Over the past 15 years we have completed over 60 CX improvements, from global customer centric transformations, to improvements to specific touchpoints. Below are a selection of ‘better outcomes’ we’ve helped our clients achieve for their customers.
Customer Experience
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Understanding the client's end customers VisaWorking closely with the client and existing customer to gain insights
Requirement
To provide engaging content for Visa Europe to include in business client pitches to demonstrate Visa’s understanding of the client’s end customers.
Lexden's approach
We worked closely with the client and their existing customer insight sources. Supplementing this with our own insight we ran sessions to drive out several ‘customer lifecycle’ journeys. Emphasising the functional and emotional role Visa plays.
We brought this to life through several execution formats suitable for a significant b2b pitch environment. Including customer diaries, customer video projects and customer persona dramatisations.
Outcome
Visa’s client expressed a conviction for Visa’s understanding of their end customers. Dramatic intent for the pitch was achieved. The approach developed by Lexden will be replicated for similar requirements.
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Designing an Effective Customer Experience Programme Wolters KluwerWe helped WK look at their business from their customers perspective to remove friction and identify new opportunities
Requirement
To improve the retention of B2B subscription publishing & information business using customer experience.
Lexden's approach
We identified the potential for CX was to be focussed on driving subscription renewals and migrating customers to digital publishing subscriptions.
To achieve this we undertook customer insight feedback organised around what matters most to audience. From which mapping highlighted where broken processes and points of pain existed. Strategic improvement workshops identified fixes and NPS an tracker was installed to measure business performance.
Outcome
- Identified top 20 issues to reduce ‘Detractors & increase subscription renewals
- Introduced new customer charter to guide further retention improvements
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Designing Customer Experience as a sector differentiator William HillEvaluating the potential of CX and identifying alignment requirements across the business to put customers first
Requirement
Develop a CX strategy to help William Hill deliver customer experience as a differentiator in a market where service underperforms.
Lexden's approach
Help William Hill understand the potential of CX and recognise the alignment across channels by putting customers first. With the ‘one step ahead’ ambition set at a manageable level, everyone signed-up. All WH activities proposed and new to achieve the CX ambition were prioritised against a new ‘customer principles’ score card leading to full internal support.
Outcome
- CX Strategy established at a level that will drive appropriate ROI
- Retail, online and mobile experience aligned
- Approach taken globally to William Hill’s international companies
- CX improvements feature as retail lead ad campaign
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Putting guest experience on the strategic agenda Carlson RezidorWe helped the hospitality giant Carlson Rezidor embed a culture of using guest feedback to shape its business decision making.
Requirement
Develop a CX strategy to help the Carlson Rezidor hotel group achieve its ambitious NPS target.
Lexden's approach
With a limited resource client side, we had to prioritise the activities which would gain stakeholder support and deliver results quickest. We built a target operating model to achieve this which focussed on improving collection and usage of customer feedback insights. As well as how to efficiently optimise the resources of the hotels rather than rely on scarce head office resource to act upon them.
Outcome
The brand councils and regional directors approved the guest experience programme to roll out across EMEA. A series of activities followed which has put NPS top of mind across hotels and is driving business performance.
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Striving for more than priced based insurance Churchill InsuranceWe took a fresh look at Churchill’s priced based positioning which led to a first non-priced based positioning which proved strong enough to be featured as leading brand TV ads.
Requirement
Differentiate Churchill from others using a non-priced based proposition.
Lexden's approach
Optimising existing research and customer feedback studies, we understood what the emotional drivers for choosing Churchill were rather than the rational. Having identified that Churchill was a ‘one I’d put in the life boat’ brand for its customers we found the important customer experience moments the brand delivered beyond those everyone else delivered. This allowed us to showcase how Churchill could help when it mattered beyond others; i.e. in a crisis (even if you didn’t need to claim). This provided the evidence needed to have a more frequent, and engaging non-priced based contact with customers.
Outcome
The brand experience was optimised across the business including Churchill’s first non-priced based TV ad.
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Improving customer attrition and satisfaction through CX NpowerAligning Customer Experience to Cost Rationalisation Programmes
Requirement
Npower had undertaken a ‘big’ 4 Consultancy led programme to improve the experience they provided customers to stem attrition and poor satisfaction. Whilst their focus was on rationalisation, the business didn’t have appropriate CX experitise across the business to support the strategy.
Lexden's approach
We were appointed to assess the resources requirements. By plotting capabilities and aligning them to business ambitions we identified new appointments, new insight partners, and the creation of a best practice customer experience team was established.
Outcome
Within 6 months the marketing function had moved from responding to business insight demands to spearheading the ‘Customer Transformation’ as a strategic leader.
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Making sense of one of world’s most powerful customer databases Tesco BankWe took the insights from Tesco’s marketing database and ‘sparked’ them into commercially attractive and exciting marketing activation ideas for the bank.
Requirement
To interpret the power of Dunn Humby shopper data into workable advantageous banking solutions.
Lexden's approach
We highlighted the data told us ‘who, what and how’ customers behaved but not ‘why’. Tesco Bank undertook pioneering ZMET qualitative Research. We interpreted the outputs into ‘Sparks’ of emotionally based insight. We facilitated several proposition workshops across the business to identify new solutions fuelled by these insights.
Outcome
The potential for over 100 original solutions was identified which fuelled channel, product, marketing, service, brand and pricing decisions.
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Engaging employees to improve customer experience Park Inn HotelsWe used customer feeedback to enable hotel staff to create momentum for improvements.
Requirement
To engage 110 hotel’s staff to take responsibility for improving NPS.
Lexden's approach
We structured the hotel chains customer insight so that we could prioritise the most impactful and NPS damaging feedback. We developed a workshop which converted ‘issues’ into commercially viable improvements. We then created an innovative interactive board game for every hotel to run the workshops themselves and a micro site to share improvements across the group.
Outcome
Ideas are shared instantly reducing effort.
Those which improve NPS or revenues were the most are rewarded.
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Embedding consistent differentiation through Customer Delivery The Co-operative BankBy designing a new set of customer directed standards we embedded a consistent approach to differentiated delivery
Requirement
The Co-operative Bank is established as the UK’s leading ethical bank. However, employees interpretation of how to deliver this valued differentiation varied. Consequently customers were not able to experience the value where it mattered most to them.
Lexden's approach
Working with The Co-operative Bank’s customers and colleagues, we designed a new set of Customer Standards against which all business and customer activity can be bench-marked.
Outcome
This ensured the valued differentiation of the bank is experienced by customers where it matters most.
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Improving Student Experience with Campaign Activation University College of LondonBy creating an award winning 'Welcome Day' Experience campaign students start their UCL relationship on a high
Requirement
The student satisfaction scores for UCL Accommodation were below what was acceptable for welcoming students. Recognising the importance of this key touch point, the UCL Accommodation team wanted to start their relationship with students to start on a much more satisfying level.
Lexden's approach
Lexden identified that fun, identify and integration were key elements to a successful welcome campaign for UCL. Across 21 locations in one weekend, we designed a fun engaging campaign. With unique elements such as pineapples (the international symbol of welcome), pickled onions in welcome bags, branded ambassadors and an emoji led social media activity, there was interest enough amongst arriving students to engage with ambassadors and live events to quickly settle in and get in the swing of university life.
Outcome
UCL Accommodation enjoyed a significant uplift n student satisfaction scores in the UCL New to University 2016 Barometer Study. Which has been recently topped with the Service Excellence to Students Award presented at the Professional Services Awards 2017.
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Developed a customer vision for the UK business Syngenta
Requirement
Lexden's approach
Outcome
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Identified hundreds of improvements through member journey mapping Checkatrade
Requirement
Lexden's approach
Outcome