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1、Orchestrating the connected customer experienceGlobal Customer Experience Excellence Report 2022KPMG Internationalhome.kpmg/CEE2022Foreword 3Orchestrating the connected customer experience 4The Six Pillars in 2022 12Methodology 162022 Hall of fame 17Austria and Germany 18Czech Republic 18France 19In
2、dia 19Indonesia 20Italy,Hong Kong(SAR),China and Singapore 20Ireland 21Japan 21Malaysia 22Mexico 22Netherlands 23New Zealand 23Philippines 24Romania 24Saudi Arabia 25Slovakia 25Taiwan 26Thailand 26UAE 27UK 27US 28Vietnam 28Conclusion 29ContentsForeword2022 Hall of fameOrchestrating the connected cus
3、tomer experienceMethodologyConclusionThe Six Pillars in 2022 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience2marketing,service,product,and other opera
4、tional teams align to deliver the unified experiences that customers want.It involves integrating and connecting key capabilities,including the customer service team systems,billing system,customer management system,and operations team with the analytics needed to effectively predict when and what k
5、ind of problems may occur to help ensure a seamless end-to-end experience.Customer experience is,by definition,a holistic concept.It represents a series of interactions underpinned by cross-functional teams,processes,and technology along a customer journey.Our research highlights that when these ele
6、ments are aligned,connected,and informed by a clear understanding of the customer and marketplace,true orchestration occurs in the delivery of a meaningful customer experience which underpins higher performance.Companies around the world continue to focus on customer centricity,seeking to design,dev
7、elop,and deliver orchestrated and connected customer experiences.These are experiences that lock onto customer needs,circumstances,and preferences.This requires companies to have a deep understanding of their customer a task more easily said than done.The customer is continually changing.What matter
8、s today can differ substantially from what mattered yesterday.Consider,as an example,consumer concern over environmental and societal practices.This has escalated substantially during the pandemic.KPMG research has shown that two-thirds of consumers are now seeking suppliers that demonstrate that th
9、eir practices have a positive environmental and societal impact.Consequently,companies are having to understand how their customer,industry and competitors are responding to this need.As they strive to create shareholder value,firms are having to balance the needs of different stakeholders.Climate c
10、hange and social conscience are resetting priorities and ESG is requiring boards to balance shareholder value with the environmental and social impact of how it is achieved.In the KPMG 2022 CEO Outlook,74 percent of CEOs said that ESG and digital investment are inextricably linked and 62 percent sai
11、d they were planning to invest at least 6 percent of revenues in programs that would help their organizations be more sustainable.In a short period,we have experienced a pandemic,a digital revolution,and a war in Europe.Companies are now facing a period of economic turbulence as widescale inflation
12、for many nations is driving a cost-of-living crisis.All of these are changing consumer decision making criteria,behavior,and needs.Against this backdrop,agility and flexibility have become vital for organizations.The ability to adapt business and operating models independent of strategy has become a
13、n essential outcome of organizational design.Leading firms are focused on enterprise alignment by building and deploying the right capabilities in a connected manner while allowing for flexibility in how they are used to support evolving strategies.Firms have become aware that strategy is not a dest
14、ination it is a process,one where strategies need to be monitored and recalibrated ascircumstances dictate.When you look at the leading companies in each of the 25 markets,what you see are businesses that are striving to become future-ready.These are companies where nurturing and connecting capabili
15、ties has become an essential element of organization design,alongside the ability to orchestrate and reorchestrate customer journeys as customer needs and desired outcomes change.These are companies that think holistically.For them,customer experience is not restricted to one team or department;it d
16、epends on collaborative,inter-departmental,and cross-functional teamwork.Sales,ForewordJulio HernandezGlobal Customer and Operations Service Line Lead,Head of Global Customer Center of Excellence KPMG in the US 2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe
17、Six Pillars in 2022Foreword 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience3 2022 Copyright owned by one or more of the KPMG International entities.KP
18、MG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience3Orchestrating the connected customer experienceThis year,in 11 out of 25 countries and territories,the leading companies are the same as the previous year.Some companies such
19、as USAA and Emirates have been leaders for many years.They are companies that have not only coped with the pandemic but have flexibly adapted to the new world.Their resilience is not a function of rebuilding or restructuring it is a function of an inbuilt inherent flexibility that enables them to re
20、act quickly and decisively to new opportunities.These are companies that take their cue from their customers and the marketplace,and with a customer first mindset,a strong service culture,and a willingness to test and learn,they demonstrate an ability to be resilient and evolve in a customer-centric
21、 way.Foreword2022 Hall of fameMethodologyConclusionThe Six Pillars in 2022Orchestrating the connected customer experience 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected
22、customer experience4With change comes opportunity The 2020 pandemic brought about lasting change in the business eco-system,accelerating innovation,new processes being fast tracked,the rapid implementation of new channels and new ways of connecting with customers.These in turn have set new customer
23、expectations which include an insistence on ethical practices,convenience,and purpose.As Canadian Prime Minister Justin Trudeau once observed at Davos,the pace of change has never been this fast,nor will it be this slow again.This brings both enormous opportunity and potential.1 The ability to reali
24、ze the“enormous opportunity”sits with those companies who have inbuilt,inherent flexibility.These are companies that have the ability to reconfigure organizational capabilities on the OverviewIt used to be that a seismic global event occurred periodically,but had far reaching consequences when it di
25、d.The rise of the internet in the 90s,9/11,the boom and collapse of 2002,and the financial crisis of 2008,were all seismic events,and all had companies revaluating their strategies.Companies used to reconsider their basic operating models infrequently,when they were forced to do so by big shifts in
26、their environments.But in the last two years alone we have had a global pandemic restricting movement on an unimaginable scale,the war in Ukraine impacting raw materials and global supply chains,the growing number of unusual weather patterns,precipitating national disasters and intensifying the focu
27、s on ESG,and the rapid disruptive adoption of advanced technologies such as artificial intelligence and robotics.These might all be classed as seismic global events.Few,if any,of these scenarios consistently appeared on the risk radar of global companies yet,all have had wide reaching consequences,a
28、nd all of these have occurred in very rapid succession in very recent times.Today any company that isnt regularly evaluating its direction as well as constantly adjusting to changing contexts and then quickly making necessary operational changes is putting itself at a disadvantage.fly into new more
29、relevant operating models in response to market shifts.Success is being defined by the ability to react,innovate,and recalibrate business models in real time.In short,the companies that are future-ready are not held back by a structural commitment to a particular strategy,but an inbuilt flexibility
30、towards opportunities.Getting future-readyBut what does it mean to be future-ready?It requires a strategy based on three key elements:First,companies should gain an informed perspective of where the market is going.By mining internal projections about how their products and services are evolving,as
31、well as understanding trends and perspectives from analysts and industry leaders,companies can build a vision for where they want to take the business.They can also look at competitors to learn how they are adapting to change.Foreword2022 Hall of fameOrchestrating the connected customer experienceMe
32、thodologyConclusionThe Six Pillars in 2022Orchestrating the connected customer experience 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience5Second,they
33、should align their business around those perspectives to determine how they want to serve their market and their customers in the most efficient and effective way possible.By building a customer experience strategy that identifies ways to reduce friction,they can assemble the right mix of capabiliti
34、es.Incorporating agility and flexibility into the plan will help them reconfigure as market disruptions occur.Third,future-ready companies orchestrate and coordinate activities and resources across their front,middle,and back offices so they can be more efficient and productive.They align their orga
35、nization around a common purpose and goals so that every team has a clear view of their north star and the role they play in serving the customer.Without the ability to orchestrate,firms rarely realize ROI and fail to maximize the benefits of digital transformation.Making the right connectionsTradit
36、ional hierarchies and silo-based managerial processes can manage steady state very well.What they are challenged by is identifying the most important hazards or opportunities early enough,formulating innovative strategic initiatives nimbly enough,and executing those initiatives fast enough.They are
37、to orchestration what kryptonite is to Superman,energy sapping and destructive.Consequently,companies are looking to eliminate silos and move away from the isolated,single point,functional solutions that are holding back their customer experience(CX)strategy.During 2022,as this process progresses,yo
38、u can observe the unification of customer-facing functions and the increasing adoption of unified technology solutions enabling engagement with customers across multiple channels at each stage of the lifecycle.This is more than just brand presence;other factors such as brand purpose,personality and
39、voice,tone,consistent messaging,and how customers move across platforms has become much more important as companies see how this contributes to building stronger,long-term customer relationships.Towards an orchestrated futureA customers experience with a business spans multiple channels such as soci
40、al media,email,live chat,and surveys,and the number of channels is only going to grow,increasing the challenges in developing a seamless and connected omnichannel experience.Being available on different channels is one thing.Delivering frictionless and continuous experiences across those channels is
41、 quite another.Teams should be able to switch between channels swiftly and pick up conversations where a different channel left off with complete context to deliver a cohesive experience.The problem is that businesses are often not structured or organized to act flexibly and be able to adapt to rapi
42、dly changing circumstances.They struggle to prioritize and sequence transformational activities.But everything that happens in a business is part of a process.Being clear on how these processes span functions,the contribution each function makes to a process,and how processes support customer journe
43、ys is a fundamental point of connection in creating a flexible enterprise.Orchestration is the mechanism by which organizations manage the development of capabilities and processes across the front,middle,and back office to deliver customer and cost outcomes.It requires new or refined target operati
44、ng models,technology blueprints,and an ongoing view of connectivity across initiatives,their dependencies,and their interactions to create fully flexible capabilities and optimize resources.Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars i
45、n 2022Orchestrating the connected customer experience 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience6The four levels of orchestrationCustomerThe alig
46、nment of marketing,sales,and service around the customer.Strives to ensure a personalized,consistent,friction free experience across channels.There should be a clear way of working and technological connection across the front office functions of Marketing,Sales,and Service.This guides cross-channel
47、 journey and intent-driven orchestration based on customers goals,and supports the role of technologies such as AI,conversational chat bots,and agent assist bots.EnterpriseConnecting the whole organization around the customer links front,middle and back-office business processes and workflows in sup
48、port of the end-to-end customer experience.Enterprise orchestration enables organizational visibility into everything required to achieve a result.Digital orchestration connects front,middle and back-office systems,providing a single,connected client journey through all internal approval,service,and
49、 management processes.Robotics platforms are used to apply automation to frequent tasks such as real-time workflow;new pricing and billing approaches;configure,price and quote(CPQ);skills-based routing;workforce scheduling;utilization analysis;and capacity planning all synchronized to create error-f
50、ree,efficient,and effective processes.EcosystemEcosystem partnerships can bring complementary skill sets and more diverse data.Together,they foster continuous evolution instead of one-time,project-focused improvements,and offer access to advanced technologies such as AI and blockchain.As companies m
51、ove closer to platform based operating models,the range of partners and third parties involved in end customer engagement or supply chain provisioning requires the ability to orchestrate capabilities within and between third parties.OperationsThe alignment of the front and middle office helps increa
52、se service delivery velocity for traditional and digital services.Aim to seamlessly integrate order management,assurance,inventory,and network orchestration to eliminate provisioning errors and order fallouts.Synergize capabilities and technologies across processes such as end-to-end“quote to cash,”
53、“cart to cash,”and omni channel quotations.It requires technologies such as contract lifecycle management,digital e-commerce and recommendation engines alongside fulfillment,returns management,and supply demand linkages.Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodol
54、ogyConclusionThe Six Pillars in 2022Orchestrating the connected customer experience 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience7Orchestration star
55、ts with the customer outcome in mindAll successful products and services start with the customer story.Maersk has successfully navigated a total transformation around the customer through an intense focus on the end-to-end logistics journey.Their target customer outcome was a simple one:making shipp
56、ing a container around theworld as simple as buying an airline ticket.In the Czech Republic,Zasilkovna says that running a business hinges on thinking ahead and setting a sound direction.As a logistics company,they aspire todeliver packages in minutes,not days.2 Our top-ranked company in Austria and
57、 Germany is eyecare specialist Fielmann,their“Vision 25”ambition is for customers to be able to order new prescription lenses from the comfort of their armchair without having to visit a specialist.It is an enormously complex task to provide refraction testing online,but they are single minded in ac
58、hieving it.These stories are not the accumulated outcome of multiple epics and user stories from agile teams.In fact they are the opposite;they are the source of user stories as the high-level outcome is deconstructed into customer journeys,touchpoint interactions and user experiences.Orchestration
59、is powered by customer insightCX is becoming more data driven.Insightful and real-time customer data is critical to enriching the personalization and relevance of customer experiences and predicting and anticipating customer behaviors.We are becoming saturated with data;it is estimated that a single
60、 electronic vehicle will generate terabytes of data every week.Internet of things,wearables,and social media metrics compound the problem.Firms are being exposed to millions,or even billions,of data points.With this data explosion,organizations must be smart about what data they collect and how they
61、 organize it.Capturing,curating,and analyzing data to generate insight and drive online and offline decision making is now a critical dimension of customer experience.By using modern tools and technologies to analyze data and mine insights,CX metrics can be optimized and drive increased business val
62、ue.A new breed of CX metrics is emerging that enables brands to emphasize action over mere reporting.Firms are moving from simply measuring NPS or customer satisfaction to complex multilevel measurement frameworks that span end-to-end journeys and drive decision making.Firms are increasingly harness
63、ing artificial intelligence and machine learning to solve problems.AI enabled analytics help effectively predict when and what kind of problems may occur.Combining technology and human expertise empowers teams to proactively address issues and turn potential negative experiences into positives and d
64、efine new,more productive,value creating,customer journeys.Tracking the customer journey becomes increasingly difficult as channels multiply.Organizations now have customers using multiple platforms to engage with brands.They also move from one digital touchpoint to the other before theyfinally make
65、 a purchase.This propensity to switch platforms increases the possibility of not completing or abandoning transactions.Maintaining customer loyalty as they move between channels and platforms requires firms to understand the customer journey and the actual experience across different touchpoints ful
66、ly.It requires the collection of data through numerous platforms and touchpoints.This helps to increase understanding of the customers decision-making process.Customer journey and orchestration analytics use customer data gathered across all channels to create a holistic picture of customer behavior
67、 to help improve marketing performance,improve user experience,and optimize business processes.The idea behind journey analytics is to aggregate data from fractured sources to extract useful insights about consumer behavior and find the opportunities to drive stronger engagement and sales,and sustai
68、n the relationship.Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 2022Orchestrating the connected customer experience 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no service
69、s to clients.All rights reserved.Orchestrating the connected customer experience8Orchestration requires flexible technologyEvolving experiences,new technologies,and pattern changes in customer behavior mean firms should be constantly reviewing the experience they are delivering and the technology th
70、at supports it.Customer experience is always a work in progress,but technology is no longer the constraining factor.APIs,off the shelf orchestration software,and ready access to advanced technology such as AI and machine learning mean it is a problem of“what”and“how.”It requires answering the questi
71、on“In delivering our target customer outcome,how do we create better,more valuable,personalized experiences through digitally enabled services?”The use of AI-powered agents is helping dig into historical data and predict future customer needs.It is freeing up service teams from mundane,repetitive wo
72、rk through the use of conversational chatbots and agent help functions.Workflow,data integration and rules engines can further enhance the performance of a customer service representative or digital assistant in service of delivering a better customer experience.For customers,AI-driven tools like pr
73、edictive analytics can deliver a personalized and proactive experience that resolves issues before customers are even aware that they exist.Technology can also assist in developing a high-performing workforce by identifying optimal work processes and practices using analytics.Automated coaching can
74、potentially be deployed to every individual,supporting efforts to attract,develop,and retain scarce talent.Orchestration demands trade offsFor companies,being able to respond to rapid and repeated change has become a near-term necessity.Executives are initiating more projects,trying to innovate fast
75、er.Unfortunately,the supply of money OpEx and CapEx and resources is finite,the band width for change a narrow one,and firms are having to make trade off decisions.With significant market turbulence ahead the link between customer and market insight,trade-off based decision making,and orchestration
76、should be an explicit one.InsightsHow well do you understand your customers and markets?What are your hypotheses as to what the customer of the future will look like?Requires a detailed understanding of:circumstances behavior preferences economic value future intent perceptions of value willingness
77、to share data versus privacy.Trade off decisionsWith limited resources and not enough money to cover everything,where and what do we trade off?How do you leverage the big technology bets you made during COVID-19?Implications of these decisions:price inflation share of wallet ESG and sustainability s
78、upply chain issues taking advantage of latest technology people versus technology or robotics.OrchestrationHow should you orchestrate resources and capabilities across employees,customers,and suppliers?How do you create inherent flexibility?Digital capabilities across front,middle,and back office:di
79、gital engagement capability alignment end-to-end integration partnerships.Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 2022Orchestrating the connected customer experience 2022 Copyright owned by one or more of the KPMG International
80、entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience9USAA orchestrates the motor claims experienceUSAA,the top-ranked company in the US index,set itself a customer outcome of a“touchless”auto claims experience.Workflo
81、ws were automated and orchestrated end to end throughout the process,improving the claims experience both for customers and in house teams,such as customer service agents and loss adjusters.The resulting design solution not only streamlined the repair process,but also increased auditability of repai
82、rs and improved overall cost efficiency.USAA created a service that could map a photo of a damaged vehicle to a list of parts,and in turn identify if those parts should be repaired or replaced.If a repair was needed,the service could also predict how long it would take to do so,taking into account l
83、ocal labor rates.It required a new process and customer journey architecture and the deployment of AI methodologies,all orchestrated to provide a seamless unique experience for every customer.It was supported by structured and unstructured data.The structured data consisted of information about the
84、collision reported by the customer(e.g.point of impact,drivability of the vehicle,etc.)as well as information about the vehicle itself(e.g.make,model,year,options,etc.).The unstructured data involved millions of images all processed by an AI toolset.In deploying these AI-enabled tools,the USAA techn
85、ology team collaborated closely with the companys service representatives.The team relies on them to“train”its AI model ensuring that the model learns to“think”like an experienced USAA rep.The companys loss adjusters use the model in estimating customers insurable losses,but they can also make in-th
86、e-field adjustments to its estimates with an explanation,which feeds back information to the AI program so that the model can be continually updated and improved.3Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 2022Orchestrating the con
87、nected customer experience 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience10Pharmacy2U,the top-rated company in the UK index,set about completely rede
88、signing its prescription ordering and delivery journey and all its supporting processes using advanced robotics.Pharmacy2U set out to reinvent pharmacy care and put patients at the heart of it.They describe themselves as a pharmacy where clinical expertise and patient care come together with advance
89、d technology,which truly helps people live healthier and happier lives.It uses an omnichannel solution that helps people using Pharmacy2U to choose their preferred method of communicating,via voice,chat,SMS,email and more.The platform includes intelligent IVR and self-service options that are tightl
90、y integrated with smart routing functionality to help patients connect more quickly to the advisor who can best handle their needs.In effect the company has completely redesigned the customers pharmacy journey and removed most,if not all,of the pain points no waiting in line,no picking up and droppi
91、ng off repeat prescriptions,no waiting for medicine stock to come in,no worrying about running out of medicines.These benefits are coupled with the convenience of modern tools:a mobile app,reminders to re-order,and the ability to manage repeat prescriptions online.Behind the scenes,Pharmacy2U has in
92、vested in giant vending machine-like robots that dispense medicine with extraordinary accuracy and speed,picking one to two orders every nine to 15 seconds.However,for some customers the human touch is essential and a contact center of“friendly pharmacists”provide human reassurance and insight when
93、it is needed.4Pharmacy2U orchestrates the prescription ordering and dispensing journey.Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 2022Orchestrating the connected customer experience 2022 Copyright owned by one or more of the KPMG I
94、nternational entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience11The Six Pillars in 2022The Six Pillars of Customer Experience Excellence have been consistently shown to be the essential characteristics needed to bu
95、ild strong experiences.The presence of these six factors is essential if commercially beneficial outcomes result from superior customer experience.Whether that is increased share of wallet,loyalty,or advocacy,these six factors are the prerequisites for commercial success.However,as they are all inte
96、rconnected,it is essential to be good at all six.Interestingly over the past couple of years there has been a rapid rise in holistic thinking,and realization that a competitively superior experience is multi-dimensional and often multi-sensorial.Our leading organizations are masters at managing The
97、Six Pillars as a set.Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 2022 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestratin
98、g the connected customer experience12As we move closer and closer to the data economy and customers share more and more personal data in exchange for highly personalized experiences,the emphasis on data security and privacy continues to increase.As more data privacy regulations similar to EU-GDPR ar
99、e introduced around the globe,businesses that adhere to these laws,uphold stringent data protection measures,and make the right use of customer data will earn customer trust and grow quickly.Central to this is getting the balance right between benefits for the company to sell more and benefits to th
100、e customer.Customers are more likely to trust organizations that pair privacy and security with a valuable personalized service.Transparency and security are now integral parts of the individualized experience.With rising security breaches,customers are ever more security conscious and are much savv
101、ier than ever when regarding potential threats to their security.It is crucial that companies become transparent regarding how they collect and store customers personal information.A strong sense of societal and environmental purpose has become the defining characteristic of leading companies.Busine
102、sses globally are being scrutinized on their sustainability credentials like never before.KPMG research shows 66 percent of consumers plan to make more sustainable or ethical purchases in the next six months,and that employees,investors and other stakeholders are equally if not more resolute.To be a
103、uthentic sustainable organizations the focus needs to go beyond the cosmetic to real change thats embedded throughout an organizations DNA.Detecting,resolving,and removing customer pain is a prerequisite for excellent customer experiences fueled by outside-in thinking.“Pain killing”is a state of min
104、d,identifying problems in customer journeys,problems in customers lives and finding new ways to solve them using innovation.“Jobs to be done”methodologies enable deeper understanding of customer lives,help locate pain points,and drive more holistic experiences aimed at prevention rather than reactio
105、n.AI-supported customer service,where the technology is supplemented with human interaction,interpretation,and support,isdriving greater satisfaction with agent interactions.AIconversational web chat and chat bots are improving satisfaction withonline support.The secret is finding an appropriate bal
106、ance between keeping skilled human agents and integrating AI into critical parts of the customers experience.However,the area that leading companies are increasingly focused on is using advanced predictive and prescriptive technologies to mitigate customer problems before they occur.There are sound
107、economic reasons for doing this as there is a direct relationship between the incidence of problems and churn rates.The telephony industry in particular is focusing on using AI tools to aid detection of problems and automate interventions in the“free return window,”fixing problems before they occur
108、and before the customer leaves.IntegrityResolutionForeword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 2022The Six Pillars in 2022 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no
109、services to clients.All rights reserved.Orchestrating the connected customer experience13Perhaps the most significant shift in recent developments is the way that expectations are set.User-generated content,influencer marketing,and leading experiences are constantly setting and resetting expectation
110、s.The rapid advance in technology is stretching the boundaries of possibility and therefore making expectations more fluid.One example is the metaverse.This describes a persistent,online environment where we can connect,communicate and collaborate in increasingly immersive ways.Allowing brands to de
111、liver new and interesting customer experiences over virtual platforms is likely to be a key reason the concept will be attractive to businesses,particularly as integration with virtual and augmented reality(VR/AR)will be a core feature of the metaverse.Already in 2022,businesses are looking to these
112、 experiences to create new opportunities for us to interact and engage from our homes such as Ikeas Everyday Experiments.Ikea and Danish design lab Space 10 have unveiled the latest experiments on their collaborate platform Everyday Experiments,which aims to take customers beyond their homes without
113、 leaving them.5As part of this,Australias Pitch Studios has proposed Forever Meadow,a“meditative walking application”which creates an“endless garden”in peoples homes.Using AR,the tool allows people to walk through their homes,with their footsteps triggering virtual flora.the project combines meditat
114、ive walking(a calming practice)and peoples desire to be closer to the natural world,turning their homes into sanctuaries.Fielmann purchased shares in FittingBox,a specialist for augmented reality,and the integration of 3D glasses fitting into the customers systems.The“Fielmann Fit”technology measure
115、s the customers face using over 18,900 measuring points and compares the anatomical data with the 3D model of the selected glasses.Initially,Fielmann had used this technology to sell non-corrective sunglasses in its online shop,but it is now taking the first step towards also being able to sell corr
116、ective glasses online.6When it comes to using energy,the brain is an expensive organ.Even in its resting state it uses over 20 percent of the bodys energy.Consequently,humans are careful about expending brain power.Psychology has identified the“law of least effort,“a tendency amongst humans to take
117、the line of least resistance when seeking to meet an objective.This is one of the reasons why customer effort is a strong predictor of loyalty.The less effort it takes to be a customer the more loyal we become.Unsurprisingly,companies have focused on creating frictionless processes.But attention now
118、 is expanding to look at“cognitive load,”or how much thinking we make customers undertake and what does this do in terms of stress and anxiety;they not only want to make things quicker,but less stressful too.This means looking at the complexity of what the customer has to deal with in their lives,no
119、t just the interaction with the company and finding ways to make the customers life easier.“Cognitive load”increases the need to ease customer journeys.For example,customers wont take the time to read complicated communications and work through hoops.AI and other new technologies are making it simpl
120、er to remove cognitive load for customers by doing the thinking for them.To this end,several theme parks have introduced virtual queuing to remove much of the stress and anxiety of theme park visits.ExpectationsTime and EffortPersonalizationForeword2022 Hall of fameOrchestrating the connected custom
121、er experienceMethodologyConclusionThe Six Pillars in 2022The Six Pillars in 2022 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience14Humanizing customer
122、experiences is critical,but being able to maintain a brands unique personality throughout the customer journey when much of the journey is mediated through technology is considerably more difficult.Organizations want to deliver the best of both worlds:the speed,accessibility,and convenience of onlin
123、e services,combined with a human touch that leaves a lasting impression.Its a tricky balance,but entirely possible.Many brands use chatbots to engage their customers.When implemented well,chatbots can create a rewarding digital experience.However,many chatbot interactions still come across as unnatu
124、ral,lacking relevance as well as human warmth.Without the right investment in technology and strategy,companies might unintentionally end up creating conversations that dont reflect the brand or satisfy customers expectations.To provide a good customer experience,it is necessary to understand how th
125、e experience makes customers feel.This requires enterprise-wide empathy,which entails identifying with and understanding the customers situation,feelings,and motives.This is pivotal when it comes to delivering excellent customer experiences,especially in the post-COVID-19 landscape.Greeting customer
126、s by name in emails or remembering their birthdays has a positive effect on customer experience.But customers today are no longer impressed by that.They expect highly personalized experiences every time they engage with a business,and they already know that businesses have tools to achieve this.Comp
127、anies have become adept at leveraging real-time customer data such as their website behavior,search results,purchase history,most active times,and past interactions can help develop a deeper understanding of their needs and personalize their experience.This can range from customizing the website bas
128、ed on customer activity to intelligently recommending products or reaching out to customers with individualized offers and rewards at the right moment.As more companies compete based on personalization,there is a gradual move towards hyper-personalized experiences,and the brands that are able to pro
129、vide those experiences consistently will likely stay relevant and increase customer satisfaction over time.Achieving this shouldnt be difficult with modern CX platforms with advanced AI and data analytics capabilities that help slice and dice customer data and gather meaningful insights.However as m
130、ore organizations design hyper personalized experiences,there is a delicate balance to strike when using smart technologies like geo-tracking and device listening.For customers the line between hyper personalized and creepy is a thin one.Gartner has identified a growing level of concern predicting t
131、hat 40 percent of consumers will“trick behavior tracking metrics to intentionally devalue the personal data collected about them.”Themotivation,says Gartner,is consumers who no longer wish to be treated as“the product”and have their data monetized.This in turn may diminish the hyper personalized exp
132、eriences that many consumers demand.7Additionally,companies are identifying and acting upon“micro-moments”selling opportunities that can be open for just seconds but can be highly profitable to brands that understand how to identify and monetize them at scale.These micro-moments can open up when a c
133、ustomer heads online with an intent to make a purchase or just to find out information on a particular subject.Brands should invest heavily in ways to recognize and leverage these moments,finding the right time to send a personalized offer that will help solve whatever problem is facing the potentia
134、l customer at that time.This is about being able to reach the right customer at the right time a cutting-edge marketing challenge but one thats increasingly solvable thanks to the technology solutions available today.7PersonalizationEmpathyForeword2022 Hall of fameOrchestrating the connected custome
135、r experienceMethodologyConclusionThe Six Pillars in 2022The Six Pillars in 2022 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience15MethodologyAbout the
136、research For 13 years,KPMG professionals have been asking consumers about their individual experiences with brands.Over that time,more than 550,000 consumers have been interviewed,providing more than 5.5 million individual evaluations across 39 countries,regions and jurisdictions to support our expe
137、rtise in customer experience best practice.This year alone we have taken in the views of more than 89,000 consumers across 25 markets.The research for this report was conducted via an online survey methodology.A nationally representative consumer sample was targeted for each market,to be comparable
138、in terms of age and gender,while also targeting regional representation.To participate in the research and to be able to respond to questions on a specific company,respondents must have interacted with that company in the last 6 months.An interaction is defined as making a purchase,using the company
139、s products or services,contacting a company with a query,or even browsing their website or store so not all respondents will have been existing customers of the brand they evaluated.In order to be included in the final rankings for each country,each brand must have achieved a minimum number of consu
140、mer responses.This report analyzes the results of a consumer survey undertaken in June through August 2022.As such,all companies,including audit clients,are representative of consumer opinion and ranking.Mentions of individual companies should not be interpreted as an endorsement by KPMG Internation
141、al or its member firms.CEE scores The rankings for each country are determined by the CEE scores of the brands surveyed.The CEE score is derived for each brand via a weighted average of the brands score for each of The Six Pillars.The weighting is calculated through regression analysis to understand
142、 the relative importance of each pillar in driving the two commercial outcomes measured in the analysis:advocacy and loyalty.Global CEE coverage in 202225countries,regions and jurisdictions3,077brands evaluated89,903 consumers 876,864 individual brand evaluationsForeword2022 Hall of fameOrchestratin
143、g the connected customer experienceConclusionThe Six Pillars in 2022Methodology 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience162022 Hall of fameFiel
144、mann Austria and GermanyAir Bank Czech RepublicParc AsterixFranceTaj Hotels,Resorts and PalacesIndiaA leading bankIndonesiaApple StoreItaly,Hong Kong(SAR),China and SingaporeCredit Union IrelandIrelandTokyo Disney ResortJapanBank Islam BerhadMalaysiaNu BankMexicoKeurlsagerNetherlandsMighty ApeNew Ze
145、alandGCashPhilippinesBringoRomaniaHiltonSaudi ArabiaMartinusSlovakiaDin Tai FungTaiwanPrudentialThailandEmirates AirlinesUAEUSAAUSPharmacy2UUKFedExVietnamForewordOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall of fame 2022 Copyright owned by one o
146、r more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.17Orchestrating the connected customer experience8 fielmann- Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 202220
147、22 Hall of fame 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience18Austria and Germany FielmannCzech Republic Air BankFielmann is the very definition of
148、 a future-ready company.It retains its leading position in both Austria and Germany and has been one of the pioneers of the omnichannel business model in eye care.In a market that continues to grow steadily year on year,Fielmann has fueled market growth by using carefully defined omnichannel strateg
149、ies and the application of advanced technology.It is pioneering three technologies:Fielmann Fit,Fielmann Focus and Fielmann Vision.These three technologies combined will help Fielmann customers to buy glasses also from the online shop and via the app in the future without leaving their home.The“Fiel
150、mann Fit”technology measures the customers face using over 18,900 measuring points and compares the anatomical data with the 3D model of the selected glasses.Initially,Fielmann had used this technology to sell non-corrective sunglasses in its online shop,but it is now the first step towards also bei
151、ng able to sell corrective glasses online.At the end of last year,after a series of measurements with thousands of test subjects,“Fielmann Focus”was certified as a medical product.It checks vison change using a smartphone,and this has been made available to all Fielmann customers whose lens values a
152、re stored in the system and who meet certain parameters.For example,the diopter values are only allowed to lie between plus andminus 2.5.The decisive key technology,however,which is also intended to enable new customers to order their glasses from Fielmann from the first to the last step,is now ente
153、ring user testing.Online refraction called“Fielmann Vision”makes use of a well-known method of objective refraction determination:the photorefraction.Combined with artificial intelligence,it is intended to deliver data that is so reliable that the technology can be integrated into Fielmanns digital
154、channels,both the app and the online shop,in the foreseeable future.8Air Bank was founded 10 years ago as one of a new generation of digital and retail banks.It has a strong history of continuous customer-centric innovation being the first Czech bank to launch instant payments.It was also among the
155、first to make the Apple Pay service available,and is subsequently going on to add Google Pay,Garmin Pay,and Fitbit Pay.It launched multi-banking and linked this system with all other major banks.In 2021,Air Bank deployed the first banking app that could be voice-controlled in the Czech Republic.It w
156、as also one of the first banks in the Czech Republic to offer banking identity,or BankID,as a means of facilitating communication with the public and commercial sectors.Air Bank clients can now receive returns on their savings by investing via the Portu service.They can also invest in other clients
157、loans via the Zonky Rentir service.Environmental and social concern is important to Air Bank.In 2021,the bank committed to environmentally and socially responsible business by subscribing to the Czech Banking Associations Memorandum on Sustainable Finance.9 parcasterix.fr/en/offres/filotomatix 10/in
158、sights/taj-hotels-success-story France Parc AsterixIndia Taj Hotels,Resorts and PalacesParc Asterix was a new addition to the French index this year and immediately took the top position.It is a playground for innovations where immersion,digitalization,and experience are the watchwords.Now celebrati
159、ng over 30 years in operation,it is a theme park based on the cartoon stories of the Adventures of Asterix.In recent years it has extended its status as a destination by adding themed hotels.With thrilling rides and immersive experiences,the park gets 2 million visitors a year.Introducing virtual qu
160、euing it has overcome one of the key pain points in a theme park,making customer visits much easier and less stressful.It is an environment where every team member knows that their passion,integrity,commitment,teamwork and innovation are what drives success.Acutely conscious of its environmental imp
161、act,the park works closely with the Conservatory of Natural Sites of Picardie,introducing several initiatives to reduce waste production and also to preserve or restore natural areas.9Taj employees strive to consistently deliver“Tajness”a signature customer experience where employees are encouraged
162、to put customer needs above everything else and ensure that the Taj experience exceeds anything they may have encountered elsewhere.The ultimate manifestation of this occurred during the Mumbai terrorist attack,employees put their customers lives ahead of their own.There are many that describe Taj H
163、otels as the best customer service company in the world.They aspire to achieve customer delight in every guest interaction.The staff whether in housekeeping,at the restaurants,or room service all perform random acts of kindness that leave the customer surprised,pleased,and cared for.Acustomer servic
164、e culture shines through at every touchpoint.The companys success lies in forensic attention to detail,learning and remembering what each guests preferences are.Employees genuinely want customers to feel cared for,and are empowered to ensure customers feel happy,even if this incurs extra costs.When
165、faced with a complaint they do everything in their power to not just put things right,but to go one step beyond and ensure they recover the guests trust and positivity towards the brand.“Tajness”is carefully nurtured from the care that is taken in ensuring new employees reflect and embody traditiona
166、l Indian values as they go through an extensive 18-month training program that empowers and enables them to achieve great things for customers.The internal STARS(Special Thanks and Recognition System)program links customer delight to employee rewards.When customer compliments are given,or colleagues
167、 provide feedback,the employee is rewarded.The Zero Touch Engagement system also ensured that during the pandemic customers could do everything digitally with no need to interact with staff.Instead they could use a digital room key,accommodations were accessible using a smart phone.10Foreword2022 Ha
168、ll of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall of fame 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected cus
169、tomer experience19IndonesiaA leading bankItaly,Hong Kong(SAR),China and SingaporeApple StoreThis leading Indonesian bank is very focused on NPS and use it to drive great experiences along the end-to-end customer journey.The bank is keen to exceed customer expectations in key moments that matter,such
170、 as onboarding,dealing with complex acquisitions,acquires and responding rapidly to fraud.The banks digital strategy is an aspirational one,seeking to position itself as the leader in digital financial services,believing that a continuous expansion in digital capabilities is key to growing its custo
171、mer base and extending the customer support ecosystem.Customer engagement is a critical factor,which means understanding and adapting quickly to changing customer behavior.The focus is on creating digital capabilities that enable it to respond quickly and positively to ever changing customer needs.T
172、his bank has embraced API legacy system connectivity and opened its banking facilities to Fintech partners who were able to add value to the customer banking ecosystem.They provided full online account opening in 2019.It is also committed to learning from its customers.They launch a new product only
173、 after studying market or customer behavior.As a transactional bank,they can observe customer operations,develop potential products,and then let the market decide if they work.As the leading brand in three countries Apple Store shows that its unique approach to its customers transcends local geograp
174、hies.Apple Stores secret sauce is an unrivalled commitment to building strong customer relationships.Its stores are more about enriching customers lives than simply selling them things.While in the factory they build world leading products,and in the store they sell expertise.It is its people rather
175、 than the products that make the difference.One of the first companies in the world to recognize that every human-to-human interaction can be upscaled to best practice,it introduced the acronym A.P.P.L.E.A:Approach customers with a personalized,warm welcomeP:Probe politely to understand the customer
176、s needsP:Present a solution for the customer to take home todayL:Listen for and resolve issues or concernsE:End with a fond farewell and an invitation to returnExceptional training in product knowledge means every employee is an expert and most are“geniuses,”working to make sure that even the tricki
177、est of questions can be answered quickly and satisfactorily.As stores are rebranded as simply“Apple”,dropping the word store,they are being repositioned from being retail outlets to what Apple describes as a town square where the best of the companys thinking comes together,and everyone is welcome.1
178、212 Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall of fame 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestratin
179、g the connected customer experience20IrelandCredit Union IrelandJapanTokyo Disney ResortCredit Union Ireland continues to hold its top market index position.A mutual organization,it is owned by its members and is run for their benefit.It has a non-profit ethos.Its starting point,therefore,is custome
180、r orientated;it is based on a philosophy of people helping people.Every interaction is an opportunity to show that they really care about every member who walks through their door,picks up the phone,or sends them an email.Credit unions feature in every town and village in Ireland,an essential financ
181、ial mainstay to equip members with the financial wherewithal to improve their lives.They help fund local community groups,improving the facilities that serve local people.They operate a home visit scheme for those that are unable to leave their homes,whether from isolating during the pandemic or bec
182、ause of physical issues.13Once again Tokyo Disney Resort leads the Japan index.Tokyo Disney Resort is one of the worlds most popular themed resorts,and consists mainly of two Disney theme parks:Tokyo Disneyland and Tokyo DisneySea.It was the first Disney Park to be built outside of the United States
183、.This year,these two theme parks celebrated their 800 millionth visitor.Since its opening in 1983,Tokyo Disney Resort has been a commercial success and fan favorite.The resort continues to improve customer experiences by initiating daily attendance limits that reduce overcrowding and help to better
184、manage resources and staffing.Additionally,a new reservation system called Disney Premier Access provides guests with the convenience of reserving certain park attractions by using an app that offers the ability to select preferred times and make reservations to experience attractions.This service,a
185、vailable for a fee,provides flexibility for those who want to personalize their experience and get the most out of their visit.Exhibiting all of the Disney values with outstanding customer service,it is also felt to be one of the most beautiful parks.1413 14 Foreword2022 Hall of fameOrchestrating th
186、e connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall of fame 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience21Malaysia
187、Bank Islam BerhadBank Islam Malaysia Berhad is an Islamic bank based in Malaysia that has been in operation since July 1983.Bank Islam was established primarily to assist the financial needs of the countrys Muslim population and has since extended its services to the broader population.It is the lar
188、gest provider of Shariah-compliant financial products and services in the country.It is focused on implementing its LEAP25 Strategy,which is designed to transform the bank into the champion in Sharia-compliant environmental,social and governance(ESG)initiatives,with leadership in digital banking and
189、 social finance.Digital transformation is a core pillar of the banks strategy and in the past year,its leveraged digital channels to expand its reach and improve convenience.The banks recently launched Be U mobile app is targeted at the younger generation.It offers a savings account that allows zero
190、 balance,fund transfer capabilities,and a“nest”feature that helps users save for specific goals.The app offers convenience and a fully digital offer for customers who dont want to visit one of the banks 141 nationwide branches.This is crucial for the digital natives who make up the younger demograph
191、ic.15MexicoNubankNubank has a singular brand promise:to offer,transparent,easy to understandand hassle-free banking.It empowers its employees to deliver“WoW“service looking to ensure the customer is always more than just satisfied with any experience they have through outstanding customer service.It
192、s service is defined by four pillars,Anticipation,Solving,Caring,and Training.Nubank launched in Brazil in 2013 with a mission to redefine peoples relationship with money through simple,mobile-first banking and credit card services.It is obsessive about customer experience,and this permeates everyth
193、ing they do.It defines its core purpose as fighting complexity and empowering customers.They want to give people everything they need to have a great relationship with their money.Their goal isnt just solving customer problems but creating what the company calls“WoW”moments with customers.WoW moment
194、s occur when bank personnel go off script and empathize with customers,making a real connection.It could involve solving a complex problem,or just having a great conversation.Team members can send customers a gift or handwritten note,and can even decorate the container however they want.These moment
195、s have strengthened the banks connection with its customers by exceeding their expectations.As a core part of Nubanks culture:agents have created more than 6,000 WoW moments in the past five years.1615 16 Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionTh
196、e Six Pillars in 20222022 Hall of fame 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience22NetherlandsKeurslagerKeurslager continues to be ranked at the
197、top of the Netherlands index.It is a fresh meat and deli retailer,where food is showcased and its craftmanship andpassion are presented in a way that excites and inspires.The company is fixated on the quality of its product with strict controls and hygiene processes governing every aspect of product
198、 presentation and delivery.It is this passion for the product that is evident in every store and every interaction that sets Keurslager apart.Helpful and knowledgeable staff ensure customers get the most from their purchases and are encouraged to experiment and try new things.Keurslager is recognize
199、d globally as a pace setter in new product development,sharing their ideas with companies in different countries.Reputed among its fans as providing high quality products and great service,it sets new standards in how traditional food retailers can compete in the new digital onlineworld.The company
200、culture is focused on preparing the finest products,whether it concerns a pure piece of meat,or other specialties.They use the freshest ingredients to achieve the best quality.Their passion for customers and their trade is evident in every interaction.17,18 17 18 19 New ZealandMighty ApeMighty Ape i
201、s New Zealands top scorer in this years index.It is an online retail store,founded and operated in New Zealand and famed for being the countrys coolest online store.Mighty Ape started life as a retailer selling gaming products,but with mixed success.It moved fully online in 2007.Since then,it has ex
202、panded its product range to include books,music,toys,and collectibles and more recently has expanded into household items to become New Zealands biggest online store.It has grown its business on amazing customer service and overnight delivery anywhere in New Zealand with same day service in major ci
203、ties.Its key differentiators are speed,efficiency and range coupled with excellent customer communications.Respondents almost universally described its service as“amazing.”19Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall
204、of fame 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience2320 21 22 PhilippinesGCashGCash is mobile money or“e-money”that allows customers to pay bills,
205、send or receive money,buy mobile data,shop online,book movie tickets,and more with the use of their smartphone.Through a“mobile wallet,”customers get to do all these transactions anytime and anywhere without the need to withdraw money.It has grown to over 60 million mobile wallet users in the Philip
206、pines,and has economically empowered its community and small businesses during the COVID-19 pandemic.With a strong focus on the Voice of the Customer,GCash continuously drives customer experience success and approaches challenges as growth opportunities,leveraging technology innovations and the powe
207、r of data and insights.Described as a super app,GCash is fixated on the customer experience.GCash believes that its essential to integrate customer feedback and needs into developing insight-driven customer experiences.They focus on delivering on their promise of convenience,reliability and safety s
208、o customers can do their financial essentials with peace of mind.A key focus for GCash is resolution.Sending money needs to happen in real time,credit needs to be accepted by merchants,and savings should be transparent and easily accessible.However,in the event that a product or service experiences
209、roadblocks,GCash assures users that they will quickly react and solve these problems.20RomaniaBringoThe Bringo delivery platform is now present in over 30 Romanian cities.It provides a personal shopping experience through a mobile app.It was recently acquired by Carrefour but has had a strategic par
210、tnership there for five years.Bringo aspires towards personalizing the shopping experience in a way that is as flexible and efficient as possible,adapted to the dynamic lifestyle of its customers,while maintaining the guarantees of quality.It is focused on removing the pain of shopping for specific
211、segments.Bringo offers customers time,because they want to spend time with their families,or enjoy more“me”time.There are customers who are driven by need or want for products they forgot to buy when at the store.They also have customers for whom its simply impossible to go shopping,such as mothers
212、with babies,differently abled customers,or people with reduced mobility.In 2021,Bringo launched a new 30-minute fast delivery service in Bucharest and Iasi which can be used by customers living close to certain Carrefour Market stores.Using electric and traditional bicycles,Bringo is able to deliver
213、 within 30minutes.21,22Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall of fame 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights re
214、served.Orchestrating the connected customer experience24Saudi ArabiaHiltonFor customers in Saudi Arabia,global hotel chain Hilton topped their list of excellent companies.With the Hilton Riyadh getting five-star reviews from every customer,it sets a very high standard across the kingdom.Its success
215、has come from thinking about all the micro moments they have with customers where theyre experiencing the Hilton brand and how they can be harnessed to create the maximum positive impact.Every aspect of the customer journey is forensically examined from dreaming and shopping,to booking and staying a
216、t the property.Superior service is foremost as customers move between online and offline.The goal is to make the customer relationship seamless so that it feels like the same brand every time customers experience the brand,whether its on a TV ad,or a digital banner,or on a property.The Hilton app br
217、ings a range of leading capabilities including a digital key,making it easy for guests to access their room without having to wait at the front desk.They are focused on empowering their customer through their mobile device so they can use it as a command center.Guests can operate and control every a
218、spect of the room,thermostat,blinds,light switch,and fully automate their experience.2323 24 25 SlovakiaMartinusBook seller Martinus retains its top ranking in Slovakia.They describe their customer experience as shaped by the following principles:Passion because we love what we do.Personal approach
219、because we want to understand each other even though we are completely different.Wow effect because we deliberately do little things that together create a unique experience.Strive for improvement because we appreciate curiosity,initiative,and progress.The“Martinus spirit”permeates everything the co
220、mpany does.When updating their online website recently Martinus was guided by a strongly articulated customer outcome.It needed to be a website that acts like a good librarian and leads customers to what theyre looking for,always advises with empathy and expertise,and helps with any additional requi
221、rements.To achieve this they designed thematic collections that are compiled by real librarians;who are experts on the given topic.These librarians personally sign each of the collections and make them more personal.This way,customers are building relationships with librarians,just as they might do
222、in physical stores.Customer inspiration comes through the store itself with its unique atmosphere and enthusiastic staff that are always willing to help customers to discover new reading materials.Martinus tries to ensure that the unique in-store experience is replicated online.It is this focus on c
223、reating a human online experience that is consistent with the store experience that has been a prime driver of its success.24,25Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall of fame 2022 Copyright owned by one or more of
224、 the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience25TaiwanDin Tai FungDin Tai Fung started as a storefront eatery and has now become one of the most successful privately owned restaurants,wit
225、h more than 170 locations in 13countries around the world,including the US.In Taiwan it serves 18,000 customers every day from 11 locations.At any given location,time,or day of the week,there is always a long line of customers waiting outside of Din Tai Fung,eager to taste its dim sum-style menu.The
226、 owner and CEO,Yang Ji Hua,is very hands on.Over the past four decades Yang has devoted his attention to refining every detail,from the quality of their dishes to plating,cleanliness,employee training,and customer service.Its all in the details.To make the correct soup dumpling,every step must be me
227、ticulously executed,from the quality of meat,the amount of salt and the steaming time,to its precise weight and number of folds 16 grams and 18 pinches to be exact.It is a business that is also focused on employee welfare.Each day employees fill out a form indicating how theyre feeling that day,and
228、the store managers will assign tasks accordingly.Beyond a higher-than-average salary,Din Tai Fung provides an array of employee benefits,including therapists and activity trainers who provide physical and emotional support.2626 27 28 ThailandPrudentialPrudential Thailand sets out its ambition to del
229、iver the“best possible experience to all customers”and its stated purpose is“helping Thai people get the most out of life.”Many Thai customers experience Prudential through the relationship Prudential has as the provider of insurance and protection products via their employer.Prudential has made sig
230、nificant investments in using digital technology to enhance the customer experience as they focus on employee health and well-being.It has created an entire eco system of products and support materials that can be tailored by each individual to their own unique needs.Customers get 24/7 access to the
231、“Pulse by Prudential”application,an all-in-one digital health app and the first of its kind in Asia and Africa to offer holistic health management and customer services to consumers.Live chat ensures that customers are able to digitally interact with Prudential as,and when,they need to.27,28Foreword
232、2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall of fame 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connec
233、ted customer experience26UAEEmirates AirlinesEmirates has earned a strong reputation around the world for its innovations and customer centricity.It has kept its top spot in the UAE index and leads in all Six Pillars.The airline is known for providing excellent assistance throughout the customer jou
234、rneyfrom searching for flights,ticketing,and rescheduling to check-in,lounges,and in-flight service.Many customers have appreciated the ability to rebook without fees during the pandemic.The airline also introduced new ways for Emirates Skywards members to earn miles,and extend miles expiration and
235、tier status during this time.Emirates is focused on listening to customer feedback and implementing change where needed.It has recently invested heavily in addressing an area in which clients asked to see improvement:food menus and variety.One initiative is bringing in world-class chefs to inspire n
236、ew offerings,and another is focused on vegan and healthy plant-based meal options.Despite leading the industry in staff hospitality,the airline wants to reinforce this area with specialized training for cabin crews.It is working with one of the worlds top hospitality management schools,Ecole Hotelie
237、re de Lausanne,to develop the course.As one happy customer stated in our survey,“They are the best in everything,from query to service.”2929 30 Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall of fame 2022 Copyright owned b
238、y one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience27Artificial Intelligence,virtual reality,smart health-tech,AI doctors and at-home blood tests.The healthcare industry is set
239、 to undergo a transformation,powered by technology that ultimately gives patients betteroutcomes and greater accessibility and Pharmacy2U is at the vanguard of this movement.With the adoption of the Electronic Prescription Service(EPS),managing long-term prescriptions and tracking patient adherence
240、can now be done online.Pharmacy2U,which is the founding partner to the NHS in the launch of the EPS,is focused on removing the hassle usually associated with prescriptions by centrally dispensing millions of medications a month.The company liaises with physicians,centrally dispenses medication via f
241、ree delivery,and reminds the patient when their next pillsare due.It also monitors usage and ensures patients are using their medication appropriately.It supports its online operation with a contact center staffed with qualified pharmacists to ensure that when customers need to speak to a human,a fu
242、lly qualified individual is available to take their call and provide the reassurance and guidance they need.30UKPharmacy2U31 Foreword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 20222022 Hall of fame 2022 Copyright owned by one or more of th
243、e KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience28Like most countries,Vietnam has experienced a substantial boom in ecommerce.Accelerated by the pandemic,home delivery has become a majorfeatur
244、e of Asian commerce.In response,FedEx launched the“FedEx Delivery Manager”which allows e-merchants to provide their customers with the ability to customize their FedEx Express deliveries.For example,their customers can choose delivery options such as rescheduling delivery time or location,an added c
245、onvenience for small and medium businesses at no extra cost.FedEx Delivery Manager plays an essential role in delivering a smooth last-mile delivery.FedEx has a long history in Vietnam and has a strong reputation for innovation and customer service.Fueled by its global Purple Promise to“strive to ma
246、ke every customers experience outstanding,”FedEx is recognizing and rewarding employees who bring this promise to life and do great things for customers.FedEx continues to enhance its customer experience,which goes beyond satisfaction and building brand loyalty.The company believes that employees sh
247、ould have the skill,knowledge,and display the right behavior to exceed customers expectations.To that end,they provide an extensive training and development program for all employees.31VietnamFedExFor the last decade USAA has continually been in one of the top spots in our US index.Its commitment to
248、 outstanding member service,innovation,and customer centricity,all at significantly lower cost to comparable organizations,sets it apart.USAA is a future-ready financial service and insurance company.It constantly evaluates new technology and finds new use cases to improve the customer experience.It
249、 rebuilt its enterprise IT architecture to facilitate customer life events and journeys some 10 years ago,adding to its existing flexible technology ecosystem.The companys response to the pandemic was to accelerate its digital roadmap and use the pandemic as an innovation incubator,finding new ways
250、to serve its members in a rapidly evolving world.These new solutions will help keep USAA members safe and ultimately save them money and time through technology and automation.USUSAAConclusionThe leading companies across each of the countries and territories share a set of common characteristics.The
251、y understand their customers in the markets they serve.They are intentionally focused on delivering positive customer experiences.And they are positioning themselves to be flexible,agile,and prepared for an evolving,uncertain future.As the trading environment becomes more complex and less predictabl
252、e,companies that prioritize understanding their customers in the context of their markets,focus on orchestrating intentional customer experiences,and remain responsive,agile,and adaptable will be better prepared to navigate the future successfully.Foreword2022 Hall of fameOrchestrating the connected
253、 customer experienceMethodologyThe Six Pillars in 2022Conclusion 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the connected customer experience29 This requires customer closeness,cu
254、stomer insight,and an organizational design that enables rapid reconfiguration.Companies are now designing foundational systems and IT architectures that have flexibility inbuilt,applying development techniques that are accelerating time to market and measurement systems that enable ongoing refineme
255、nt.New technologies are quickly assessed for their contribution to the efficiency and effectiveness of the organization and rapidly deployed in a test and learn environment.It is not technology for technologys sake,but a considered approach to how the customer experience can be augmented and improve
256、d.Cross-functional working is a way of life;collaboration is a critical competence.Achieving significant improvements to customer outcomes is a driving force.Companies such as Fielmann are set on a course to achieve what many might have believed was unachievable,remote eyesight diagnostics.For Pharm
257、acy2U,it is the advanced use of robotics that has completely redesigned how customers order and receive prescription medicines.Organizations such as USAA,Bringo,and GCash invest considerable time and effort in not just studying their customers but anticipating what changes will take place in the cus
258、tomers world,what new needs might arise,what pain points can be removed,and how the company can be present in the customers life when these changes occur.But central to success is the ability to orchestrate resources and capabilities quickly and flexibly around changing customer needs.As firms consi
259、der how they orchestrate a connected customer experience,designing flexibility into the organizational design has become a critical next step.Julio HernandezGlobal Customer and Operations Service Line Lead,Head of Global Customer Center of ExcellenceKPMG in the US E: Werner GirthPartner,Advisory KPM
260、G in Austria E:wgirthkpmg.atLukas CingrHead of Customer and Digital Advisory KPMG in the Czech RepublicE:lcingrkpmg.czFranois-Xavier LerouxPartner,Customer&Digital KPMG in FranceE:fxlerouxkpmg.frTom LurtzPartner,Consulting,Value Chain Transformation KPMG in GermanyE:Sean RenDirector of Strategy and
261、Operations Consulting for Financial Services KPMG in Hong Kong(SAR)E:Manuj OhriPartner KPMG in IndiaE:Vasu PazhoorPartner,Advisory KPMG in Indonesia E:vasu.pazhoorkpmg.co.idOwen LewisPartner,Management Consulting KPMG in IrelandE:owen.lewiskpmg.ieMassimo Curcio Partner,AdvisoryManagement ConsultingK
262、PMG in ItalyE:massimocurciokpmg.itHiroaki IjimaPartner,Strategy&OperationsKPMG in JapanE:Alvin GanPartner KPMG in MalaysiaE:.myManuel HinojosaCustomer Solutions Partner KPMG in Mexico E:.mxEdgar MolenaarsPartner,Customer and Brand Advisory KPMG in the NetherlandsE:molenaars.edgarkpmg.nlIan Williamso
263、nPartner,Management ConsultingHead of Retail KPMG in New ZealandE:iwilliamsonkpmg.co.nzImelda Horario CorrosPartner,Management Consulting KPMG in the Philippines E: Victor IancuCustomer Advisory Lead KPMG in Romania E:Adib KilzieHead of Customer Experience,Cloud and Enterprise Solutions KPMG in Saud
264、i Arabia and LevantE:Guillaume SachetPartner,Advisory KPMG in SingaporeE:.sgStanislav SumskyHead of Advisory KPMG in Slovakia E:ssumskykpmg.skWayne LaiChief Digital Officer,Head of Digital KPMG in TaiwanE:.twChristopher Saunders Partner,Head of Financial Services KPMG in Thailand E:csaunders2kpmg.co
265、.thGoncalo TraquinaPartner,Management Consulting KPMG Lower Gulf E:Tim KnightPartner,Head of Customer&Operations KPMG in the UK E:tim.knightkpmg.co.ukJeff MangoManaging Director,Customer Experience LeadKPMG in the US E:Nguyen Tuan Hong PhucPartner,Head of Customer&Operations Consulting KPMG in Vietn
266、am E:.vnContactsForeword2022 Hall of fameOrchestrating the connected customer experienceMethodologyConclusionThe Six Pillars in 2022 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Orchestrating the
267、 connected customer experience30The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.Although we endeavour to provide accurate and timely information,there can be no guarantee that such information is accurate
268、 as of the date it is received or that it will continue to be accurate in the future.No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.The statements made in this report and the related case studies are based on the
269、 results of our survey and should not be construed as an endorsement by KPMG of the companies goods or services.Some or all of the services described herein may not be permissible for KPMG audit clients and their affiliates or related entities.2022 Copyright owned by one or more of the KPMG Internat
270、ional entities.KPMG International entities provide no services to clients.All rights reserved.KPMG refers to the global organization or to one or more of the member firms of KPMG International Limited(“KPMG International”),each of which is a separate legal entity.KPMG International Limited is a priv
271、ate English company limited by guarantee and does not provide services to clients.For more detail about our structure please visit home.kpmg/governance.The KPMG name and logo are registered trademarks or trademarks of KPMG International.Publication name:Orchestrating the connected customer experiencePublication number:138316-G Publication date:October 2022home.kpmg/CEE2022