Event Wrap Up

Take Your Learnings Home!

Thank you for joining the InMoment Team at the XI Forum Sydney 2022!

To make sure your experience program has an impact, you have to consider multiple facets of your organisation’s performance; from financial return and executive engagement to customer loyalty. That’s why we knew it was vital to give you the tools and insights to deliver high-impact from your program.

Furthermore, we know there’s no better way to learn than from those who have tried and tested methods within their own programs, so after hearing from some industry leaders, we hope you came away feeling as excited about the future of customer experience as we did.

As a refresher, check out our summary of the jam-packed day below, with key takeaways from the speakers.

The FUTURE of Customer Experience: How You Should Think About It and What You Should Know

Kristi Knight

Kristi Knight, InMoment’s Global CMO spoke to us about the evolution of customer experience—we need to understand where we came from and where we are now to understand where we’re headed.

CX started out in the golden age of advertising and market research to understand consumers. Then, the Internet was born, and online surveys became an effective way to collect the voice of customer. Next, customer experience came along and recognised that customer experience is a journey made up of a number of different interactions. Then came experience management—this taught us that it’s more than just the customers, employee experience is just as important.

The future of CX is experience improvement. This concept of improving experiences is specifically designed to challenge the idea of simply “managing” them. Because after all, managing metrics tells you where you’ve been and how that compares to where you are now, but doesn’t indicate where you’re going.

“There’s a false sense in CX that if you listen, you will learn. But are you listening to the right voices?”

You need to be intentional about who you’re listening to and why, through customer segmentation.

What is the promise of CX? To understand your current, potential or FUTURE customer and leverage that understanding to acquire new customers, ensure loyalty/retention, and achieve positive business outcomes.

The future of CX is total experience—thinking about customers in a more broad sense rather than just fixing an individual problem or challenge.

How do you move toward the future? You need these key takeaways:

  1. Operational efficiency to drive retention. Identify systemic issues versus localised issues, and solve them.
  2. Design with the end in mind. Know your goal, and design your program around it.
  3. Build toward differentiation. How do you perform compared to your competitors? What do your customers value about your brand compared to others?
  4. Move beyond simple text analytics to understanding emotion and intent of your customers.
  5. Design and innovate for the future. Think beyond today and towards what your customers will require of you in the future–how will their needs change and evolve? You’ll want to get ahead of these to understand your future customer.

Getting Close to Customers at a Time When They’ve Never Been Further Away

Jess Gill
Jess Gill, CCO at Craveable Brands

What is Craveable Brands? It’s a private-equity-owned business spanning 600 restaurants, 3 brands (Red Rooster, Oporto, Chicken Treat) and 400 franchisees.

And between COVID, the supply chain crisis, and staffing shortages, the challenges from the last 2 years have been endless. Franchisees have a million competing priorities, yet Craveable Brands knew that customer experience would be a differentiator, and they launched a program in the middle of the pandemic.

Franchisees and staff used to take customer feedback—usually complaints—from a reactive approach. Now, Craveable Brands has partnered with InMoment to design a formal VOC program with the ultimate goal of bringing them closer to their customers, whether they are frontline staff, operations, or the broader business.

Key Takeaways:

  1. There is never a “right” time to start an experience improvement program
  2. Making good with customers makes all the difference when it comes to creating brand advocates
  3. VoC can make a real impact—on the roadmap is to use VoC data to develop new menu items, supply chain, quality control
  4. There’s always more work to do across the business—more than just in store, “what is the impact of your action on every customer experience?” from the board down
  5. Working with the InMoment consulting team to implement a relationship survey was a game changer—it gave the brand real insight in terms of value, and taught the business that promoters spend 4x more than detractors. That line from CX to ROI has inspired stakeholders to think about how the business can capture more promoters.
  6. Framing the CX program to franchisees matters—from “collecting feedback” to “we will never lose a customer,” they have seen more participation from this slight change in positioning the program
  7. This work really matters—it matters to the young frontline staffers (Craveables’ #1 customer), a lot of which are in their first job. It matters to the franchisees and it matters to the private equity stakeholders.

From Transformation to Inspiration: Getting the Most out of Your CX Program

Tina Morrell, GM Customer Strategy and Experience Design and Virginia Meikle, Senior Manager Consumer Insights, The NRMA

The NRMA strives to use experience improvement to transform their business. The brand has the ultimate goal of getting their customer feedback to stakeholders in real-time, and straight to the heart of everything they do across the business.
After implementing a new VOC program 5 years ago, the team has found more effective ways to utilise customer feedback and insights to drive genuine change

Here are some of the key takeaways from the presentation:

  1. Some areas of your business might not be convinced that there are genuine issues to address. The valuable lesson was that the NRMA can’t just say to stakeholders “look at the data, here is the problem”—instead, the way to drive customer initiatives forward is to keep the customer at the centre of everything—including stakeholder discussions.
  2. When it comes to deciding which customer experience initiatives to prioritise, dive into feedback analysis to understand what actually moves the needle when it comes to NPS. You don’t need buckets of money and consultants, you can use text analytics in your experience improvement platform to come up with how each of the areas in the business influences NPS scores. And that’s how The NRMA decided which areas to focus on.
  3. To understand the “WHY” behind the scores, The NRMA established cross-functional agile squads to engage different stakeholders. They implemented clear processes for the teams, and made sure to show quick wins for squad momentum.
  4. Every business has finite resources. To stretch resources as far as possible, bring as many people around the company as close to the customer as possible. One way the NRMA has done this is to establish a Process League of Champions who are motivated to drive greater change in their remit. They were trained to identify a customer problem using customer data and to take action, then share back over the business. It’s driven more than 20 process improvements across the business. “Don’t limit yourself, start SOMEWHERE when it comes to voice of customer.”

Getting through to hard to reach customers: elevating brand experience through the survey experience

Carolyn Northcott
Carolyn Northcott, Senior Manager Insights at Rest Super

Rest Super knows that this industry is a ‘low engagement’ category—which means they need to leverage an experience improvement program to encourage otherwise hard-to-reach members to engage with their super, while still delivering robust and valuable insights.

Key takeaways:

  • The structure of the survey itself matters when it comes to engaging members, leading to greater engagement and better sample representation and therefore understanding.
  • Refine tone of voice. Brand messaging is often the first real touch point members have with Rest. It is not the usual formal ‘research’ language, instead reflecting an on-brand youthful and energetic voice.
  • Wrap support around the survey. More than standalone research, once members have engaged, they are usually motivated. Rest Super knows they can help the members take further action with proactive follow-up.
  • Embed the practice of sharing back findings and social proof with members through communication channels; this is an evolving component.
  • Don’t forget this is a mutual exchange—not only does the business benefit, but so do the members.
  • Listen and Act—make sure you commit to listen to your customers, but also to follow through with making sure you act on this valuable feedback.

AI in CX: Turning Blind Spots in Customer Data Into Transformative Business Insights

Eric Weight
Eric Weight, VP Solution Consulting, APAC at InMoment

The ultimate goal for AI when it comes to customer experiences is to get the Platform to tell your business WHAT to do next. Ultimately, AI can be used to predict churn, reduce effort required to complete a task, and inform when and why to reach out to your customers.

Here’s what we know:

  • Survey data is not enough for AI
  • One robot does not do it all
  • CX insights do not deliver business impact

“Every day customers are writing a book about what they want us to know. But is anyone reading it? AI can help with this—when it comes to data, structure the unstructured and apply across the entire CX Journey”

Here are the key takeaways to leveraging AI in your experience improvement program:

  1. You’ve got direct feedback, indirect feedback, and operational feedback (see photo below). The goal is to bring these all together to know what customers are doing, what they are saying, and what they are thinking and feeling at every touchpoint in the customer journey
  2. Train and customer AI to your unique business. The AI robots need to be onboarded to your unique customers—the way they talk, your unique products and services
  3. AI training requires technology AND a human touch—so the winning formula is data + technology + human expertise!
How do you transform insights into action?

Unlocking the Metrics That Matter: Foxtel’s Journey toward CX-Driven Business Improvements

Jason Smith
Jason Smith, Director of Agent and Service Experience at The Foxtel Group

The entertainment landscape is constantly evolving, with new competitors entering the marketplace every year—and as a premium brand, Foxtel saw this first hand. With a well-established VoC program in place, Foxtel already understood that meeting and exceeding customer expectations was key to driving loyalty. But, with a constantly evolving industry, it means a CX program should evolve with it. Foxtel’s Jason Smith took delegates through the process of evolving a CX program to accommodate new customer journeys, discovering metrics that matter, and drawing a straight line from CX insight to action.

Key Takeaways:

  1. Start with making sure you understand your “what,” “why,” and ultimate purpose behind your experience improvement program
  2. Once you have those locked in, figure out which moments matter to your customers. Consider: what are the right moments to understand? What are the primary metrics that align to your vision? What is the “Why” behind the score?
  3. Avoid getting obsessed with the score, but instead, look toward the actual insight behind the metric. You can get to the insight by turning your verbatims into overarching themes, using metadata as the accelerator, and finding the right tools (i.e. Platform) to make sense of it all.

Enabling a Customer Centric Culture: Experience Matters—The JAX Tyres & Auto Journey

Steve Grossrieder
Steve Grossrieder, CEO & Managing Director of JAX Tyres & Auto

Being a CX believer means that you buy into experience matters. These are the two words that drive JAX Tyres & Auto forward: experience matters—to your employees, your customers, and franchisees as well.

To consistently generate new sales and repeat business across the franchise network, JAX Tyres & Auto took a customer-centric approach. Everyone in the organisation undertakes customer experience training as part of their induction program and the JAX customer journey map is even part of the employment confirmation process—the business wants everyone to know that as an organisation, customer centricity is at its core and matters.

Key takeaways:

  1. Be sure to link financial return with customer experience. JAX Tyres & Auto worked with InMoment to figure that out.
  2. You don’t need lots of people on your CX team. Make sure the CX team becomes the whole business—it’s everyone’s job to create a culture of customer centricity.
  3. Rely on your experienced partners (in this case, InMoment) to bring best practice to your organisation.
  4. To truly change culture, reinforce your employees and franchisees with incentives, when it comes to JAX Tyres & Auto, the business incentivises franchisees with a rebate of franchising and marketing fees with adherence to the customer performance framework.
  5. Combine as many voices of programs as you can—JAX Tyres & Auto has a voice of customer program, voice of employee, and even voice of franchise for the most robust insights. Why? Because experience matters.
  6. A fresh customer journey map was a game changer for JAX Tyres & Auto—this journey map is used as a change enabler across the business, building an environment for innovation and process improvement with the customer at its core.

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