Customer Experience

CUSTOMER

EXPERIENCE
IN
ECOMMERCE
CO N T E N TS

Introduction 3

Chapter 1.
About Customer Experience 5

The importance of Customer Experience ................................................................. 6
Why do people really buy? ....................................................................................... 10

What is Customer Experience, exactly? .............................................................. 11
Traditional vs. Digital Customer Experience ........................................................... 12
What is Customer Experience Strategy? ................................................................. 13
Customer Experience Management ........................................................................ 13
7 reasons why Customer Experience Management is vital ................................... 14
What IS a good customer experience? .................................................................... 17
Chapter 2.
How can we create the best eCommerce Customer Experience? 19

About Customer Journey Mapping .......................................................................... 22
Research & Analysis ................................................................................................. 26

The Customer Journey ‘As Is’ ................................................................................... 34
The Customer Journey ‘To Be’ .................................................................................. 39

The Optimized Customer Journey ........................................................................... 42
Chapter 3.
How to Measure Customer Experience 43
Chapter 4.
Factors that Affect Customer Experience 59

Conclusion 64
Introduction
Welcome to the Experience Economy, where businesses

must form unique connections in order to secure their
customers’ affections – and ensure their own economic
vitality.”
B. Joseph Pine II & James H. Gilmore
The above quote from a 1998 article in

the Harvard Business Review by B. Joseph
Pine II and James H. Gilmore, expressing
their vision of the new concept of customer
relationships, echoes the mantra for
today’s market competitiveness.
Consumer behavior has changed

over time, especially in the last century.
The Manufacturing Age made industrial
powerhouses like Ford, Boeing and GE
hugely successful, the age of distribution
created companies such as Walmart,
Toyota, P&G, and UPS, and the Information
Era has prompted the rise of companies
like Yahoo and Google. We are now facing
the Customer Age, which has empowered
engagement and personalization on
di erent channels for people using
products and services.
What has become patently clear, is

that businesses now face unprecedented
changes on a global scale in economic,
technological, and consumer behavior. The 5 stages of “progression of economic value” from
commodities to goods to services and, ultimately, to
experiences - by Joseph Pine II and James H. Gilmore
It is no longer about price positioning or
adding another feature to your product for
3 www.omniconvert.com
the sake of innovation ut a out this single di erentiator the Customer Experience.
Customer Experience and eCommerce go hand in hand. We expect nothing less

than a seamless, agreeable process that takes relatively little time, and is personalized
and straight-to-the-point. Conceiving and delivering the best online experience is not,
however as easy as it may seem at first glance.
Each year, we buy more and more online, from beauty products to clothes, food,
and other everyday essentials. Why do we do so? One reason is that we have gone
digital. nother has to do with the implications of this digitali ation faster service more
customized experiences, less stress, more convenience, and so on.
According to market research, 80% of companies think they o er great customer

experiences, but only 8% of consumers actually agree.
What can we do to earn our customers’ loyalty, and how do we keep it? Let’s take a dive
together into the world of Customer Experience.
01 02 03 04
About Customer Experience
Chapter 1
ABOUT
CUSTOMER
EXPERIENCE
01 02 03 04
The Importance of Customer Experience
The purpose of a business is to create

and keep a customer.”
Peter Drucker
nfortunately many companies only focus on the first part of Drucker’s statement.
When Vince Hanson went to pick up his Audi A4 from Titan Motorsports in Orlando, the
technician took it for one last, very expensive test-drive. He made an illegal U-turn, crashing
into another car. But ince figured they’ll fix it right o not at all.
ather than accept responsi ility and o er to fix the damage the shop told him that
the contract he had signed, absolved them of any responsibility. They gained a customer,
but lost him just as fast. This is a great example of a company that is more interested in
the contents of a customer’s wallet than the customer himself.
Source: PwC Future of Customer Experience Survey 2017/18
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Many agree that, in business, there is only one boss: the customer and he can fire
everybody in the company from the chairman down, merely by choosing to spend his
money somewhere else. It is, therefore, vital that you understand what drives people to
take their business elsewhere.
Price and product quality is a given — 79% of US consumers say they would probably
switch from one favored brand to another for a better price, and 52% would do so for
improved product quality. Such drivers often dictate initial choices too — and in many
instances, switching brands may not be so easy. For many, it’s simply not worth the hassle
for minor enefits.
We know, however, that it is extremely difficult these days to compete on products,

service and price. This is why the best-performing businesses are the ones that have
taken it up a notch by focusing more on their customers and the things that matter
most to them. hink a out it this way customer experience is positively correlated to the
way people perceive the product or service you are o ering. n fact most people value
customer experience far more than the price. This pretty much means that you’ll be able
to charge more if you are confident you can o er an unbeatable experience.
Moreover, customers remember the service, the experience and the interaction a lot
longer than they remember the price. This is why great businesses see service not as an
additional cost but more as a sales opportunity.
When it comes to satisfying online shoppers, you need to provide quick and helpful
customer service. Otherwise, you’ll lose valuable business. Period.
Fail to meet your customer’s expectations, and they’ll click away

into Google’s abyss.
Don’t take our word for it, here are a few stats to illustrate exactly what we’re talking
a out
• 71% of online shoppers aged 16 - 24 say quick customer support drastically improves
their customer experience.
• 90% of consumers say receiving an ‘immediate’ response is ‘important’ or ‘very
important’ if they’re asking a uestion 0% defining immediate’ as 0 mins or less.
• 73% of shoppers say valuing their time is the most important thing a brand can do
with regards to customer service.
These are just a few of many statistics - but they all sing from the same hymn sheet.
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Time is of the essence when it comes to high-quality customer service.
And yes, you need to respond to customer support queries and fast. But, you and your
team can’t be glued to your laptops day and night. This is where a Shopify live chat widget
could help you meet the ever-increasing demands of your customers.
f you’re not already o ering customers live chat support on your website - this needs
to change. Studies show this comms channel delivers high customer satisfaction (73%)
- more than any other customer service channel. When used to the fullest, live chat
significantly enhances the customer experience.
Depending on your target demographic and marketing strategy, integrating your

website’s live chat with Facebook Messenger is another way to potentially speed up
response times. Take Ellana Cosmetics as an example. The majority of its customers shop
via social media, so they started using the chat integration to recognize its Facebook users
and match them to customer data pulled from their eCommerce platform.
t’s not ust live chat that ena les fast and e cient customer service. hese days online
shoppers expect a variety of contact options to choose from.
It doesn’t matter whether customers are shopping via your online shop, social media,
or your high street store. Customers crave consistency and personalized experience -
which is what integrated customer support software ena les you to o er.
ord-of-mouth is still one of the most powerful marketing channels so o ering a

positive experience results in happy customers who will be more inclined to become
brand advocates in the future.
Source: Gartner
n the last five years the cost of customer ac uisition has increased y over 0% and
ac uiring a new customer is now five times more expensive than retaining an existing
one. You may have already heard the famous line, ‘Half of your advertising budget gets
wasted; you just never know which half.’ This is why 89% of businesses see customer
01 02 03 04
experience as a key factor in driving customer loyalty and retention. Creating a great
eCommerce customer experience comes in handy when it comes to building loyalty
among customers, who will come back to buy from you over and over again.
Increasing customer loyalty by as little as 5% can increase profits y anywhere from

25% to 95%. Customers who’ve had a very good experience are 3.5 times more likely to
repurchase and are five times more likely to recommend the company to friends and
relatives, than if they had a poor experience. You must focus on them and on what makes
their experience worthwhile.
On the other hand, bad customer experience is extremely costly for any business.
More than half of Americans have given up on a planned purchase because of poor
customer service. Over 50% of customers say that after just one negative experience, they
will never do business with that company again.
Source: NewVoiceMedia
01 02 03 04
Yet, you can always turn experiences that fall short of customer expectations to your
advantage. Yes, people can be very demanding, but they are also compassionate and
understanding. If you adapt quickly and turn things around, they will be willing to give you
a second chance. The key is to be willing to learn from your mistakes and to stay mindful
of what your customers want and need.
We’ve grown used to the vast number of ads and commercials to which we are exposed
each day. Targeted ads on websites and social media have made it easier than ever
for usinesses to reach us and make us aware of what they o er. hile they are indeed
e ective one never knows why some types of content perform etter than others.
That is not the case with the online customer experience, however. We can easily
measure the performance of our website, we can track users and their behavior, and we
can make improvements ased on our findings. ur we sites are modern-day usiness
cards they tell a great deal a out our vision our mission and the value we place on
consumers. he experience we o er is more powerful than any kind of advertising and
not without reason.
Why do people really buy?
Humans are programmed to avoid pain and chase desires. Take your brain to the mall,
and it will thank you! Dopamine, associated with feelings of pleasure and satisfaction, is
released when we experience something new, exciting or challenging. For many people,
shopping is all those things and more, adding up to a rewarding and enjoyable consumer
experience.
ake the irthday cake for example. o we didn’t mention it ust to make you drool
but because it is how Joseph Pine explained the entire history of economic progress. For
every layer he associated a stage the agrarian economy is the ottom layer essentially
made from farm commodities our sugar utter and eggs the goods- ased industrial
economy using premixed ingredients is the next layer, and on top of that is the service-
based economy, the ‘outsourced’ layer. But, the most pleasant layer, the one with all the
candles and decorations is the one you en oy the most the experience economy. his
is exactly what we’re experiencing today, and it has a name since 1998, after Joe Pine’s
definition.
01 02 03 04
From now on, leading-edge companies – whether

they sell to consumers or businesses – will find that
the next competitive battleground lies in staging
experiences.”
Joe Pine
Think of any brand you like, and you will see the truth of this statement. This is because
humans don’t only want the co ee ut they associate it with the for example tar ucks
experience an open working environment with free wi-fi populated y folks with matching
interests. Likewise, they don’t want just a MacBook, but the whole association with the
pple rand. he simple act of owning a ac makes the user feel like teve o s himself
black turtleneck and jeans, round glasses, perfect speech. Oh, well… you get the picture!
What is Customer Experience, exactly?
Customer experience, also known as CX, is your customers’ entire perception of their
experience with your usiness or rand oth pre- and post-sale. avigating the we site
inspecting products and services talking to customer-support representatives filling out
the contact forms, placing an order, writing reviews - these are all part of the process.
Even the design of the products and the packaging are part of the CX.
ny rand or usiness uses a mix of oth traditional o ine and digital customer
experience elements. Creating a great customer experience is a holistic process, taking
into account everything that has to do with the people who buy from you, from their
buyer behavior to psychographics and the highlights of their day-to-day lives.
More than anything, customer experience lays the foundation of the future expectations
customers may develop in relation to a specific rand or usiness. Personalization
and design with a human focus are essential parts of a seamless, positive customer
experience. What’s more, CX is one of the main elements that turn leads into customers
and, in turn, customers into life-long partners and brand advocates.
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Source: wots the big idea
We have discovered that 60% of people don’t mind paying more for better customer
experiences. Ultimately, businesses with well-developed customer experience strategies
achieve higher customer satisfaction rates.
Traditional vs. Digital Customer Experience
he definition of the Digital ustomer xperience is similar to the traditional one it’s
all about the sum of digital interactions between a customer and a company, resulting in
the impression with which that customer walks away. At a certain point, CX and digital CX
overlap. CX can cover anything from the traditional in-store experience and the good old
customer service channels to new digital interfaces that people use for keeping in touch
with companies.
01 02 03 04
Digital CX, on the other hand, focuses only on the latter. From your website’s loading
speed to its design, from digital customer service to witty updates on your social media
accounts and chatbots, it’s all here, in the digital CX playbook.
Unlike in brick-and-mortar stores, where you can easily manage and adapt the
atmosphere to the customers’ needs, creating a digital customer experience is a bit
trickier. The warmth you project, your brand’s personality and its values, the ease, the
seamless process… how do you put all of these together in order to make it memorable?
Let’s dive right in and see for ourselves.
What is Customer Experience Strategy?
Keeping your customers happy should be the main goal of your customer experience
strategy if you want them to keep coming back. Deliver a great customer experience, and
you’ll turn them into your best supporters. If you’re still not convinced, here are some
reasons
• A survey carried out by Oracle revealed that 74% of senior executives believe
customer experience a ects the willingness of a customer to ecome a loyal
advocate;
• A study conducted by American Express showed that 60% of the participants
didn’t mind paying more for better customer experience.
Customer-experience statistics don’t stop there. If you want your customers to stay
loyal you must invest in their experience he etter the experience you o er them the
more they buy again and again and leave positive reviews. Your company will not feel the
discomfort of having to deal with customer complaints and returns. Even better, those
customers will spread the news, which means they will be your free-of-charge marketers.
fter all word-of-mouth pu licity is the most e cient kind any usiness can get.
Customer Experience Management
Companies that successfully implement a customer experience strategy will achieve

higher customer satisfaction rates, thus increasing revenues.
Customer experience management (CXM or CEM) is, in fact, the process of leading
01 02 03 04
and following up on all customer interactions. It doesn’t matter whether they are digital
or physical ecause the aim is the same delivering personali ed experiences to your
customers.
The main responsibility of the customer experience manager is to improve the

customer experience, with the goal of increasing customer satisfaction. Typically, a
customer experience manager must make use of three disciplines in order to improve
customer experiences
• customer loyalty management (CLM), for increasing customer loyalty;
• customer relationship management (CRM), for the strategic management of all the
organization’s interactions with customers;
• customer value management (CVM), for implementing the best methods by which
the organization should manage each customer relationship, in order to achieve
durable advantages from the entire customer base.
he customer experience manager will also check the customer experience owchart
study the customer experience funnel, and make a customer experience analysis, and
from there create new CSM models.
7 Reasons why Customer Experience

Management is Vital
In 2018, Hurricane Irma destroyed half of the homes on St. John, one of the Virgin
Islands. After the airport had been closed down, JW Marriott sent a ship to rescue travelers
stranded nearby on St. Thomas. The crew, however, only let Marriott guests on board,
despite having room for guests staying at other properties.
“It was really hard to see people with kids and elderly people, who didn’t have anywhere
to stay, get turned away by this boat,” Cody Howard, one of the people left behind by
Marriott, told The Washington Post. “For some people, that was the only hope. After the
boat left, they just felt hopeless and helpless.”
Perhaps some of the people left behind had used a Marriott property before that.
ould that not have ualified them as customers fter all all people are customers not
only if they buy today.
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Loyal customers are five times as likely to repurchase five times as likely to forgive
four times as likely to refer and seven times as likely to try a new o ering.
01 A higher chance of being overlooked is one of the reasons

CXM is vital.
Customer Retention is the essence of any thriving business,

because growth equates to the logical evolution of your
relationship with your audience: first of all, how many customers
you acquire, and how many of those you retain; then, how
many you delight and, finally, how many of them become your
brand ambassadors, ready to voluntarily promote you. The
better the experience across the whole value chain, the greater
02 the chances people will buy, come back for more, and advocate
for your company.
More money to spend: the better your Customer Retention

rate, the more money your company will have to spend. That
03 means higher budgets for expansion into other markets or for

investment in R&D.
01 02 03 04
Word-of-mouth: Happy customers are much more open to

recommending your company to their friends. Word-of-mouth
is the cheapest and most efficient form of advertising. Over
three-quarters of consumers trust online reviews as much
as they do personal recommendations and user-generated
content is becoming increasingly influential.
Statistics from ReferralCandy show that:

• People pay 2x more attention to recommendations from
friends
• 86% of customers trust word-of-mouth, making it the MOST
trusted form of marketing.
• Customers acquired through word-of-mouth spend 200%
more than the average customer and make 2x as many
referrals themselves.
• Referrals are super effective. Shoppers are 50x more likely
to purchase products recommended by their friends and
family.
• People are 4x more likely to buy from brands that are
recommended by their friends – Nielsen
• 70% of U.S. shoppers claim they trust product and brand
recommendations from friends and family. Only 15%
of consumers say they trust posts created and shared by
brands by companies on their social media accounts. –
04 Forrester Research, “How To Build Your Brand with Branded

Content”
Consumers pay more for a better experience: According to

PwC’s ‘Future of Customer Experience’ study, customers across
a wide variety of industries said they were willing to pay a
premium of up to 16% for better service. This means you will
05 be able to launch different new product lines and charge a

premium to the most willing and satisfied.
Better brand reputation comes with more partnership

opportunities. If your customers are happy, they will be more
06 open to trying out bundles or cross-promotions from companies

that are targeting the same buyer persona.
01 02 03 04
Your employees will be happier. We spend a third of our day

at work, and it makes a whole world of difference to us to see
the smiles on the faces of our customers. This is the hidden
fuel for employee motivation. If staff members are happy, they
will provide a better customer experience. An example of this is
what happened to Vicky Chasse. Hoping to fulfill her 86-year-
old mother’s dream of seeing singer Chayanne live in Las Vegas,
she had booked a flight for the two of them, but they ended
up missing it. The last-minute prices on the only other plane
available were $1,000 extra. After hearing their story, Christy
07 from the ticket counter gave them two of her personal employee
‘buddy passes’ so they could make it to Vegas at no extra charge.
What IS a good Customer Experience?
ur friends at u spot summed things up pretty clearly the way you think a out
customer experience has probably had a profound impact on how you look at your
business as a whole. The impression you leave at the end of any kind of interaction with
your prospects and clients leaves an important mark on how they perceive you and your
products.
Fast delivery, convenience, irreproachable customer support, and seamless

communication are all indispensable, but these are not enough on their own. They are
merely pieces of a puzzle yet to be completed. Customers always expect more and, in
order to deliver that, you need to always be mindful of what they truly want.
That may be some kind of feeling they need you to recreate, or unique interactions
to put in place. It may imply integrating new technologies so as to make the processes
easier and more intuitive. ither way the constant is clear you need to know exactly
who you are addressing and draw your inspiration from the way those people live their
lives and shop for products and services. This is the key to delivering unforgettable
experiences. The rest is left to your inspiration and imagination. You can also rely on the
list of examples from B2C, B2B, and retail that we have compiled, for some extra guidance
and best practices within various industries.
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Good Customer Experience case study - Marine Layer
Marine Layer is a hugely successful lifestyle rand with an immensely profita le hopify
store and over 40 brick and mortar shops to boot! Interestingly, Marine Layer credits its
seamless customer experience as one of the driving forces behind its success.
In 2018, the brand installed a live chat widget on its website, aiming to replicate the
quality of an in-person salesperson. As part of this strategy, Marine Layer runs “ice breaker”
campaigns which display di erent messages depending on
• Where on the website the customer is.

• Any previous communications they’ve had with the shopper.
• The amount of time the visitor’s spent on the website.
Taking the above factors into account, a message automatically pops up, inviting the
we site visitor to take a specific action.
On top of that, Marine Layer also uses macros to blend its communications and speed
up response times. If you’re unsure what ‘macros’ means -it’s just a fancy term for a trigger
that prompts pre-populated messages for your reps to send (or go out automatically). The
content of which depends on the context and objective of the communication.
The result? Marine Layer has improved its response times by 68% and seen a 75%
increase in online orders.
he key takeaway arine ayer uses live chat proactively. They don’t wait for customers
to initiate a conversation. his is a wildly di erent approach to the ma ority of companies
using live chat. In fact, almost a quarter of brands don’t even respond to live chat messages!
Software like Gorgias detects when someone’s on your we site. hen after a specified
period a chat message appears and one of your customer support reps is notified. rom
an easy-to-use dashboard, agents can see the exact page the customer’s browsing, so
they have the necessary context to o er relevant and useful advice.
01 02 03 04
How can we create the best eCommerce Customer Experience?
Chapter 2
HOW CAN WE
CREATE THE BEST
CUSTOMER
EXPERIENCE?
01 02 03 04
According to a survey conducted by Capterra in 2019, almost half (45%) of all US

customers have had a bad customer experience in the previous 12 months. If you found
out that the same percentage of your customers were not satisfied with the customer
experience they’d had with your business, what would you do? You would probably want
to know where this disruption happened, right?
It all starts with better Journey Mapping, from ‘as is’ to ‘to be’.
Rich and Julie Morgan used to go out for a Steve’s Pizza every Friday, but then they moved
to Indianapolis. Still, they missed their regular pizza night out and planned to take a drive
a few months later to celebrate Rich’s birthday with their favorite pizza. Unfortunately,
they soon found out that he had a severe and fatal form of cancer.
ulie’s father called the restaurant in an e ort to surprise them with a charming message.
owever -year-old Dalton ha er went a step further he umped in his car with two
pizzas and delivered it to the couple, 360 miles away. “I just wanted to make them happy,”
he said. ow that’s what we call a ourney
’s ethodology descri es the customer ourney in six pillars ersonali ation

ntegrity xpectations esolution ime ort and mpathy and this example has it all.
Source: KPMG
01 02 03 04
• Integrity means that customers need to perceive the company as a safe, trusted
environment. Or, as a great pizza provider!
• Resolution is when the company has a solution to whatever problem occurs or, at
least, the right answer. Or, an employee with a good car!
• Expectations are crucial when your customer compares your company with all those
big brands. But, you need to deliver on your promise - and perhaps even be prepared to
go the extra mile.
• Time and effort are necessary in order to satisfy the customer’s needs as easily and
as quickly as possible - and as far as it takes.
• Personalization is vital, because neither you nor your customers want to feel like
another face in the crowd. Make them feel special, show them they deserve the best, and
you will earn their loyalty forever.
• Empathy is a strong, positive emotion that will last for a long time.
Often, a better customer journey is also a better company journey, and it doesn’t
necessarily involve a car.
Deloitte’s ethodology explains it in three simple steps
1. Diagnose the ‘as-is’ consumer experience understand what works what doesn’t
and why, for all your existing customers. Identify the ‘pain points’ and ‘magic
moments’.
2. Set a realistic ‘to-be’ goal once the current customer experience performance has
been measured.
3. Set out clear and actionable next steps orrect ptimi e Disrupt.
Let’s write (and draw) together the story of your new & better Customer Experience
strategy for your eCommerce operation!
01 02 03 04
About Customer Journey Mapping
Once upon a time…

Today, customers have more touchpoints than ever with brands. The customer
journey does not take place on a singular channel, but in multiple touchpoints, with each
touchpoint in uencing the customer’s emotions and ultimately their decisions. here are
a lot of ‘What ifs’ in between.
95% of purchases online are driven by emotions.
Emotions are subconscious driving decisions, and this begs the very important question
of why companies focus so little on customers’ emotions.
here are many reasons

• They assume the buying experience to be a linear decision process
• They are usually product-centric rather than customer-centric
• They are siloed companies where departments are not synchronized and don’t
share information, goals or processes with other departments
• They are big companies with rigid procedures and a mentality that is hard to change
n e ommerce the ustomer ourney map helps you to define and etter understand
the touchpoints, stages, and emotions that a prospect or customer goes through before
purchasing your product up to the churn point or even after.
Basically, you are watching a movie where the main character is your user. As a brand,
you take advantage of the mapping and empathize with your customers, and improve
their experience with your product or service.
This skeleton is undeniably a tool that educates you on how to act in each stage of the
buying process, and how to optimize it. And to... well... discover a lot of insights you’d
never otherwise have thought of!
The benefits of doing Customer Journey Mapping are o vious
• elps you to oom out and evaluate the health of your usiness from di erent
perspectives
• Understand the context of buying
01 02 03 04
• Increases the Customer Retention rate

• Creates customer-oriented innovation that beats the competition
• dentifies opportunities and intervention points
• Reduces the churn rate and increases the Customer Lifetime Value
• Creates an inter-departmental understanding of the customer
• Provides actionable information for everyone in your company by exploiting
Customer Journey Mapping data
• Brings teams together
Who should be involved
e can look at the same thing ut interpret things di erently as the duck-ra it
illusion proves. It is exactly the same within a company. Despite working in the same
organization, each employee or department might see particular things from their own
uni ue perspective. his is why it is essential to first align the whole company before
starting a project.
It is important that the decision-makers in all departments sit at the same table and
discuss customer journey mapping. The responsibility for this mapping must be shared
y all departments which need to e interconnected during the customer ourney
01 02 03 04
The CTO will give input regarding what can be done or not, and they will understand
how some things need to be prioritized, in order to meet the real needs of customers.
The eCommerce Manager will, of course, overview the transition and is the one
who will lead the fight for customers.
The CFO will have the power to allocate resources and should understand that not
all projects can be directly measured in terms of ROI, although these are vital for overall
growth.
The Founder/CEO will need to restate the vision, to motivate everyone, to get a
birds-eye-view of what is or isn’t working, and to understand and reveal hidden aspects of
the overall business strategy .
The CMO/ head-of-marketing will need to shift the focus somewhat from
acquisition to activation & retention, because their know-how about the channels and
tools that can reach and touch the customers is far more comprehensive than anyone
else’s.
The Head of Buying is expected to step in with a strong input regarding the
current buying process and is usually in a great position to interpret the signals coming
from identified customers so that stock rotation can e improved and conversion rates
increased.
The Head of Customer Support will add immense value to the whole process,
given their current status, and they may be able to generate a lot of data around the
current customer concerns, expectations and complaints.
Head of Customer Experience: where this position already exists within the
company, it is inevitable that they will be in charge of this project, with input that is
invaluable. If you don’t have such a position, maybe you could think of creating one or,
alternatively defining some related functions that could e taken over y the ead of
Support or the eCommerce manager.
Everybody needs to understand that this is a long shot that requires time and resources,
ut which in the end will pay o for the whole company with greater satisfaction for all.
! The Customer Journey Mapping doesn’t just apply to large enterprises, but to any
company that understands the importance of its customers.
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The tools & skills you will need
• Marketing Automation platforms - Klaviyo, Omnisend, Expert Sender

• Social management tool - Hootsuite, https sproutsocial.com
• Web Personalization tool - Explore
• B testing tool - Explore
• Survey tools - Explore
• Business Intelligence software - Reveal
• Customer Intelligence software - Reveal
• ICP builder - Reveal
• Behavioral analysis tool - https www.hot ar.com
• Customer Journey Mapping software - www.miro.com
• ce upplies white oards markers pro ector etc
• Data Visualization tool - https datastudio.google.com u 0
• Web Analytics Service - Google Analytics
• SEO monitoring tools - Search Console, Google trends and brand mentions
Hard skills necessary for building the Customer Journey Map:

• Data Analysis
• Programming
• Content writing
• Budgeting
• Design
• Marketing
• Communication
• Project Management
Soft skills required for building the Customer Journey Map:

• Empathy
• Patience
• Creative thinking
• Motivation
• Critical thinking
• Problem-solving
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Research & Analysis
First and foremost, when it comes to research and analysis, you must do your homework.
Before starting with your ustomer xperience apping you need to define your
deal ustomer rofile com ined with elements from the Buyer ersona. ut together
they will give you a broader perspective of who you really need to target.
Step 1. Customer Segmentation
You must come to understand who your best and worst customers really are (but don’t
forget about the ones in between).
Not all customers are created equally.

hile some customers contri ute significantly to your total revenue others are not at
all profita le for you to ac uire.
As you can see from the distribution chart below, RFM (recency, frequency, monetary)
segmentation can help you understand who the best and worst customers are, grouped
together.
Source: Omniconvert
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he est way to do this is to find the gems that are already hidden in your customer
database. ost usinesses invest a lot in finding the perfect audience for their shop in
their acquisition campaigns, without even looking at the people who are already buying
from them!
Source: Omniconvert
RFM is one of the best methodologies for understanding and analyzing your customers,
ased on three factors Recency, Frequency and Monetary Value.
01 02 03 04
Recency: the number of days that have passed since the last purchase made by
a customer. Smaller values indicate an active customer, while bigger ones suggest a
dormant or lost one.
Frequency: the number of orders each customer has placed with you up until today.
Higher values indicate a loyal customer on your website.
Monetary: a summing-up of the value of all the orders placed by a given customer.
Bigger values indicate a big spender on your website.
The goal is to predict which clients are more likely to buy again in the future.
In a nutshell, by knowing (1) how recently a customer last bought from you, (2) how
many orders they placed, (3) and the total value of those orders, you can split customers
into segments that underline the deal ustomer rofile.
Let’s see how RFM splits customers into groups

» It looks at the minimum and maximum values from your historical data for Recency
(R), Frequency (F), and Monetary (M) values in your store
» t then splits the data for and into five groups with the use of uintiles see
ta le elow
Recency (days since Frequency / Monetary values (number

Points
last purchase) of orders and orders value)
5 Within the last month Customers in the top 5% in the database
Within the last 3

4 Customers in the top 20%
months
Within the last 6

3 Customers in the top 30%
months
2 In the last year Customers in the top 60%
Those customers who spent and bought

1 More than a year ago
the least
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» Each bucket will receive a score from 1 to 5 (1 being the lowest) (see table above).
e ommerce stores have di erent sales cycles. Depending on the nature of what is
being sold, a customer with 10 orders placed may receive a score of 5 (for a store where
sales cycles are long) and a score of 1 (for a store where sales cycles are short).
» Each one of your customers will receive points for Recency, Frequency and Monetary
Value, based on buying patterns in relation to all the other customers.
» After points have been assigned, each customer in your database will receive a
unique score. This score will constantly change, based on the customer’s interaction
with your store.
RFM score = 555 | RFM score = 234 | RFM score = 115 | RFM score = 313
The Loyal Customers, who have

shown you ‘constant love’
(R = 4-5, F = 3-5, M = 3-5);
The “Young Lovers”, who want to

know more about you
(R = 4-5, F = 1-3, M = 1-2);
The unfaithful “Don Juans”, who are

irting with the next hot thing’ in
eCommerce (R = 1, F = 1, M = 5);
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The ones who are About to dump you

because you’re not paying them enough
attention (R = 2-3, F = 1-5, M = 1-5)
And the Bad Breakups who might want

their money back
(R = 1, F = 1-5, M = 1-2)
This is the manual template for RFM segmentation. There are automated tools (such
as Omniconvert Reveal) that can extract these data, split your customers according to the
RFM scoring, and update your database segmentation in real-time.
And...TADA!!! You now have a clear picture of who your customers actually are.
Data Cleansing - Before starting any analyzing process, make sure that the contacts in
your database are all correct, complete, accurate and relevant.
Step 2: Deeper research
This is where you give a meaning to the numbers. After you manage to draw your
deal ustomer from you will need to put some esh on your research. his is done
through
a. Data Enrichment
b. RFM Surveys
c. Buyer persona
Data Enrichment works like opeye’s spinach it’s what gives you your great strength
and involves adding extra data onto your existing skeleton. Data enrichment is defined as
merging third-party data from an authoritative external source with an existing database
01 02 03 04
of first-party customer data your customer data ase .
Enrichment of your data should take place around each important RFM Group.
ppending missing data to your groups will improve customer profiling. he most
common types of data enrichment involve geographic data and demographic data, but it
all depends and varies from one shop to another.
“Ex-Lover” “True Lover”

Location Difference
customers customers
London 64.42% 56.40% -8.02%
Greater Manchester 10.15% 11.09% 0.94%
Birmingham 4.22% 2.56% -1.66%
Leeds 3.62% 4.12% 0.50%
Glasgow 3.34% 3.21% -0.13%
Giving an example from our experience, one of our clients was selling their products B2C but
also B2B. Drilling down into their customer data, they discovered that most of their extremely
loyal ‘Soulmates’ customers were from B2B companies in three distinct industries that were
bringing 80% of the total revenue generated by that particular segment. So, they created a
special onboarding process and these clients were treated differently, thus changing the
customer journey.
very company is di erent and data enrichment should come mostly from what is
important for you as a business to know. If you are selling shoes, you might want to
know what brands your loyal customers are usually buying, and carry out remarketing
campaigns for them with those brands.
RFM Surveys - our groups are di erent so you need to identify their motivations
fears and frustrations in the course of their customer experience. The starting point is
to ask yourself hat do want to find out from that group ow would they rate the
experience, what goals (jobs) do they need to reach, how was the buying process for
them, what barriers do they have, and what are their demographics and needs?
Most of the time, the questionnaires will be sent by email, but depending on your
resources, you can also conduct them in real life via telephone or SMS, or through
remarketing ads. Questions should be built around the jobs-to-be-done methodology,
01 02 03 04
which focuses on identifying and understanding what job(s) the customer has to
accomplish, and how the product comes into play.
Magic Buying
Customer Barriers / Digital Jobs to
Goals Demographics moments / process
segment Pain points behavior be done
motivation experience
True
Lovers
Ex-Lovers
Soulmates
New
Passion
Lover
Potential
Lover
Friend
About to
dump you
Break-up
Don Juan
Goals - These are goals, jobs or needs that the customer desires to cover, a task that
needs to be completed, or a desired experience.
Barriers / Pain points / Frictions

• hat pro lems desires needs are customers trying to address
• What are the short- and long-term goals that you can help them reach?
• What challenges is the buyer facing? Is there an obstacle that is preventing them
from achieving something? Are there problems with the available solutions?
Motivations
• What are their intrinsic and extrinsic incentives to buy your products? What are the
magic moments that your product creates?
Buying process experience

• What was their main point of contact with your business?
01 02 03 04
• hat was their first impression

• How many other competitors did they visit before deciding?
• What was the magic moment that convinced them to buy from you?
• How did they perceive the navigational experience on the website?
• How was the customer support?
Demographics
• Age
• Income
• Occupation
• Marital status
• Family
• Location
Jobs To Be Done:
• What are the struggling moments that made the customer buy your products?
• What are the desired outcome statements of customers buying your products?
Digital Experience
• Brands and n uencers - hat accounts are they following hat people do they
follow?
• Preferred Channels - Traditional Ads, Online & Social Media, Referrals, etc
• hat is their
Biography
The bio involves a short description that summarizes all of the above.
It gives an overview of what you have already discovered in the previous steps. This bio
is not ased on a fictional character such as in the case of the uyer persona ut rather
on real data from your customers.
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The Customer Journey “As Is”
The Customer Journey has been transformed over time, thanks to technological
change and globalization and, as previously mentioned, our entering the Experience
Economy. This journey has become a bit more complicated than it used to be, and while
we have all the necessary tools for meeting customer expectations, we just need to look
carefully at the buying process.
Diagnosing the customer experience ‘as-is’ means assessing the current customer
experience in order to understand what works and what doesn’t, always bearing in mind
the and uyer persona. he as-is’ assessment can e done from two perspectives the
customer and the market. The customer PoV means analyzing the magic moments and
pain points, while the market perspective is about looking at the other competitors. We
will consider first the customer perspective.
he ustomer ourney implies five stages

1. Awareness
2. Consideration
3. Decision
4. Delivery & Use
5. Retention & Advocacy
Questions you should ask when mapping Customer Experience
Company goals
What are the company’s goals during this
stage?
Customer Goals
What is the customer’s current goal?
Emotions
What are the customer’s expectations?
Do you think expectations have been
met?
an you measure how your customer
prospect is feeling?
hat are her his uestions and
thoughts?
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Message
Is the message adapted to their
emotions above?
Is the tone of voice suitable for the state
of emotions?
Touchpoints
With what touchpoints will ‘Jane’ interact
in this phase? List all channels that your
uyer persona can come across
> e site pp
> Advertorials
> Paid Ads
> Landing pages
> Social media posts
> Outdoor
> TV campaigns
> YouTube ads
> ewsletter
> Blogpost
> Family & friends
> Comparing platforms
> Customer service
> mail hone
> Delivery service
> Packages
> Devices
> Payment gateways
> Return forms
> Word-of-mouth
hat are the definitive touchpoints in

the buying decision?
re you o ering enough information in
those channels?
What are the magic moments and pain
points in each touchpoint?
Technology systems
What programs do you use in this
awareness phase in order to meet
the customer nalytics ocial edia
Platforms, CRM?
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Content needed
What content is needed here to meet all
the above?
Measurement
How do you measure success in each
touchpoint? What’s the KPI?
Which one is underperforming and why?
Have you audited every touchpoint that
is under your control?
What is working and what is not?
Is there anything you can improve on
each channel?
Are you measuring feedback from all
channels?
Is anyone in charge of measuring the KPI,
and who?
Is the business goal achieved?
Organization
What department is in charge of tracking
this step?
What types of human resources do you
have at this moment?
Are other departments involved in this
phase?
Is there any shared dashboard available
for the whole company?
Awareness is, theoretically at least, created by the marketing department. They

launch di erent promotional campaigns or di erent marketing growth techni ues that
eventually reach the target audience and convince them to visit the website.
et us at this point take a fictitious uyer persona that goes through a whole customer
journey. You are selling sportswear. Our character is a 35 year old lady called Jane who
will eventually buy some yoga pants. She’s a newbie to yoga, who knows very little as such
about it as yet.
[Important note: Before you start mapping your customer journey, be sure to replace
our avatar with the one you built in the previous step.]
01 02 03 04
In this phase, think about the problem, need, or desire that you address with your
products, and follow the customer journey with this in mind. Some of your prospects
might not even know yet that they have a desire, or they might not realize they can solve a
particular problem with your products. The idea is to be very clear of what your products
are all about, and to be consistent on all channels.
! If you are selling multiple types of products, take them separately and choose a
buyer persona for each one, because different needs require different approaches.
The awareness phase gives you the opportunity to turn cold audiences into warm
ones, and gives your brand more credibility and authority.
o to the hypothetical situation ane is practicing yoga for the first time and she does
not have suitable equipment or clothing for this, but she knows she must get something.
This is the awareness phase.
Then, as she enters the Consideration phase, she has already narrowed down her
options and is close to deciding where to buy from. She is evaluating and comparing.
Between the Awareness and Consideration phases, the time gap can be anything from
one hour to three or four days, depending on the products you are selling. You need to
be present in this timeframe. In our example, the days between transactions might be
greater, since yoga pants are not indispensable products. She now wants to place an
order.
In the Decision phase, you must be in a position to reduce the FUD (Fear - Uncertainty
- Doubt) factor. Jane can still compare with another competitor if she’s uncertain of
something. he also wants to finish the order e ortlessly. f she encounters any pro lem
she might need help from the customer service dept. If she has doubts, she might look for
some reviews. Or, she might get frustrated about the checkout process.
In the Delivery & Use phase, Jane has received her order and already has some
expectations. She might be disappointed. If so, she may want a refund. Alternatively, she
might be very happy, and recommend your products to others.
The story does not end here, and Jane moves into the Retention & Advocacy
stage. Supposing that Jane is content with her new yoga pants and she can practice yoga,
she now possibly wants more yoga accessories. Your role now is to make her stick to your
products and transform her into a brand ambassador.
01 02 03 04
01 02 03 04
Attention:
• he customer ourney mapping depends on how detailed your customer profiles
are and what customer data is available
• Some touchpoints are beyond your view and reach (e.g. word-of-mouth, since you
are not party to every conversation about your brand)
• Touchpoints should be discovered while journeys are mapped (iterative)
Here’s a template for Customer Journey Mapping to help you get started! with this.
The Customer Journey “To Be”
Once you’ve evaluated the Customer Journey ‘as is’ and created more clarity, it’s time
to set a goal for each phase of the Customer journey and list all the required changes.
This ambition must be a shared aspiration across the whole company, not just for some
departments.
Awareness ------------------------------------------------->>
et’s say you’ve gone through the first customer ourney mapping as is’ and found out
that the content on your we site does not ring in too much organic tra c. his weighs
very much on the overall performance in this phase, because you don’t have money to
spend on ac uiring new tra c. he goal should e to improve the content and create
more valuable content following your ICP.
What is the next step in order to reach this goal?
Message & Emotions >> You should align with your ICP and, through your content,
create momentum for the awareness stage, and also broadcast a message that is suitable
for your audience.
Measurement >> ou should measure the volume of tra c and its engagement and
check regularly what type of content works and improve it. Eventually, you will have to
check the ultimate goal the conversion rate. ou should also make a ha it to recheck it
WoW, or MoM, depending on how you feel.
Technology system >> You might need a web analytics service such as Google Analytics,
and SEO monitoring tools such as Search Console.
Organization >> The marketing team will be mainly responsible for creating new
content and improving what you already have, but it might also involve people from the
01 02 03 04
organization who can give information on certain topics, such as the eCommerce team or
Customer Support.
-------------------------------------------------->> Consideration
You’ve managed to discover from Google Analytics that the main bottleneck here is
your we site. ou’ve discovered that the product pages have a high drop-o rate and low
add-to-cart rate.
Your goal? To improve product pages and create better user experience on those pages.
What is the next step in reaching this goal?
Message & Emotions >> If people leave your website, they are probably frustrated, so
keep this in mind for the next steps.
To do >> An easy way to reveal where the problem comes from is to launch surveys
on those pages and find out what the pro lem is right from your users themselves.
Heatmaps, clickmaps and recordings will also give you an insight into user behavior on
those pages. Customer Support might analyze their scripts and come back with more
insights. Then, you should make a list of things that should be changed, in accordance
with those insights.
Measurement >> After that, you need to recheck your Analytics for any improvements.
o e sure that any increase or decrease in drop-o rates is not caused y other factors
such as di erent promotions you should test your changes using B testing tools.
Technology >> ou will need a heatmap tool a e nalytics service an B testing

tool a design tool and survey tools for asking your users a out their experience.
Organizations >> The eCommerce team has to take charge of this goal, and they may
involve people from Customer Support who might know what the bottlenecks in this step
are.
Decision -------------------------------------------------->>
nce your prospect gets this far it means she is very close to finishing her order ut
she might also be undecided. You’ve discovered that people add multiple similar products
and are going back to the website but then exiting, which results in a low order-completion
rate. The goal here is to eliminate this friction and make people complete their orders.
What is the next step in reaching this goal?
Message & Emotions >> Adapt your message in accordance with this situation and
your ICP
To do >> You should make a list of all the tactics you can apply in order to persuade
01 02 03 04
people to complete the purchase. You can either create urgency by letting them know
their cart will expire soon or, when they are browsing back on the website, trigger a popup
that reminds them that the products will be available for a certain amount of time.
Measurement >> Obviously you have to keep an eye on the cart page metrics and test
any idea you want to implement. Depending on what you plan to do, there might be some
other secondary metrics to follow.
Technology systems >> The Web Analytics tool will be king in terms of technology,
together with an B-testing tool and an advanced segmentation tool that allows you to
target specific people on your we site.
Organization >> The eCommerce team and the development team might have to
collaborate and implement all the necessary steps together.
-------------------------------------------------->> Delivery & Use
our customer has received the product ut the si e is not a good fit for her and she
wants to return it. owever she does not find any clear information a out your return
policy, and she calls Customer Support. The customer support team gets a lot of these
calls and they are overwhelmed.
Your goal is to improve the return-policy page and order documents and improve the
size guidelines.
Message & Emotions >> Your customer is probably disappointed and she is desperate
for a solution.
To do >> he first step is to define what is unclear in the return policy and improve
things wherever necessary. he second is to find out the core of the pro lem the si e
guidelines. re si es di erent for each product hat are those products s the si e guide
visible enough? Talking to your procurement team, you will probably discover that the size
guidelines for some products are too far removed from reality and that you need to adjust
them.
Measurement >> ou will need to track the refund rate on those specific products and
test on product pages how users interact with them.
Organization >> The procurement team and the eCommerce team should stay in
touch on this matter. Also, Customer Support have to report if return-related calls have
decreased in number.
Retention & Advocacy ------------------------------------------>>
01 02 03 04
The retention phase is the most sensitive phase, because the causes of low Customer
Retention Rates come from many sources. You’ve discovered that your ‘ex-lover’ is
disappointed y the fact your company is not o ering any special discounts after repeated
purchases, and they feel ignored. The goal here, then, is to make your customers feel
valued after they purchase something from your brand.
Message & Emotions >> Your customer needs some empathy.
To do >> ou have to find the est matching approach to rewarding your customer -
one that is oth cost-e cient and client-e cient. o do this you might make a list of all
your ideas and then ask your customer which ones they would appreciate most. Once you
have this list, you can do the math and see which ones are suitable, then test your ideas.
Measurement >> You will need to measure the ‘ex-lover’ clients through a Customer
Intelligence Platform that keeps you updated in real-time with your customer segments,
and the for each one. lient satisfaction should e one of the most important metrics
to monitor.
Organization >> At this stage, it is extremely important to engage all teams and work
together.
The Optimized Customer Journey
Once you have a clear image of the customer journey and an actionable plan for each
phase prioriti ation is needed. sually the level of e ort falls into three categories
depending on the company’s resources and drive
• Correct: low e ort and or investment uick wins

Changes that are clear from the beginning
• Optimized: medium e ort and or investment optimi ing existing capa ilities
Using existing capabilities to improve the experience (e.g content that is not being
properly used)
• Disruptive: high e ort and or investment innovative
Improving to the maximum potential where a company can lead the market (e.g
retention)
Once you have a list with every item of improvement you want to make, you can use
a prioriti ation file to showcase the task acklog. Depending on the e ort investment
required, you might choose which one is most suitable for your business.
01 02 03 04
How to Measure Customer Experience
Chapter 3
HOW TO MEASURE
CUSTOMER
EXPERIENCE
01 02 03 04
If I had asked people what they wanted,

they would have said faster horses.
Henry Ford
Henry Ford’s statement made history, and is as famous as his invention.
“We care for our customers, and we really want to know and meet their needs.” We
have heard that statement so often that we take it for granted. Do you really, though? Do
you really want to know and meet your customer’s real needs?
The $2bn Assumption
Take Walmart, for example. In 2009, they thought about doing something new and
transformative, something that would help them beat their business competition, Target,
which was cleaner and less cluttered. So, they decided to ask their customers about this
idea ey would you like almart aisles to e less cluttered he response was es
now that you ask, that would be nice.”
Great! The customers like the idea, Walmart thought, so they spent hundreds of millions
of dollars, removing 15% of inventory, shortening shelves, and clearing aisles. Yes, it was
expensive and time-consuming, but this is what customers said they wanted, right?
Well, not quite…! Walmart had not pursued the question of what loyal customers
actually wanted ut had come up with the answer first and then asked customers to
agree to it. This is absolutely the wrong thing to do, because it ignores customers while
attempting to fool stakeholders into thinking that the strategy is customer-centered.
Ignoring Customer Experience was an expensive mistake for them. Sales went way
down. Since the beginning of that project, Walmart has lost close to $2bn in sales.
Walmart based this incredibly expensive misadventure on what customers said, rather
than what they did, whereas customer experience strategies are all about what customers
do, not what they say.
ou cannot measure human emotions it is true ut there are specific customer

experience metrics. You can get a pretty good idea about your customers’ experience
through ongoing monitoring or qualitative research.
01 02 03 04
he general formula for measuring ustomer xperience is

Customer Experience ROI = 100 x (Benefits – Investments) / Investments
he metrics that are usually considered relevant are
Revenue analysis shows that each point of increase in orrester’s ustomer xperience
Index is worth hundreds of millions of dollars to large companies
Customer retention great strategies keep your clients loyal thus increasing your
retention rate, which in turn leads to more revenues at the end of the year
Cross-sell/upsell a happy client will return to your company for more products and
or services, resulting in more sales for you
Customer satisfaction this is the most di cult to measure ut not impossi le and it
is a solutely mandatory. ou can use or any other customer-satisfaction metric
to determine how a one-point increase translates into customer retention or additional
sales. Find the result, and that’s the number you are looking for!
Cost-to-serve y reducing the e ort used in having to solve customer pro lems that
appear after the sale, you save money. It’s as simple as that!
Share rate - word of mouth is free, and powerful advertising. Happy customers can
be encouraged to share their experiences by ways of reviews, posting their positive
experiences publicly and through user generated content.
Here’s an example of how you can calculate your Customer Experience (CX) ROI:
BENEFITS
Retention Lift $ 105,000,000
Cross-sell Lift $ 35,000,000
Aggregate Sales Lift $ 140,000,000
Margin Lift (assumes 75% Gross Margin) $ 105,000,000
Cost Savings $ 7,500,000
TOTAL BENEFITS $ 112,500,000
Cost Savings + Margin Lift
INVESTMENTS $ 15,600,000
RETURN ON INVESTMENT 621%
Benefits - nvestments nvestments x 00
Source: pointillist.com
01 02 03 04
1. Ongoing Monitoring
-year-old entucky doctor was forci ly removed from a ight y two security guards
because he refused to give up his seat for one of the airline’s employees. This was a seat
that he had paid for. They broke his nose, gave him a concussion, and knocked his teeth
out in the process, and he needed reconstructive surgery to be able to breathe correctly.
Obviously, not a good rating for this one!
Still, the voice of the customer is one of the most essential references for a company,
and it can be measured.
2. Customer Voice Metrics
2a) Product Reviews: Amazon encourages buyers to review the products they both like
and dislike, so as to help other customers make informed decisions about the products
they purchase. This was actually one of the mechanisms that ensured the success of this
usiness. owever the company puts a lot of e ort into fighting against a usive or fake
reviews.
Simply put, these are human emotions translated into stars, grades, or whatever symbol
you can think of. he pro lem is they may sometimes re ect ust a ad day at the o ce
or an overpolite customer.
2b) Customer Satisfaction Score: This measures customer satisfaction with a business,
purchase or interaction, by asking a question, on a corresponding survey scale (1-3, 1-5,
or 1-10). It is easy and straightforward, without any explanation, just as in the example
elow
Source: HubSpot
01 02 03 04
2c) Net Promoter Score: This is a metric that reveals how many customers are willing to
recommend a product or service to other people. ou can use a straightforward formula
romoters % Detractors % .
Regularly assessing the NPS of your company will help you in consistently improving
CX. You will glean valuable insights from every single question, and because the process
is simple you’ll get actiona le insights faster than satisfaction surveys. sing you can
drive more growth y using segmented marketing or field testing of ideas through fixing
the most painful problems, or by motivating your team into performing better.
The Net Promoter Score (NPS) is one of the most important KPIs for any eCommerce
business to track since it is the only one that gives an insight into future customer behavior.
In theory, this looks like a good metric to rely on. However, like any number, it can have
di erent meanings for di erent people according to the know-how of the o server their
iases their way of data and the depth of that data.
n a fiercely competitive environment, where customer experience is vital to

e ommerce survival can deliver nothing more than an average num er’ that cannot
tell the entire story about your customers’ experience with your shop. This may cause
many e ommerce managers to make wrong decisions ased on misleading scores.
01 02 03 04
Mind the gap: Pre-delivery vs Post-delivery NPS
One way of getting better insights from your customers about their experience with
your store is to calculate the at two key moments efore and after delivery.
In Omniconvert Reveal, we call these pre-delivery and post-delivery. By using this

method to look at data, you can learn the extent to which, in your customers’ eyes, you
have kept your promise. ithout this extra set of customer intelligence analytics the
in itself is an ambiguous number, like so many other over-hyped and underused metrics.
01 02 03 04
onstantly keeping an eye on this di erence lets you understand how well the under-
promise, over-deliver’ principle is respected throughout the customer journey, as well as
how customer expectations match with the reality you propose.
Look behind the average: segment NPS responses
We rely way too much on averages to be able to make ‘data-driven’ decisions. Relying
on averages for anything is the best way to keep great insights from outliers hidden away
in our data forever. uch little di erences could however hold great meaning.
The average Net Promoter Score removes the most interesting facts from our analysis.
Without being aware of this, how can we hope to improve anything?
Wouldn’t it be great to know which customer segments, brands, cities, or commercial

tactics provide the most romoters or the most Detractors he average disguises
this.
Don’t you want to know what accounts for outlier performance at either end?
Averages cover up insights. his is why a smarter way of looking at is to monitor

it from brand, customer segment, location, or other perspectives, so as to understand
where you have hidden opportunities.
Monitor NPS by brand
01 02 03 04
Sometimes your best can become your worst. Take the following sample scenario.
Part of your differentiation strategy is to introduce new brands into your product
range in order to increase variety. As hoped for, the customers are receiving a new brand
well enough, and it becomes a best-seller. Maybe the prices are attractive, or perhaps the
images are appealing and di erent people are persuaded to purchase products from
that brand.
However, what if, after purchasing that brand, the same buyers are disappointed and
will never return to your shop to purchase anything else ever again? That fact remains
hidden from you since you don’t track the retention rate at the brand level (the subject of
a future article about customer retention & returns).
The benefits of monitoring NPS by brand:
• Customer churn prevention

• Better promotion campaigns
• Better product assortment
Monitor NPS by customer segment
ot all customers are created e ually.
01 02 03 04
Some are more important for your company than others. However, most companies
rely on their regular financial reports showing how much revenue was generated y
various brands, product lines or locations. Customer-centric companies are focusing
heavily on their customers, segmenting them, and monitoring their experience and
behavior, because they understand that they are the main reason for their company’s
growth.
The benefits of monitoring NPS by RFM Segment:
• Treat your best customers better

• Understand what should be improved to keep certain segments of customers
satisfied
• Optimize the customer support resources
oreover you can track y city y customer support or delivery method etc.
This method allows you to adjust the customer journey according to real-time data.
Treat the objections in real-time, not after one quarter. Or worse, never.
ost companies monitor with the help of external providers who send their
questionnaires and then… nothing happens!
In such a fast-paced commercial environment, however, typically customers’

expectations are to have their problems solved instantly. They don’t want to be called
2-3 days after an incident or, even worse, to be completely ignored.
Here is our proposed methodology, which takes into account segment & scores in
order to be able to act in real-time.
Download the pdf here
01 02 03 04
A healthy and desirable NPS trend would be to show more of your best customers
also being promoters. If you do not see this happening, then perhaps some of your long-
term customers may be at risk of churning (leaving you), which means you need to look
into what’s going wrong in their customer experience.
Find the common pattern among your passives, and start to work towards resolving
those pain points, so you can turn those passives into promoters. As for your detractors,
focus on your ‘high’ detractors (e.g. with a rating of 4-6) and work on moving them up at
least to the passive group.
Lastly, do not forget your promoters. Understand why they love your business and
make sure they, and others, continue to receive that same experience.
01 02 03 04
Make sure you know when a customer goes from being a promoter to being a passive
or, even worse, a detractor.
A simple way to accomplish everything of the above without any need for technical
development is if your e ommerce runs on hopify. By using the ows from Klaviyo or
Sendgrid, thanks to the integration with Omniconvert Reveal.
ore a out here et promoter score
2d) Customer Effort Score: his metric measures the amount of e ort re uired for a
customer to use a product or service to get information or to find a solution to a pro lem
they have. They rate the experience through a numerical scale, but more creative and
visual solutions can include an emoticon anger-to-happiness scale.
Barbara Carroll bought some toilet paper from Amazon, for which she paid $88.77.
However, she was then charged $7,455 in shipping costs! She complained to Amazon six
times and even wrote a letter to e Be os. t was only after she appeared on local
television and the story went viral that ma on finally reim ursed her. hat is a really long
customer experience map!
2e) Customer conversation appy customers will share positive experiences when
encouraged to do so and these can be captured through direct and indirect reviews, but
you can also ‘socially listen’ by searching for indirect conversations happening about your
brand and products - people love to talk. Capturing online sentiment is an informative
way of capturing unsolicited feedback about your company for you to turn into action.
3. Customer Service metrics
3a) First Response Time: 42% of consumers complain on social media about a slow
response time and 50% of them expect an email reply within a day.
3b) Resolution Rate is the percentage of requests you managed to resolve in a reporting
period and which re ects your e ectiveness however don’t set your re uests as resolved’
until the customer actually confirms it is.
3c) Mean Time to Resolution: This tells you how long it takes your team to resolve
issues. The faster, the better, if you want to maintain positive customer experience and
brand loyalty.
3d) First Call Resolution is resolving a customer issue in a single interaction, whether
by phone, email, social media support, or live-chat support. Data supplied by Service
Quality Measurement Group suggests that a one-percent improvement in FCR yields a
corresponding one-percent improvement in customer satisfaction.
01 02 03 04
3e) Fill Rate is the percentage of a customer order filled on the first shipment. lso the
shipping time and the delivery rate are two important metrics to be evaluated.
4. Outcome CX metrics
4a) Product Return Rate: Your return policy can make or break your eCommerce
usiness. tatistics from e onsultancy show that
• 56% of shoppers want a hassle-free return policy

• 81% of shoppers want simple, easy and free returns
• 92% of shoppers would rebuy something if they were happy with the return policy
• 67% of shoppers usually check the return page before making a purchase
• 62% of shoppers are more likely to make an online purchase if they can return an
item they’re unhappy with
01 02 03 04
Source: invesp
4b) Lifetime value (CLV): This metric indicates the total revenue a business can
reasonably expect from a single customer account.
As an example, using data from a Kissmetrics report, we can determine Starbucks’

lifetime value to be worth $25,272. The average Starbucks customer spends about $5.90
on each visit, and the average purchase frequency rate was found to be 4.2 visits. After
calculating the average customer value and the average customer lifetime span, you have
all the information you need to estimate the CLV. Pretty good business, Starbucks!
All you have to do is invest in customer satisfaction and customer retention. Making
your customers happier will usually result in their spending more money at your company,
thus ensuring they become loyal customers. It should be easy when your business is taking
people out for co ee right
4c) Retention Rate: ew customers are good for usiness ut you cannot grow if you
keep losing them. t is therefore worth putting a lot of e ort into keeping your clients
happy. Calculating your retention rate helps you to predict revenue, to analyze customer
service, and to re-strategize loyalty programs. In other words, it keeps you on the market
and enables you to grow.
01 02 03 04
ou can calculate your customer retention rate for a specific period y adding up
the number of retained customers at the beginning of that period, the number of new
customers your company gained during that period, and the number of customers
retained at the end of that period. Then, use the formula below.
Measuring against your own CRR month-on-month and year-on-year reveals trends
and helps you to anticipate your customers’ expectations. This means being better than
the competition.
4d) Days between Transactions: n order to increase marketing e ciency we need

to understand customer behavior, and analyzing this value is another way of doing it.
Determining the average num er of days etween orders involves finding two consecutive
orders from the same customer and calculating the number of days between them.
Companies often focus heavily on the CX metric, which is typically used by the marketing
department. owever this metric can e in uenced y a whole host of external factors
making identifying the drivers rather challenging, since they could be either motivations
or barriers.
ust like in love don’t spend your time and money on the wrong person. ou’re etter
o trying to find he ne aka your uyer persona .
5. UX Metrics
5a) Conversion rate: The home of your products is the website, so it is very important
to look at this metric and not to lose sight of it. ccording to the e orts you put into
factors that directly in uence the it can uctuate and will tell you what you are doing
wrong or right.
01 02 03 04
5b) Bounce rate: If the bounce rate decreases, it means you’ve been doing something
right etter targeting a etter message on the landing page or faster page speed. t’s
important to look at your bounce rate, but you must also correlate it with other metrics.
5c) Drop-off rate: his relates to how fast users ow from top of the funnel
to the B ottom of the funnel . lower drop-o rate in each step of the funnel can
mean either a better navigational experience or better information architecture.
e strongly advise you to have all these metrics under the same um rella in e ect
building a dashboard with all these metrics in the same place. This way, everybody can
see how they uctuate o or o and correlate the results with the customer ourney.
Referral metrics
Referred purchase - If you have a referral program, then your brand advocate will
share their referral link (typically via referral email or social media). When the referred
friend clicks on that referral link, and goes on to make a purchase at your store, that
counts as one referred purchase.
Total purchases - This refers to the total number of purchases in your online store.
Referral rate - In order to determine the impact of your referral program, you need
to measure your referral rate. This relates to the volume of referred purchases as a % of
your total purchases.
To determine your referral rate, use the formula below.
A 1% referral rate means that 1 in 100 purchases at your store happen through your
referral program.
01 02 03 04
Understanding industry benchmarks for referrals
Realistically, only a fraction of purchases will be made through a referral. To determine

if your referral program is making an impact, compare your referral rate against industry
enchmark figures.
ReferralCandy studied thousands of data points and analyzed seven industries. Through
this ambitious initiative, they learned that referral rates become stable after a period of
around 6 months.
The chart below represents the average referral rates that users achieved after running
referral programs for 6 months.
ere’s what the full chart looks like
Industry Referral rate
Apparel and fashion accessories 2.23%
Beauty and grooming 2.20%
Food, beverage & groceries 2.56%
Gadgets and electronic accessories 3.40%
Home, garden and pets 2.12%
Vaporizers and tobacco products 2.15%
Others (supplements, sporting / outdoor

2.35%
goods, toys and gifts, etc)
hrough this study eferral andy learned three important things
• The global average referral rate is about 2.3%.

• Gadgets and electronics generally have the highest referral rate of all industries, at
3.4%.
• Some outliers have much higher referral rates, going up to 7.5%!
01 02 03 04
Factors that Affect Customer Experience
Chapter 4
FACTORS
THAT AFFECT
CUSTOMER
EXPERIENCE
01 02 03 04
Dorothy Wickenhiser of San Francisco found that her MoviePass account had suddenly
een shut down and was finding it di cult to contact anyone in Customer Service. When
she finally did manage to reach someone she was told that she had violated the terms of
her agreement. Except, she hadn’t!
hen an rancisco’s B ews investigated they found over 00 complaints.

MoviePass’s response to all of them was to deny there was a problem. They did not
mention the bit about their customer service department being virtually impossible to
reach.
Globally, 60% of respondents said they would stop doing business with a company
because of unfriendly service, while 46% said they were put o y unknowledgea le
employees, and 50% said a lack of company trust would force them to sever the relationship.
About 32% said they would walk away from a brand they love after a single bad
experience. he list of possi le issues is indeed long
• Employee attitude and behavior

You can’t expect to have happy customers with unhappy customers. That’s why
monitoring & constantly improving employee satisfaction will surely lead to insights that
will make them feel better in their roles.
As the eCommerce company gets bigger, the founders’ mission is to create a system to
delight their customers, as they can’t get in contact directly with them anymore. That can
happen only with well-trained, motivated and dedicated employees that understand their
initial vision and deliver an uncompromised level of service.
• Resolution time
How fast are you responding to customer requests? How long does it take your team
to resolve issues? Time is of the essence, as the world is spinning faster and faster, and
customer expectations are getting higher, comparing your experience with all the other
experiences from other companies that have more resources. The longer it takes for you
to solve a customer issue, the unhappier they get, even leading to losing that customer
for good, as they have a lot of alternatives thanks to the current competitive landscape.
• Product price
Most people don’t consider pricing as the sole reason to make a purchase. They take
into account a lot of aspects, many people buying the experience as much as they buy the
product. The experience is simply better if the price of a product or service is priced at the
value point that they perceive it should be.
• Unpacking experience
memora le package goes from a di erentiator to a must-have. ho hasn’t en oyed a
nice and creative package with a friendly message or sticker inside?
01 02 03 04
According to Dotcom Distribution, 40% of online shoppers would share an image of

their purchase on social media if it came in branded packaging.
f you want to ring a it of excitement with your package there are several options
1. Branded boxes - a unique design will be remembered by your customers.
2. Unique packing material - you can use a soft paper instead of plastic for gentle
products. Additionally, recycled packaging can surprise your customers that are
increasingly aware of their environmental footprints.
3. Free samples - if you are launching a new product, this might be a great opportunity
to promote it and transform your customers into ambassadors.
4. Instructions for use - if you are selling products that require extra care or attention
that enhance the product experience, then you might include this in the package
5. Stickers or other branded objects - with a small budget, you can include some
memorable objects that relate to the product experience such as postcards,
bookmarks or stickers.
6. A sentimental message - especially for new clients, a message of appreciation for
choosing your brand would warm up their hearts.
• Delivery experience
nce a customer places an order he she is getting excited to receive the product and
use it. As we talked before, our purchase intentions are very emotional and that feeling
does not disappear after placing an order. We are getting even more emotional and want
to try out that new product as soon as possible.
Your role is to balance the customer’s expectations and the reality in the most empathic
and transparent manner as possible.
ake sure you send

» n order confirmation email.
» payment confirmation.
» An update email when you have shipping information available.
» An update email whenever the shipping is delayed.
» Don’t forget to be empathic and a bit funny when you are communicating this.
Don’t send sti and hard-to-read emails.
• Friends/relatives feedback
This is a factor you can not control, however you might want to keep an eye on the
negative positive reviews on social media or other platforms. n angry customer is prone
to share the bad experiences with anybody, including family and friends. Reversely,
according to 59% of people, they still consult friends and family for help with a purchase
decision.
• Buying experience
There are things you can control and things that are not under your control when it
01 02 03 04
comes to the buying experience. For example, you can’t control the location from which
people browse your website or you can’t control how they feel. However, you can control
how smooth the purchase experience is and how easy it is to navigate on the website. Put
yourself in the customer’s shoes and mark out what you can improve.
• Brand image
The brand image is formed both by the company but also by their customers. Customers
associate a brand with the end feeling that they get.
or example olgate re ects etter oral health ed ull is associated with more energy
and Ferrari with car racing.
he rand image can e a ected y oth entities the company and the customer
but especially by customers or better said by customers’ reaction to what a company is
promoting, doing or showing. So be very careful and think twice before acting.
• Product quality
There is no doubt that with all the customer experience in the world, the product quality
is the core of your company. Whether you are selling D2C, you are a retailer or other type
of merchant, you need to constantly improve the quality of your products ideally based
on your customers’ feedback.
• Customer support
Customer support is a very sensitive aspect in the customer experience. There are a lot
of stories on ad customer service from e she was talking like a ro ot lacking empathy
to “That rude attitude made me yell in public”, “It did not help me in any way so I have to
find another solution .
Since 52 percent of U.S. customers have switched brands in the last year because of
poor experiences, it’s essential to measure service experience data.
ake sure you are tracking the e ciency of your customer support and that there are
no hidden problems there.
01 02 03 04
Source: Omniconvert
Bear in mind that growth is not an accident, but the natural consequence of customer
retention and an improved customer experience that will make people actually recommend
your company after purchase. However, 63% of companies still allocate most of their
udgets towards customer ac uisition ignoring retention in the process. ou can find
more relevant figures here.
Even if you are a large, potent and customer-focused company, you might not be capable
of achieving all the customer experience aspects. And that’s ok. You can still create a good
relationship with your customers.
A brilliant example of turning a weakness into a strength is the OnePlus smartphone.

The company with the same name released the smartphone in 2016 and had tremendous
success due to its competitive price in a very crowded market.
owever they had a handicap they weren’t a le to meet the glo al demand ecause
they were a small company. So they decided to allow buyers to purchase the phone only
by invitation from the company or from somebody that had already bought the phone.
The strategy went so well that they further launched another OnePlus phone.
This anecdote proves that customer experience means also attention and proactivity
when it comes to unseen factors that are not entirely measurable, but sensitive. Make
sure you tick o as many as possi le on a list and create a general mindset in the company
for this.
Conclusion
Having reached the end of this eBook, you are already closer to a happier customer
and a wealthier company. You’ve understood that customer-centricity based on data is
the new way of running an online business, and this extends to other aspects of your
business that don’t bring real value to your end customer.
To sum up the whole process, the following are necessary.
1. Build the ICP by doing Customer Research

2. Create the Customer Journey Map As is
3. Draw the Customer Journey Map To be
4. Prioritize all necessary changes
5. Measure the impact in each phase of your Customer Journey
If you need advice and technology that can give you clarity over your customers, don’t
be a stranger! Scroll down and let’s talk!
T H E P EO P L E B E H I N D T H E E B O O K
Mara Gavrilescu
Website Optimization Strategist @Omniconvert
Valentin Radu
CEO & Founder @Omniconvert
Raúl Galera
Partner Manager @Referral Candy
Matt Abott
Head of Growth @Swanky Agency
(Shopify Partner)
Travis Cross
vents liate anager
@Gorgias
Alexandra Mateescu
Head of Creative @Omniconvert
To: CEO/eCommerce Manager/ Customer Success Manager
Subject: Want to talk about ex-lovers?
All companies chase new clients. And it’s normal. But they forget
to cherish enough the ones they already have. The “ex-lovers”
segment has raised >20% of the company’s profit. But they don’t
write farewell letters. They just disappear.
Valentin Radu,
CEO & Founder
@Omniconvert Do you think it’s time to find out who these ex-lovers are and
prevent any future breakups?
Discover who your ex-lovers are:
Try Reveal on Shopify
Try Reveal on other platforms
Talk to us: omniconvert.com/meet-valentin-radu

Leading ecommerce agency Swanky create beautiful Shopify Plus stores with
commercially-optimised customer journeys. We leverage data and expertise to design,
implement and test innovative digital solutions that optimise user experience, drive
conversions and increase revenue.
ontact our team to find out how our expertise could transform your ecommerce
business.
mail humans swankyagency.com.
orgias transforms your customer support into a profit center. housands of

merchants use it to provide a unifed customer experience and journey across all
their communication channels such as Facebook & Instagram, emails, chat and SMS.
Developed with Automation and Monetization at its core, Gorgias builds your brand with
each customer interaction.
Try 2 months free of Gorgias - gorgias.grsm.io omniconvert
ReferralCandy allows online brands to grow their sales through word-of-mouth

marketing. You can create a customer referral program in a matter of minutes and
reward your customers for referrals with discounts on future purchases, cash, or gifts.
ReferralCandy connects instantly with popular ecommerce platforms (Shopify,

WooCommerce, BigCommerce, Magento) or choose custom API and advanced
integrations. ReferralCandy also integrates with other marketing tools such as Klaviyo,
AdRoll, Mailchimp, Google Analytics, ReCharge, Fomo or Chargebee and many others.
You can now get started with ReferralCandy with an extended 60 day free trial (normally
0 days . o redeem your o er create an account on referralcandy.com, email Raul
from ReferralCandy ([email protected]) and mention the Omniconvert ebook!

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CUSTOMER

About Customer Experience 5

Why do people really buy? ....................................................................................... 10

Traditional vs. Digital Customer Experience ........................................................... 12

What is Customer Experience Strategy? ................................................................. 13

Customer Experience Management ........................................................................ 13

7 reasons why Customer Experience Management is vital ................................... 14

What IS a good customer experience? .................................................................... 17

How can we create the best eCommerce Customer Experience? 19

Research & Analysis ................................................................................................. 26

The Customer Journey ‘To Be’ .................................................................................. 39

How to Measure Customer Experience 43

Factors that Affect Customer Experience 59

Welcome to the Experience Economy, where businesses

The above quote from a 1998 article in

Consumer behavior has changed

What has become patently clear, is

Customer Experience and eCommerce go hand in hand. We expect nothing less

According to market research, 80% of companies think they o er great customer

The Importance of Customer Experience

The purpose of a business is to create

Source: PwC Future of Customer Experience Survey 2017/18

We know, however, that it is extremely difficult these days to compete on products,

Fail to meet your customer’s expectations, and they’ll click away

Time is of the essence when it comes to high-quality customer service.

Depending on your target demographic and marketing strategy, integrating your

ord-of-mouth is still one of the most powerful marketing channels so o ering a

Increasing customer loyalty by as little as 5% can increase proﬁts y anywhere from

Why do people really buy?

From now on, leading-edge companies – whether

What is Customer Experience, exactly?

Source: wots the big idea

Traditional vs. Digital Customer Experience

What is Customer Experience Strategy?

Customer Experience Management

Companies that successfully implement a customer experience strategy will achieve

The main responsibility of the customer experience manager is to improve the

7 Reasons why Customer Experience

01 A higher chance of being overlooked is one of the reasons

Customer Retention is the essence of any thriving business,

More money to spend: the better your Customer Retention

03 means higher budgets for expansion into other markets or for

Word-of-mouth: Happy customers are much more open to

Statistics from ReferralCandy show that:

04 Forrester Research, “How To Build Your Brand with Branded

Consumers pay more for a better experience: According to

05 be able to launch different new product lines and charge a

Better brand reputation comes with more partnership

06 open to trying out bundles or cross-promotions from companies

Your employees will be happier. We spend a third of our day

What IS a good Customer Experience?

Fast delivery, convenience, irreproachable customer support, and seamless

Good Customer Experience case study - Marine Layer

• Where on the website the customer is.

According to a survey conducted by Capterra in 2019, almost half (45%) of all US

’s ethodology descri es the customer ourney in six pillars ersonali ation

Deloitte’s ethodology explains it in three simple steps

About Customer Journey Mapping

Once upon a time…

95% of purchases online are driven by emotions.