Client Experience Health Check

… retain and grow client relationships

How it works

  • Confirms your clients’ end-to-end journey of ‘touch points’ through your firm
  • Evaluates the suitability, feasibility and applicability of your CX strategy
  • Assesses the robustness of your CX governance, controls and accountabilities
  • Analyses a balanced set of data to confirm strengths and weaknesses, and the root causes of any issues
  • Engages staff in developing necessary responses, leaving the organisation ready for change

Why Accomplish’s Client Experience Health Check is a good choice

  • Ensures you build your enhanced CX on solid foundations and provides your organisation with a clear case for change
  • Proven through industry-wide research and practical application
  • Cost effective ‘quick-fix’ for firms of any size

Proprietary Client Experience tool

  • Assesses your operational data against objective measures of client experience
  • Measures and tolerance levels are representative of industry standards
  • Balances quantitative with qualitative data from staff (and clients, if you wish)

Client Experience Health Check – case study

Situation

On a referral from a previous client, Accomplish conducted its Client Experience Health Check as the central part of an operational turn-around for a mid-sized asset management business within a larger global firm.

For this business, a low level of client satisfaction with ongoing service had escalated into lost mandates and notable exclusions from new business pitches.

What we did: ​identified the root causes of client dissatisfaction and got the organisation ready for change

Over 10 weeks, an Accomplish professional led a small project team of two dedicated client staff to identify the areas of strength that the firm should build on, and the areas where services were falling short of clients’ expectations.

More than that, we also created organisational alignment behind our findings, and galvanised staff behind a plan for the next phase that involved designing strategic and tactical solutions to the problems.

On completion, a senior Steering Committee endorsed our findings and requested the project complete two subsequent phases – design the future client experience, and implement it.

How we did it: interrogated quantitative and qualitative data from a balanced set of sources

First things first, we confirmed the client base:

  • What were the size, depth, and length of the client relationships?
  • What products were they invested in, and what revenue were they yielding?
  • Looking at the pipeline and distribution strategy, which relationships were most representative of the future client base?

Next, we defined the client journey and broke it down into individual ‘touch points’ and their owners.

This allowed us to evaluate existing client experience, which we did in three ways: we asked almost 40 clients; we interviewed about 100 staff; and we performed desk analysis on the availability, nature and freshness of operational performance metrics.

We aggregated the data from these various sources and used Accomplish’s priorietary client experience measures to interrogate it and spot the themes. This highlighted three main ‘areas of strength’ and eight ‘areas for improvement’. For each of the latter, we conducted further analysis to confirm the root causes behind the problems and the most appropriate response, e.g. high-level comparisons against market standards, and internal workshops.

Some companies we have helped have preferred not to perform a client survey, but in this instance it was important to acknowledge the problem, to understand clients’ perspectives, and to demonstrate that resolution was underway.

Benefits to the asset manager: a balanced approach identified root causes and aligned staff behind the remediation plans

At Accomplish, we promote striking the right balance. In this situation, that involved balancing things on several different fronts:

  • Balancing both qualitative and quantitative data and drawing them from multiple different sources gave weight to the Health Check and its findings.
  • Balancing hard and soft skills was essential to ensuring staff could associate with our findings and could stand ready to design and implement remediation plans. Disenfranchising staff would have made matters worse!
  • Balancing tactical and strategic responses. The former gave the firm ‘quick wins’ in front of its own clients – demonstrating that it had listened and responded fast. The latter involved establishing a deliberate service offering through which different tiers of clients received a different experience designed to meet their different needs. This gave confidence that the problem would not recur and, indeed, the approach was subsequently rolled-out more broadly within the wider firm.

One year later, the broader project had completed its implementation, reports of improved satisfaction were arriving, retention rates were improving, and clients had been heard around the industry relaying the ‘turn-around’ story positively.

Relevant. Brief. Gone.

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