S5 - LA CULTURE CX

• Service: Any action performed by a provider for a client.

Types of Services

• Global service offer includes three types of services.
• The primary service.
• Complementary services.
• Peripheral services.

Primary Service

• The primary service represents the company's fundamental reason for existence.
• Examples include Intact Assurance, Busbud, and Airbnb.

Complementary Services

• Services designed to meet the variety of customer needs while optimizing the use of human, physical, and technological resources of the company.
• Reasons to create complementary services are to address diverse customer needs.

Peripheral Services

• Peripheral services function to facilitate the service delivery and reassure the client throughout their experience.
• Essential services: Help to organize and make the provision of service operational
• Well-being services: Designed to enhance the customer's comfort and satisfaction.
• The little extras!: Extra touches intended to delight customers

Essential Peripheral Services

• Essential peripheral services organize and make the service delivery operational.
• The reception.
• Factual, strategic, and relational information.
• The transaction.
• The billing.
• The payment.
• The end of the interaction.

Well-Being Peripheral Services

• Advisory services.
• Hospitality services.
• Security service.
• Examples of companies ofering products within the well-being category includes Air New Zealand.

Key Elements of a Service Brand

• A short name, ideally composed of two syllables.
• A name easily memorable in each language spoken by customers.
• A brand name initially conveying neutral or positive associations.
• A brand name evoking the primary benefit of the service.

Leadership Foundations

• Founded on a mission, vision, and corporate values
• CX leader with a vision for CX
• Corporate CX objectives
• Executive committee or CX team.
• Multidisciplinary team with common objectives
• Employee experience is key to delivery of an excellent client experience.
• Creating a client-oriented culture based on corporate values.
• Engagement = Confidence + Motivation.

Employee Engagement

• All employees are responsible for delivering the CX vision.
• Use tools like enterprise maturity measurement and organizational polling to clearly communicate the roadmap.

Advanced Practices

• Develop quality and service excellence standards, communicate to employees, train as needed, equip, and measure.
• Invite clients to participate in experience design or improvement meetings through a client advisory committee.
• Empower front-line employees to deliver the desired experience.
• Send managers to the 'field mission' to facilitate buy-in.

Customer Service vs. Customer Experience

• Customer service is a direct, often reactive interaction that addresses specific client needs or issues.
• The objective of customer service is rapid resolution and immediate satisfaction through technical assistance and complaint management.
• Customer experience involves the overall customer journey with a brand, including emotional and relational stakes.
• The objective of customer experience is to create a lasting and positive relationship through a fluid user interface, offer personalization, and promise development.

Customer Service Roles and Responsibilities

• Assistance and customer support: respond to customer requests
• Complaints and returns management: fast, efficient processing
• Clear communication: multi-channel interaction (phone, email, chat)
• Feedback collection: continuous improvement based on customer feedback
• Employee training: maintain high service standards
• CRM tools optimization: efficiency and quality of interactions
• Proactivity: anticipation and resolution of recurring problems

Importance of Contact Staff in the Customer Experience

• Quality service requires satisfied employees.
• Employees in contact with clients mediate between the company and the client.
• They are brand ambassadors and, for many clients, represent the brand itself.
• Contact employees are the primary, if not the only, interaction shaping client evaluations of the service offered.

Employee Engagement and Customer Satisfaction

• A one-point increase in employee engagement translates to an additional 0.6% sales growth (Aon Hewitt).
• A 2% increase in employee satisfaction leads to a 1% improvement in customer satisfaction (Gartner).
• Employee experience is derived from the customer experience concept.
• Customer experience is defined by the client's journey to use a service.
• It also considers the client's expectations at each stage of the journey.
• Customer experience accounts for the client's satisfaction about their expectations at specific moments of truth, when they judge the service rendered.
• Employee experience is structured by the employee's journey to perform daily activities in their role and expectations at each phase.
• Employee experience also consdiders the initiatives or moments of truth offered by the company to improve the employee's experience and meet expectations.

Internal Client

• An employee for whom another employee of the same company works.
• The spread of a client culture at all levels of the company also generates greater customer satisfaction.
• Satisfied internal clients are satified external clients
• Speed of execution and internal efficiency are key to achieving client satisfaction objectives