- 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
- 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 –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 –6
- continuous customer feedback –5, , 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 –5
- debates about NPS –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
- 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
- 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 , 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) –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
- 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 –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
- 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
- solution implementation, customer journey stage 85, 119, 190
- Sporton, Claire, Confirmit CX leader –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 –2
- aligning VoC to the customer journey 221
- benefits of real-time, multifaceted –12
- case study: Close Brothers 23–7
- common pitfalls 12–14
- comparing VoC and CHI scores 222
- importance of listening to customers –5
- information sources 15–20
- managing VoC knowledge 14, 20–1
- NPS debates –8
- sources of VoC data 14, 15–20
- voice of the employee 81
- W
- Walden, Steven , 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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