    • regulation, impact of 110–13
    • simplifying 99–101
    • supporting customer view 129–30
    • see also digital experience
  • Tesla, Tobotaxis 142
  • Thompson, Ed, VP and Distinguished Analyst at Gartner 130
    • on appointing CCOs 45–6
    • definition of CX 67
    • on futility of CRM projects 104–5
    • on technology 100–1
  • Thornett, James 141, 142–3
    • on creating a great digital experience 144, 145–6
  • thought leadership 235–6
  • three R's (reputation, relationships, and revenue) for measuring engagement 248–9
  • three steps of customer service, hospitality industry 59, 60–1
  • time, barrier to Customer Engagement 246–7
  • ‘total customer-led experience’ 32
  • traceability, blockchain technology 277
  • training and communication, customer journey stage 85, 119, 190
  • Travaglini, Luca, Planet Farms 268, 270–1, 272, 273–6, 278, 279
  • Trinity, mobile app for technicians, Virgin Media/Virtusa 90, 92–5
  • trust 257
    • and Customer Advocacy 327–8
    • Customer Engagment programmes building 239–40
    • undermined by fake reviews 312–13
  • TSB, third-party fraud refund 112–13
  • TSIA, maturity assessment 163, 164
  • V
  • value creation, customer engagement 229–30
  • variable compensation models 169
  • vertical farming, Planet Farms 271–3, 274–6
  • Vigin Media, CX team 88–95
  • virtuous circle
    • continuous feedback 142–3
    • customer advocacy 315
  • Virtusa 92
  • Vista Equity Partners 121–2
  • Voice of the Customer (VoC) programmes 1–2
    • aligning VoC to the customer journey 221
    • benefits of real-time, multifaceted 9–12
    • case study: Close Brothers 23–7
    • common pitfalls 12–14
    • comparing VoC and CHI scores 222
    • importance of listening to customers 3–5
    • information sources 15–20
    • managing VoC knowledge 14, 20–1
    • NPS debates 6–8
    • sources of VoC data 14, 15–20
  • voice of the employee 81
  • W
  • Walden, Steven 8, 187, 289
  • Walmsley, Emma, CEO of GSK 43
  • West, Darryl, HSBC's CIO 149–50
  • Wilson, Gordon, Advanced CEO 116, 121
  • Wood, Stephen, Virtusa 92, 93
  • word of mouth 154, 250, 257, 297
  • workshops
  • X
  • XOXO initiative, Ceridian 87–8
  • Y
  • Yuan, Eric, Zoom CEO 137–8
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