Our approach begins with the evidence based collection of Customer experience (CX) and Employee Experience (EX) data.
We attach great importance to Employee Experience. By means of scientific measuring instruments, we examine the behaviour, the attitude of your employees and their underlying motives. We measure Customer Experience where necessary with measuring instruments developed for this purpose, but often unlocking already available data within your organisation is sufficient.
When employee behavior and customer experience are digitized, we can connect knowledge about employees, customers and organisational results.
We link all collected data to each other with advanced statistical technology. We put the influence of employees on customer satisfaction in the picture. This helps us to express the impact of employees (EX) and customer Experience (CX) on the business results in a financial value.
The linked data must then be interpreted in order to achieve an insightful blueprint of the situation on the basis of which improvements can be realised.
With in-depth data analysis based on Structural Equation modelling and Machine Learning technology, we show why a particular location, department, flight or location is performing better. These insights are the basis for strategies to structurally improve your figures (turnover, customer satisfaction, conversion, retention, turnover and absenteeism).
Our data analysis shows which indicators (with respect to your customers and employees) have a decisive influence on turnover, conversion, retention, customer satisfaction, turnover and absenteeism. By integrating knowledge about employees and customers, we offer an organization wide picture where and how effective in the organization can be improved.
The analysis of the employee Experience shows what behaviour and attitude of employees towards each other, the customer and the organization contribute to better customer and business results.
For the customer Experience, it is clear which aspects of the customer journey and beyond (e.g. an incident or a complaint) ultimately have the greatest impact on the financial results.
For an airline we coupled the crew's behaviour during a flight to the passenger experience during the same flight. The results were then linked to the customer's booking behaviour. This made clear what concrete interventions in the behaviour of employees within the customer journey lead to improved customer retention. In this way we created an improvement potential of tens of millions, in turnover.
In a retailer we have linked the conversion and sales per branch to the behaviour of employees (EX) and the Customer Experience (CX) per branch. This made it easier to understand why some affiliates perform better than others, but we could also provide grips for improving results in underperforming affiliates.