Index
advertising
airport arrivals
alignment, 2nd, 3rd, 4th
Amazon, 2nd
Angelou, Maya, 2nd, 3rd
Apple iPad
audit, data
automotive industry, emotion in
balanced scorecard
banks, 2nd
big data, 2nd, 3rd
Bliss, Jeanne
brand marketing
global spend on
brand strategy/positioning, 2nd, 3rd, 4th
British Airways
business process reengineering (BPR), 2nd
call centres
car buying
Carter, Jonathan, 2nd
change(s)
dos and don’ts in creating a platform for
logging of
mantra for
small, 2nd
checklists
chief customer officers (CCOs), 2nd
problems facing
common start point
communication, 2nd, 3rd, 4th
communication plan
company, actively planning to engage the
complaints
connecting with your customers
customer
variety of definitions of between departments
customer centricity
Customer Effort Score (CES)
Customer Expectation Score
customer experience
benefits of good
causes of failure
customers prepared to pay for better
factors hindering progress
link between success and investing in
triggers for greater focus on
way forward
customer experience challenge
customer experience design guide (CEDG), 2nd, 3rd
customer experience leads
benefits of having
goals and activities
key focus areas for
problems facing
qualities/attributes needed
reasons for appointing
ways to make successful
customer experience transformation programmes (CETPs)
customer focus groups
customer insight
customer intelligence
impact of not having an approach towards
customer intelligent company
building up knowledge about your customers
characteristics
customer value proposition (CVP)
preparing to connect with your customers
customer interactions
customer journey map/mapping (CJM), 2nd, 3rd, 4th, 5th, 6th
capturing customer needs
commonly asked questions
creating sub-maps and mini maps
dealing with different customer groups
definition
difference between process map and
enhanced interactions, 2nd
identifying of opportunities/issues
and ‘keeping things simple’ (KISS), 2nd
and leadership commitment
Level 1 (heartbeat map)
Level 2 (journey maps)
Nedbank case study
picking a team to create
prioritising your interventions
reasons for creating
reasons for importance
running a Level 2 workshop
setting an objective
and software
standard backbone stages
testing against the stated business strategy
time taken in creating
validation of
visual representations and use of icons
what does it involve
customer loyalty, 2nd, 3rd
as key driver of performance
and retention measures
as a strategic imperative
customer needs, capturing of
customer satisfaction, 2nd, 3rd
and defection
measuring
reasons for importance of
risks
customer satisfaction indexes (CSI)
customer service teams
and measures
customer value proposition (CVP)
dashboards
data, 2nd
audit of your
big, 2nd, 3rd
definition
legislation and regulation of
offline customer
small, 2nd
terminology
trust and personal customer’s
using of to create a connected picture of your customers
using of to improve customer experiences
defection of satisfied customers
defining your customer experience
delivering of customer experience
clearness on
customer experience design guide
defining your customer experiences
and internal survey
planning
design of improved customer experience
experience improvement workshop
feeding back
group design brief
preparation
preparing the design team
and senses, 2nd
workshop outputs
and wow moments
design synopsis
design team
Destiny
digital experience challenge
disaster recovery plans
Disney, 2nd
Dixon, Matthew
documents, reviewing key
Drucker, Peter
‘ease and feasibility’ four-box matrix, 2nd
‘easy’ word, 2nd, 3rd
education
effort, customer or client
emotion(s), 2nd
in the automotive industry
choosing where to focus
disaster recovery
in financial services
rational versus irrational, 2nd
recognising the value of
employee engagement, 2nd, 3rd, 4th, 5th
employee proposition
employee journey mapping (EJM), 2nd
aims
and employee proposition
leading of
principles to adopt and business benefits
purpose of
and sponsors
engagement
of the company
customer, 2nd
employee, 2nd, 3rd, 4th, 5th
European Regulation on Data Protection
Excel
expectation, customer, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th
and CJM, 2nd, 3rd
experience improvement workshop
Facebook
feedback, 2nd
film production analogy
financial crisis
financial services, emotion in
focus groups, customer
Forrester Research
Freeman, Karen
‘geek squad’
group design brief
‘halo effect’
home shopping
hotels
and customer satisfaction
hothouse approach
inflection points
inside-out view, 2nd, 3rd, 4th, 5th, 6th, 7th
insight, customer
insurance scene, 2nd
intelligence, customer, 2nd
interactions, customer
internal view of customer experience
evaluating data from survey
survey
see also inside-out view
investment appraisal criterion document
Investopedia
irrational versus rational
IT, global spend on
iTunes, 2nd
Jaffe, David
‘keep it simple, stupid’ (KISS) principle, 2nd, 3rd
knowledge, building up your customer
leadership/leaders
aligning around the customer experience
commitment to customer journey mapping (CJM)
legislation
and data protection
loyalty, customer see customer loyalty
mantra for change
market research
marketing plan
maturity of customer experience, current state of
measures
balanced scorecard
converting existing measures into customer
Customer Effort Score (CES)
Customer Expectation Score
customer experience
customer loyalty, 2nd
customer satisfaction, 2nd
and customer service teams
Net Promoter Score (NPS)
retention
review of company
mindset, getting into the right
mission statement, 2nd
mobile service providers
and trust
‘moments of truth’, using
Nedbank case study
Net Promoter Score (NPS)
newsletters
O2
objectives
and customer journey map, 2nd, 3rd
online resource centre
online shopping
online survey tool
opportunities, prioritising your
Oracle
‘Why Customer Satisfaction is No Longer Good Enough’ report
organisational challenges
outside-in view, 2nd, 3rd, 4th, 5th, 6th see also customer journey map/mapping (CJM)
‘pain points’, using
Pareto principle
Peapod
Peppers & Rogers Group
Peppers, Don
personal data
trust and access to customer’s
‘personal’ word, 2nd, 3rd
personas, 2nd
planning delivery of improved customer experience
aligning the leaders around the customer experience
customer journey map
dos and don’ts
engaging the company
mantra for change
prioritising your opportunities
reviewing key documents
right mindset
understanding the context
Price, Bill
prioritising your interventions
prioritising your opportunities
proactivity
process engineering
process map/mapping
difference between a customer journey map and
purpose, company
‘pushing a bus up a hill’ analogy
rational versus irrational
recommendation, 2nd
Reichheld, Fred
restaurant visit CJM, 2nd, 3rd
retention measures
review sessions
Rogers, Dr Martha, 2nd
Royal Bank of Canada (RBC)
satisfaction, customer see customer satisfaction
senses, 2nd
Shaw, Colin and Ivens, John
Building Great Customer Experiences
short-termism
small changes, 2nd
small data, 2nd
social media
software
and customer journey mapping (CJM)
sound bites
sponsors
and customer journey mapping (CJM)
and employee journey mapping (EJM)
staff
and internal view of maturity
see also employee journey
mapping (EJM)
Stephens, Robert
SuiteCX, 2nd, 3rd, 4th, 5th
surveys
and internal view of customer experience
team(s)
equipping and supporting of for success
picking a customer journey mapping
Toman, Nicholas
training
trust/trustability
and access to customers’ personal data
benefits of
business outcomes
creation of long-term value
and customer insight
difference between trustability and trustworthiness
elements of
impacting of experience on
measuring
and mobile service providers
and short-termism
Trustability Metrix
‘trusted’ word, 2nd, 3rd
truth, moments of
UK Institute of Customer Service 2014 survey
‘under promise and over deliver’ maxim
USAA
values
Virgin
Virgin Atlantic
VW
‘where are we today?’ question, 2nd
white space, 2nd
‘wow’ experiences/moments, 2nd
Yammer
