Customer
Experience 4.0
How to integrate a small team? Going out for
dinner at a restaurant has become passé.
It is much more engaging, if team members
cook the dinner themselves with the help
of a chef who shares with them some culinary
secrets and chats about regional specialities
and unheard of ingredients.
The meal itself and the way it tastes are still relevant.
No matter whether it is a cooking class, a restaurant
or our own kitchen and we are preparing a meal from
products bought at a shop our goal is the same — to eat
well. However, each of these situations (apart from the
meal itself) will give us an altogether different experience.
This experience will become a distinguishing feature
which will help sell the same dinner for a much higher
price. This is how the experience economy works.
And it is not always about the price. Companies which
proactively design and manage their customer experience
achieve greater loyalty and LTV and reduce customer churn.
More than two decades ago, Pine and Gilmore concluded
that as goods in the market commoditize, offers will become
increasingly complex. If one sells apples, one can find it hard
to gain a competitive advantage other than price.
©2020. Deloitte Digital Poland
It is much better to turn the apples into juice, or even
better start daily deliveries of freshly squeezed juice to the
customers’ doorsteps. And because our competition will
also start pressing juice and offering home deliveries soon,
let’s invite our customers to the orchard where the apples
are grown and add a little note to the parcel from
the person who prepared the delivery.
It may not seem like it, but selling loans, life insurance
policies, sending parcels or showing films does not differ
that much from selling apples.
For each of these industries, the
battlefield for competitive advantage
is designing customer experience.
Customer Experience has become a fad. Just as many
other words which suddenly attract interest, also customer
experience is sometimes used without too much
of a thought. Some say it’s about keeping the customer
satisfied. It’s nothing new that both in commerce and
in services the customer is always right. Yet, nothing
could be further from the truth, at least when it comes to
proactive management of customer experience. Instead
of trying to make everyone happy at all cost, better adopt
a customer-centric approach and start taking more accurate
investment decisions and hence allocate funds more
effectively.
2
 The key to achieve these benefits is to
proactively diversify the activities in three
areas:

01. Client
Not all clients are alike. Not all have the same needs. Not all are
equally valuable to the organisation. Therefore, it is reasonable
to provide them with a different service and perhaps reduce
investments in certain relationships to a minimum.

02. Moment
Each customer relationship has different dynamics.There are
moments of key importance to the customer engagement and those
which have a considerably smaller impact on customer satisfaction
or their behaviour. It is important to identify the moment of truth
and focus on what really matters, reducing the investment which has
no or little impact on business results.

03. Channel
Organisations have now a broad range of channels (some
personalised) to contact their clients and prospects. How they do
it depends on their goals and circumstances. Proactive management
of customer experience across channels not only helps deliver
a consistent multi channel experience, but also creates an optimal
service delivery model across channels.

©2020. Deloitte Digital Poland 3

 Decisions regarding the measures which the organisation
will take across those three perspectives must be made
with strategic goals in mind. They will be different when the
key is to win new clients, different when we want to loyalise
them and different when we want to optimise costs.
However, customer experience is only one side of the coin.
On the other there are employees responsible for the
implementation of the customer solutions. Front
office employees have an important role to play, but also
those who are not seen have their share in developing and
delivering services to customers.
So in fact... nearly everyone. Just like the understanding
of the purpose of customer experience is sometimes
oversimplified, employee experience also happens to be
reduced to providing employees with benefits and such
working conditions so as to attract the best talents, retain
them over the longer term and keep them motivated.
However, as with customer experience, taking care of
employee experience is not only about their well-being. It
is also about equipping them with the right tools to help
them work effectively and provide customers with the
right experience, at the right time and consistently across
channels.
Appropriately used technology is the prerequisite
to creating and managing customer and employee
experiences. Friendly, intuitive interfaces, tool functionality,
technological efficiency and making use of vast amounts of
data by the organisation are only some of the aspect of the
digitally enhanced client-oriented culture.
On the other hand, as far as modern organisations are
concerned, customer experience is an important driving
force behind the digital transformation. The customer-
centric approach, made possible with modern technology,
helps organisations unlock the potential to create
and improve products and services based on constant
feedback from the customers.

“If you take care of your employees,

Katarzyna
A combination of these two factors: using technological

Gawlik
capabilities and listening closely to the voice of the
they will take care of the clients”. customer is the path leading to new business models
which can be successfully applied
Experiencein fast-changing
Design
- Richard Branson markets and increasing competitive pressures.
Senior Manager
Deloitte Digital
Fewer and fewer firms wish to sell apples these days...

Katarzyna
Katarzyna Gawlik Wiesław
Wiesław Kotecki
Gawlik
Experience Design Senior
Manager Deloitte Digital Kotecki
Experience Design Director
Deloitte Digital
+48 734 476
Experience 558
Design +48 505 185
Experience 939
Design
Senior Manager
kgawlik@deloittece.com Director
wkotecki@deloittece.com
Deloitte Digital Deloitte Digital

©2020. Deloitte Digital Poland 4

 INTRODUCTION FINDINGS SUMMARY

View

Customer satisfaction — key findings by customer journey stages

View

Customer in the world

of experience Introduction

View View

Browsing Getting started with a service

and/or service provider

View View View View

Survey Using services regularly Submitting complaints, queries Summary — what makes
methodology about services a good experience?

©2020. Deloitte Digital Poland 05

 Customer
in the world of experience
©2020. Deloitte Digital Poland 06
 The criteria for comparing insurance or the
continuity of the complaint procedure for telecom
subscribers may be fascinating topics. Though
rarely half as fascinating to the customer as
it seems to marketing or call centre specialists.

Customer experience, for reasons

given in the introduction, has
an immense significance for
organisations.

However, for the customers it is only one of the many

experiences they have during the day. Therefore, it is the
experience that is noticeable and remembered that is
important. The one that stands out, comes as a pleasant
surprise, makes the customer want to tell others about
it and even recall it after a long time as an example to
be followed. However, providing such experience is an
extremely difficult task and rarely succeeds. Much more
often, customers remember a negative experience and how
they felt about it: angry, frustrated, confused, helpless.

©2020. Deloitte Digital Poland 07

It doesn’t take much to provoke such reactions. It is enough Figure 1 | Survey participants by various industry clients
to neglect the basics which the customer takes for granted.
Just like with the water in the tap: as long as it is there, it
seems insignificant, but as soon as it is gone, it becomes
the top story. However, in order to stand out, to reach the
customer with one’s message and make them remember

92% 92% 86%

their contact with the organisation, customers must be
provided with an experience that is unique as compared
with the rest of the Sector as well as in terms
of the customer’s immersion in countless interactions with Banking Telecommunication E-commerce
brands, organisations and services every day. Managers
sometimes refuse to compare two services claiming
that they differ too much, but customers, easily make
such comparisons, without asking for permission..

A taxi app user has an account with a bank. During the ride,
he makes several bank transfers and then stops by a locker
to collect a parcel sent by an online store. The ride will finish
at a private health clinic in which he has a membership

81% 62% 57%

package and prebooked an appointment. He has just
received a text message informing him that the visit will
start in a few minutes. He’s got another text message on his
phone with the amount of his phone bill.
Parcel Insurance Retail
As far as experience is concerned, all the above industries
services apps
(and many more) compete with one another.

Our customers evaluate their

experience with our organisation
through the lens of their top 10
smartphone apps.
56% 38% 14%
City Entertainment Medical
Therefore companies as well should adopt such transport services
a perspective, by searching for broad comparisons
and inspirations outside their own industry.

©2020. Deloitte Digital Poland 08

 Survey
methodology

©2020. Deloitte Digital Poland 09

 Analysed industries:
This report has been based on the results of a survey
of customer experience.
The aim of the survey was to:
01. understand Poland’s overall customer experience
landscape
02. understand the relationships between individual
industries in the overall customer experience landscape
and to identify the benchmarks crucial for the customers
03. identify the experiences which provide industry best
practices
04. understand how customer experience develops
throughout the relationship in key service industries and
identify the factors behind them
The survey polled customers in
nine service industries selected
based on three factors:
01. they offer services, i.e. an intangible deliverable. This way
customer experience is of the same key significance;
02. they are universal and widely used;
03. they are particularly active in terms of customer
experience development, setting examples, undertaking
some interesting initiatives specifically in the area
of digital transformation.
©2020. Deloitte Digital Poland
Banking — banks, institutions offering
financial services
Telecommunication — telecommunication
operators
City transport — everything relating
to moving around the city: car sharing,
passenger services, scooters and hire
bikes, but also public transport: trams,
underground, buses
Entertainment — music, film, podcast
streaming services; everything we listen
to and watch on the Internet
Retail apps — apps used for shopping with
the biggest retail chains such as Rossmann,
Biedronka, Lidl
E-commerce — retail online sellers
Medical services— private healthcare
packages
Insurance — personal, vehicle, real property
insurance etc.
Parcel services — courier delivery
services offered by Polish and international
organisations
10
 The customer journey begins with browsing for services
and information about the services and ends with raising
queries and solving problems experienced by the customer.
Customer experience is the sum of all Subsequent stages include:

interactions throughout the relationship

with the brand or organisation across all 01. browsing for services/information

touchpoints.
When designing the survey, we distinguished four
stages of the relationship, regardless of the
industry. This way we were able to compile and
compare the analysed industries and understand
the universal mechanisms behind the customer
experiences throughout the customer journey.
For each industry and each company operating
in the industries covered by the survey, a much
more detailed customer journey may be recreated,
comprising more stages and more precisely identified
touchpoints. However, as far as the objectives of the
survey were concerned, it was important to get the
overall picture and understand the universal
mechanisms.
02. getting started with a service/ service provider
using services regularly
03.
submitting complaints, comments regarding
04. services
We have analysed the quality of customer experience asking
respondents about their satisfaction with the services
across individual industries as well as at every stage of the
interaction and every touchpoint. Customer satisfaction was
calculated using the Customer Satisfaction Score (CSAT).
The respondents rated their
At each stage we have identified key touchpoints and we
have learnt how they are evaluated (website, app, meeting
with the assistant, visit at the physical store).
The survey was conducted using computer-assisted web
interviewing on a sample of a thousand (n=1000) Poles
aged from 18 to 65 who regularly use the services offered
by at least three of the industries covered by the survey.
The sample was selected so that each industry was
represented by at least three hundred clients except the
private healthcare packages which are the most niche of all
the analysed industries and hence the sample size across
the entire customer journey in this industry was smaller
compared with the other industries.

satisfaction with a given industry’s

services/products on a scale from
1 to 5 across various stages of the
customer journey, and generally,
considering their overall experience
with their service provider in a given The CX Drivers survey was conducted on request of Deloitte
Polska by IQS Sp. z o.o. on
industry. 18–22 October 2019.

©2020. Deloitte Digital Poland 11

 Customer Satisfaction
Key findings by journey stages

©2020. Deloitte Digital Poland 12

 01.
Browsing for
services/information
©2020. Deloitte Digital Poland 13
 Sometimes a user’s interaction with a service starts long
before they become an actual client. Already at this stage,
the user identifies their needs and defines the selection
criteria which will later determine their expectations and
consequently — their satisfaction with the service.
This is when the decision is made
whether next stages will follow
and whether a relationship with
the brand will be established.
This is why this stage is so important and at the same time
so difficult to control. The customer’s movements before
a formal relationship is established are in many respects
invisible to companies. The customer does not appear
in any databases. They did not consent to being contacted
for marketing purposes or take part in a satisfaction survey.
They are not easy to identify. Perhaps they will be qualified
as a lead to be handled by the sales department. However,
it may take a long time before this happens and many key
decisions may be made without our involvement. In other
words: at this stage, the moments of truth can be
easily overlooked.
What is more, browsing for information takes place primarily
outside the official channels controlled by the
organisation.
©2020. Deloitte Digital Poland
Most important are the opinions of the existing customers
expressed in private conversations as well as those in the
form of reviews posted on special websites, on discussion
groups or social media. In this case, earned media are
much more important than the owned ones.. This is the
stage when the positive experiences of other customers pay
off, because they will influence the decisions of prospects.
From the business perspective, at this stage, the challenges
are sales related. The point is to identify prospects, make
them need a service, build brand awareness, influence the
selection criteria, demonstrate ones advantages over the
competition and encourage them to make a purchase.
However, as far as customer experience is concerned,
the priorities are altogether different.
Understanding what the customer
wants, how their needs and
satisfaction evolve when they are
browsing for the right service is
critical to the achievement of the
business goals.
14
 Finding reliable opinions about specific online shops often say they feel disoriented with the lack of information
is slightly more difficult. Luckily, strong, recognisable consistency across channels. Services differ from one
brands, which provide their recommendations increasingly another, the desired information is hard to find and the
The key word to often come to the rescue.. Online stores are no longer search is time and energy consuming.

this stage is transparency.

What the clients specifically need when they are trying
to learn about the service offering and want to compare
available options in an area that is new to them is easily
accessible and transparent information.
E-commerce sets an example in this respect: browsing for
deals, searching and comparing them is relatively easy both
within one shop and between different sellers. A regular
browser may easily be used for this purpose, but customers
are equipped with much more specialised tools in the form
of various price comparison sites which save time and
provide certainty of the right choice, thus improving the
customer experience.
Chart 2 | Satisfaction with the browsing stage
anonymous and customers no longer have to verify
their credibility based on the past experiences of their
predecessors. Interestingly, the most serious charges faced
by online shops with negative customer reviews relate to
customer experience at various touchpoints (lack of clarity,
Factors determining the quality
insufficient support, ineffective problem solving etc.).
Generally speaking, customers seem rather satisfied with of customer experience at the time
the browsing stage. E-commerce and courier delivery
services achieve the highest customer satisfaction rates at
of browsing for information
this stage. The services are complementary and display the Ease and speed with which the desired information
same features, the most important one being that the end is found
value for the customer is outside the service itself — it is
Search effectiveness — I’ve found exactly what
the item they receive.
I was looking for
The telecommunication sector achieved the lowest score
for customer satisfaction at the browsing stage. When Quality of the search content (e.g. quality of the
asked about the reasons for such rating, customers very offerings)

5
4,22 4,31 4,29
4,08 4,10 4,11 4,15
3,94
4 3,87

N=83 N=75 N=98 N=50 N=139 N=243 N=127 N=100 N=155

Banking Telecommunication City transport Medical Retail apps E-commerce Insurance Parcel Entertainment
services services
Significantly lower than at least one category Significantly higher than at least one category
©2020. Deloitte Digital Poland 15
 Jan Kisielewski
An analysis of the channels used to interact at the browsing Director, Brand and Strategy, Deloitte Digital CE

stage reveals that the major source of information are still
the service providers’ official websites. Next in terms of
popularity came the channels outside the organisations’
direct control: the word of mouth (friends, opinions on the
Internet).
However, the quality of customer experience across
channels at the stage of interacting with the service is
another matter. The customer is satisfied with the service,
if they receive personalised advice or information, i.e. when
the opinions, advice and information they collected come
from a specific individual.
At this stage, visits to a physical store — which are not the
most popular form of collecting information — receive very
high scores, specifically in the traditional industries such
as telecommunication or insurance. Blogs, which provide
personal reviews and opinions, are also highly valued.
“
The first stage of building a relationship with a brand is crucial. There are a few
things an open-minded and strategic marketer should remember:
1. Simplification 3. Emotions
Consumers not always realise what exactly When people start looking for certain solutions,
they need. Sometimes they need support it usually happens because something important
to identify their needs well. In an increasing has happened in their lives. Often, first come
number of categories, at the first stage we find plans, dreams put into action. It is good to
ourselves in an unknown world of solutions with realise what the underlying emotions are
overwhelming opportunities and we need and use this energy at the very beginning to win
a guide. loyal brand users.

2. Intersecting categories 4. Authenticity

Whenever there is an actual person
behind the advice, the rating of the
quality of the information rises.
Sometimes the needs people have cannot be
precisely matched with the products/services
or even with only one category. Let’s take a wider
perspective on how we can help finding the best
solution. Another thing is that expectations of
experience also move beyond categories and
if customers in the telecommunication industry
take fast and effective responses to their
inquiries for granted, sooner or later the same
will be expected of the post office.
At the stage of market research and looking for
information we do not necessarily feel safe
and we look for ways to make the brand or
service more credible. These days we are seeing
that people seek recommendations not from
high-paid celebrity experts, but from users
that are similar to them. At this stage, contacts
with the brand community offer an enormous
“
potential for relationships with future customers.

©2020. Deloitte Digital Poland 16

Browsing for services/information
Figure 3 Figure 4

Most popular Best rated

#1 #2 #3 #1 #2 #3
65% 42% 41% 4,53 4,24 3,99
N=83 Browsing websites Visit to a physical store Checking opinions on the Internet N=83 Blogs
Mobile app Visit to a physical store
Banking Banking

85% 41% 32% 4,19 4,11 4,11

N=75 Browsing websites Checking opinions on the Internet Talking to friends N=75 Visit to a physical store Hotline Website*
Telecommunication Telecommunication

86% 46% 36% 4,10 4,03 3,99

N=98 Browsing websites Checking opinions on the Internet Talking to friends N=98
City transport Hotline Mobile app Visit to a physical store
City transport

N=50 73% 55% 54% N=50 4,04 4,04 4,02

Medical Browsing websites Talking to friends Checking opinions on the Internet Medical Talking to friends Social media profiles Browsing websites
services services

N=139
81% 50% 40% N=139 4,27 4,13 4,08
Retail apps Browsing websites Checking opinions on the Internet Mobile app Retail apps Visit to a physical store Mobile app Blogs

93% 42% 26% N=243

4,32 4,21 4,19
N=243 Browsing websites Checking opinions on the Internet Online price comparison site E-commerce Talking to friends Browsing websites Website*
E-commerce

73% 40% 35% N=127

4,37 4,32 4,17
N=127 Browsing websites Online price comparison site Checking opinions on the Internet Visit to a physical store Talking to friends
Insurance Insurance Press

N=100
81% 49% 36% N=100 4,48 4,22 4,16
Browsing websites Checking opinions on the Internet Talking to friends Parcel Visit to a physical store Checking opinions on the Internet Mobile app
Parcel
services
services

N=155
84% 48% 36% N=155 4,14 4,10 4,09
Browsing websites Checking opinions on the Internet Talking to friends Entertainment Browsing websites
Entertainment Talking to friends Blogs

* (po zalogowaniu) - na laptopie lub komputerze stacjonarnym

©2020. Deloitte Digital Poland 17

02.
Getting started
with a service/service provider

©2020. Deloitte Digital Poland 18

 You only get one chance to make a first impression.
Therefore, preparing the customer to start using a service is
so important considering their experiences throughout the
relationship. This is the moment of truth: will the customer’s
expectations, formed at the time when the decision to use
the service was made, be fulfilled? If they are not soon
enough, the customer will experience painful post-purchase
What influences the quality of dissonance.

experience when customers are Unsuccessful onboarding may lead to abandonment, low
getting started with a service? loyalty and low usage rates later on. With newly hired
employees the first day, then the first 30 and 90 days
Effective introduction to the service are said to be crucial for the future relationship. It is the
same with the customer, however, as far as the customer
Easy intuitive service experience is concerned, this time is much shorter.
Functionality and friendly staff Customer onboarding must be fast, effective and most
importantly seamless.

Figure 5 | Satisfaction with the initial stages of the relationship

5
4,25 4,18 4,34 4,19 4,29 4,19
4,02 4,16
3,96
4

N=60 N=38 N=82 N=44 N=174 N=139 N=74 N=85 N=129

Banking Telecommunication City transport Medical Retail apps E-commerce Insurance Parcel Entertainment
services services

Significantly lower than at least one category Significantly higher than at least one category

©2020. Deloitte Digital Poland 19

„At this stage there is no room
for patience”.
Effectiveness is vital to onboarding. The customer wants
to start using the service they have bought relatively fast.
They don’t want to learn, read manuals,get to know about
detailed features. Onboarding should go unnoticed. The
goal is for the customer to use the necessary features of
the services intuitively, without any additional efforts.
This stage has received high scores throughout the
analysed industries with the highest in those in which the
service and the associated onboarding are both digital:
retail apps, parcel services, banking (for new users this
usually means digital banking). Importantly, these are
wide reaching services, meaning that positive customer
experience in one area becomes a benchmark for other
sectors.
However, digital onboarding channels are not put to use to
the same degree throughout industries. In more traditional
services such as banking, telecommunication, insurance or
medical services, customers usually go to a point of sale or
call the hotline.
Yet it is the digital onboarding that receives
the highest score.
©2020. Deloitte Digital Poland
Chats, in-app or website onboarding after logging in, or
contact forms are the best rated forms of contact when
customers are getting started with new services. They are
fast and easy, help use new services providing the required
support, however, with no need for going to the point of
sale. As far as modern services, delivered also online (such
as retail apps or online entertainment), are concerned such
“
channels are also consistent with the way the service itself
is used. This way onboarding may really go “unnoticed”.
The following three conclusions may be drawn
from an analysis of the satisfaction with customer
experience at the onboarding stage:
01.
Digital customer support channels should be developed,
specifically where they are not fully used. They provide an
opportunity to enhance customer experience at the early
stages of using a new service.
02.
Where offline channels play an important role, the good
practices from digital channels should be adopted.
03.
The onboarding channel should be adjusted to the way the
service is used and new connections should be created
between the analogue and digital channels. An effective
and well-thought-out strategy for channel migration is one
of the key digital transformation success criteria.
Marcin Warszewski
Director, Insurance Lead,
Deloitte Digital CE
Proper customer onboarding is important for at least
three reasons. First, onboarding determines whether the
customer will stay with us for longer. A model onboarding
process should make our product or service indispensable
for the customer in the long term. Already at the first
stage, with a few simple steps, we have to remind the
customer of the quality of our product, explain how
to use it and ensure further communication (email
address, consent to electronic communication, in-app
notifications) so as to build the customer’s engagement
and loyalty effectively over the coming weeks and months.
Secondly, for companies which provide the same services
across channels (e.g. banking) it is the onboarding
experience that will determine which channel the
customer will use in the future. A complicated digital
onboarding process (signature required on the contract,
additional documents needed to be sent) will effectively
discourage the customer from later use of the digital
service and lead them to the point of sale.
Thirdly, for products which are sold via a network of
intermediaries (e.g. insurance or cable TV), onboarding
is a sort of control of the quality of the sales process.
We can make sure that the customer has bought what
they expected, both in terms of the scope of the product
and its final price. This will help avoid any unpleasant
surprises in the form of a complaint as soon as the first
invoice comes in. “
20
Getting started with a service
Figure 6 Figure 7

Most popular Best rated

1 # 2 # # 3
# 1 # 2 # 3
4,48 4,35 4,22
45% 27% 26% N=60 Mobile app Visit to a physical store
1. Website (after logging in) — via laptop
or desktop | 2. Meeting with the advisor
N=60 Visit to a physical store Hotline Website (after logging in) — via laptop Banking outside the point of sale
Banking or desktop

45% 42% 29% 4,59 4,21 4,00

Contact form Chat Website (after logging in) — via laptop
Public website — via laptop or desktop
N=38
Visit to a physical store Public website — via smartphone or desktop
N=38 Telecommunication
Telecommunication

4,17 4,09 4,05

47% 29% 26% N=82 Website (after logging in) — via laptop Public website — via smartphone Hotline
N=82 Public website — via smartphone Public website — via laptop or desktop Public website — via laptop or desktop City transport or desktop
City transport

50% 38% 33% N=44

4,57 4,34 4,25
N=44 Medical Meeting with the advisor outside Contact form 1. Website (after logging in) — via laptop
Medical Visit to a physical store Hotline Public website — via laptop or desktop the point of sale or desktop | 2. Public website — via
services
services smartphone

N=174
N=174 Retail apps
Retail apps

57% 45% 21% 4,45 4,40 4,32

N=139 Email Website (after logging in) — via laptop Chat
N=139 Public website — via laptop or desktop Public website — via smartphone Mobile app E-commerce or desktop
E-commerce

44% 25% 22% 4,82 4,43 4,37

N=74 Chat Meeting with the advisor outside the point Email
N=74 Visit to a physical store Public website — via Public website — via smartphone| Meeting Insurance of sale
Insurance laptop or desktop | Hotline with an advisor outside the point of sale

38% 37% 34% N=85

4,49 4,31 4,27
N=85 Parcel Chat Mobile app Public website — via smartphone
Parcel Website (after logging in) — via laptop Hotline Public website — via smartphone
or desktop services
services

49% 44% 36% N=129

4,68 4,15 4,14
N=129 Entertainment Chat Contact form 1. Website (after logging in)
Entertainment Browsing websites Public website — via smartphone Website (after logging in) — via laptop
— via laptop or desktop | 2. Blogs
or desktop

©2020. Deloitte Digital Poland 21

 03.
Using services
regularly
©2020. Deloitte Digital Poland 22
 At this stage, the core value of the service is delivered.
How it is done, its intensity, contact frequency, customer
engagement levels will differ, depending on the sector.
However, regardless of these, overall contacts are based on
the value which is at the core of the service.
What influences the quality of
customer experience for regular
At this stage, the customer is specifically users?
interested in maximising the functionality.
Functionality — range of available features, fulfilment
This is the lens through which they evaluate the service. of the users’ goals
Naturally, the service must be friction-free, easy, fast and
reliable. These are basic factors and if the associated Ease and speed
expectations are not fulfilled, the customer experience will
Reliability
suffer. However, the factor which motivates customers to
use a given service is its functionality.

Figure 8 | Satisfaction with regular use

5
4,16 4,12 4,19 4,21 4,15 4,15 4,15
3,93 3,93
4

N=359 N=364 N=361 N=160 N=351 N=361 N=364 N=359 N=348

Banking Telecommunication City transport Medical Retail apps E-commerce Insurance Parcel Entertainment
services services

Significantly lower than at least one category Significantly higher than at least one category

©2020. Deloitte Digital Poland 23

Regardless of the industry, customers in general seem
rather satisfied with the various services they use.
Categories with the highest scores were online
shops and retail apps.
Certainly, their satisfaction score resulted not only from
their functionality, but also from satisfaction with the
purchase.
The scores received by medical and city transport
services were slightly lower. In this case, it is not without
importance that regardless of the changes which
the sectors have been undergoing, the services are usually
complained about during daily chats.
The selection of channels through which customers are
served is closely related to the characteristics of a given
industry. As far and insurance and medical services are
concerned human interaction — a face-to-face meeting
or conversation on the phone — is crucial. And if such form
of contact is often necessary to provide a medical service,
it cannot be reasonably argued that face-to-face
interactions with advisors are justified in the insurance
industry.
However, except for the industries in which services
are digital (online shopping and entertainment as well
as modern city transport apps), direct interaction with
another person remains an important aspect of customer
experience.
Among the many forms of contact offered to
customers when they have become regular users,
the digital channels available after logging
in (mobile apps and services) receive particularly
high scores. If the services as less digital, personal
contacts outside the point of sale are preferred.
As far as customers are concerned, first and foremost
the contact channel should not impede and slow down
the service, i.e. it should not require any additional action.
Forced to such actions (multiple logging in, necessary visit
at the point of sale) customers become easily frustrated.

“
When assessing and comparing services, the customer usually
chooses one due to certain criteria which they find important.
These criteria are the customer’s needs and expectation of the
service and are particularly significant, if the service is to be
used over a longer period (e.g. banking or telecommunication
services) or if the service is related to other important issues,
such as health.
Whether the customer will be satisfied with a service used on
a daily basis depends firstly on the fulfilment of the expectations
they had at the time the service was selected. This also builds
customer confidence in the brand. Therefore, it is important that
a bank, and insurance or telecommunication company ensures
service consistency throughout the service lifecycle — starting
with the brand promise, through the onboarding process to
delivering a specific service value or handling a complaint.
Therefore, the customer experience at the time of selecting the
service cannot be significantly different from those expected at
the time of using the service. Companies deliver an increasingly
consistent experience and are less afraid of customers
abandoning their journey because their expectations were not
met.
This adds to the popularity of the subscription-based model
with an ever shorter subscription period. Forcing the customer
to sign a yearly contract is becoming increasingly rare (the
No access to the service is a serious failing on the part of the
supplier, however, an even grater one is the inability to resolve
a crisis. What is more, such situations may be turned to the
only dishonourable exception being the telecommunication advantage of the organisation. Research shows that more than
industry).
Another matter related to the use of a service is the variety
20 percent of situations which
of channels depending on the feature of the service. We like — customers remember as a positive
even prefer — straightforward actions, which do not require
any major intellectual effort from the customer to be taken via
experience are related to the lack
remote channels. Those which are less intuitive, require more
specialist knowledge or relate to the personal aspects of our
of access to or problems with basic
services.
“
lives (e.g. health or finance) are better consulted with
a specialist.
Anna Wiącek
One more aspect that should not be forgotten in reference to
Director,
services is their reliability. Increasingly, the level of complexity
Technology Strategy
of business or IT environments and many years of investment
& Architecture, Deloitte CE
backlogs in those areas, accompanied by continuing pressures
to develop and save, lead to failures or malfunctions.

©2020. Deloitte Digital Poland 24

Using services regularly
Figure 9 Figure 10

Most popular Best rated

# 1 # 2 # 3 1 # 2 # 3 #

53% 46% 40% 4,50 4,48 4,48

N=359 Website (after logging in) — via laptop Website (after logging in)— via smartphone Mobile app
N=359 Website (after logging in) — via laptop Visit to the point of sale Mobile app
or desktop
Banking or desktop Banking

36% 31% 29% 4,25 4,19 4,14

Hotline Public website — via smartphone | Visit Email Website (after logging in) — via laptop Mobile app
N=364 Website (after logging in) — via laptop N=364 or desktop
to the point of sale
Telecommunication or desktop Telecommunication

51% 45% 23% 4,22 4,12 4,12

N=361 Public website — via smartphone Public website — via laptop or desktop Mobile app N=361 Website (after logging in) — via laptop Public website — via laptop or desktop Mobile app
City transport or desktop
City transport

N=160
51% 49% 33% N=160
4,42 4,27 4,20
Hotline Visit to the point of sale Public website — via laptop or desktop Medical Meeting with the advisor outside Chat Website (after logging in) — via laptop
Medical
services the point of sale or desktop
services

N=351 N=351
Retail apps Retail apps

65% 52% 33% 4,41 4,33 4,31

N=361 Public website — via laptop or desktop Public website — via smartphone Website (after logging in) — via laptop N=361 Mobile app Website (after logging in) — via laptop Website (after logging in)— via smartphone
E-commerce or desktop E-commerce or desktop

53% 33% 26% 4,47 4,38 4,32

N=364 Visit to a physical store Hotline Meeting with the advisor outside the point N=364 Meeting with the advisor outside Social media profiles Chat
Insurance of sale Insurance the point of sale

N=359
46%
Hotline
41% Hotline
26% N=359
4,59 4,28 4,22
Parcel Website (after logging in) — via laptop Meeting with the advisor outside Visit to a physical store Email
Parcel
services or desktop the point of sale
services

N=348 44% 42% 40% N=348

4,18 4,17 4,06
Entertainment Browsing websites Public website — via smartphone Website (after logging in) — via laptop Entertainment Website (after logging in) — via laptop Mobile app Formularz kontaktowy
or desktop or desktop

©2020. Deloitte Digital Poland 25

 04.
Service-related
queries

©2020. Deloitte Digital Poland 26

With continuous improvement of customer satisfaction with a problem into a natural brand ambassador. Practice
in mind, many organisations, often not intentionally and research shows that this is much easier than improving
and somewhat unwittingly, disregard customers who the satisfaction of customers who are neutral and
are frustrated and inconvenienced. This does not mean indifferent.
that their problems are not worth solving, but a silent
No wonder, handling queries is the stage which receives
assumption that the customer is already “a lost case” is
sometimes apparent. “Better not ask such customers for
the lowest scores throughout the relationship. It is also the What influences the
stage in which the differences in the level of satisfaction
their opinions about the relationship, if it is clear that they
will take the chance to vent their frustrations. Better not
with contacting the organisation are most visible across quality of customer
invite them to participate in marketing surveys, because if
sectors. New services, fully digital, such as retail apps experience at the stage
of raising queries?
and e-commerce are most successful at handling their
they hate us they will not take part anyway. Probably there is
customers’ queries, which is demonstrated in relatively high
no use proposing them new products, because they will not
satisfaction rates. More traditional industries, often with
want them or even worse — they will, but they will not like Effective resolution
more complex processes and responsibility matrices, such
them and we will have to pay for solving more problems...”
as insurance and telecommunication, receive the lowest Fast and easy procedure for raising
However, a customer with a problem is not the same as a scores from customers. queries and later contacts
problematic customer. Such a customer should be listened
to with empathy and should not only have their problem Feeling taken care of
solved, but also feel taken care of. Those are the customers Figure 11 | Raising queries — satisfaction rates
who are likely to become the most loyal and enthusiastic
supporters of the brand which has helped them when they
had a problem. A complaint, just as any other situation
5
which makes the customer want to contact the organisation
4,04 3,94
and submit their queries, is not as much a grievance as a 4 3,68 3,69 3,85
problem the customer has and asks the company for help. 3,50 3,39 3,48
3,27
How such query will be handled will determine the future of
not just one specific relationship, its duration or intensity, 3
but also the way in which this one specific customer will
influence a group (perhaps a large group) of other persons 2
browsing for information.

If the customer has been forced to action and contacted 1

the organisation, they most likely experience emotions
which make this stage of the relationship difficult. At the
same time, such emotions make the experience even more N=39 N=72 N=67 N=29 N=101 N=65 N=39 N=63 N=76
Banking Telecommunication City transport Medical Retail apps E-commerce Insurance Parcel Entertainment
important for the customer — one that they will certainly
services services
remember. This way, thanks to emotions we may transform
a customer Significantly lower than at least one category Significantly higher than at least one category

©2020. Deloitte Digital Poland 27


What makes the customer experience a positive
one at the stage of raising queries is first and
foremost effective resolution of the problem.
The whole process should also be fast and as effortless for
the customer as possible. However, even the most effective
resolution of an enquiry will not be enough when negative
emotions come into play. The response offered should
calm the nerves, not only remove the reasons behind the
frustrations. Customers need to feel that their problem did
not go unnoticed and received the attention it deserved.
They expect that once they have submitted their queries,
the organisation will take the initiative and lead them
through the entire process aimed at solving the problem.
They want to feel that the organisation cares for them.
Without such emotional satisfaction, the customer is left
with a much worse experience and the organisation loses
an opportunity to significantly improve the relationship.
Customers who have felt taken care
of may become some of the most
loyal customers the organisation
ever had.
The most popular channels used by customers to raise their
queries are the traditional ones involving a chat with
a consultant, whether at the point of sale or over the phone.
Only-digital communication channels are preferred for
typically digital services, such as online entertainment or
retail apps.
©2020. Deloitte Digital Poland
However, neither the visit at the point of sale nor a phone
conversation with a consultant receive the highest score.
Customers are particularly satisfied with live chats
and contacting companies via their social media profiles.
This is where calming emotions and pleasantly surprising
the customer are easier to achieve. Yet both forms of
contact seem underestimated. Especially social media
profiles, sometimes treated as a marketing “toy”, may play an
important role in communicating with clients in need.
Regardless of the communication channel, the response to
the message from the client must be fast and effective. This
is not only required by the fast-changing environment, but
is also an indication of the attention and interest which the
customers expect when they encounter problems.
A message waiting to be answered — whether in the social
media, on a live chat or a messenger — makes one feel
ignored.
Therefore, it is important to reduce the response times as
much as possible when the customer is distressed. The last
thing the customer expects when trying to report
an accident with the insurance company is going through
a fifteen-minute IVR script. Such experience may be long
remembered. A much better idea would be a simple
“emergency button” on the desktop that will call a staff
member able to provide direct support and necessary
information.
28
 Maciej Winnicki
Director, Operations Transformation,
Deloitte CE
“
The research findings presented in our report may
seem surprising. They lead to a conclusion that many
companies either fail to appreciate or to notice the
importance of post-sale customer experience. To us,
consumers, this is not the best news, because it means
that the customer value proposition will often not be
delivered and our disappointment with the purchase
of a faulty product or service will affect the overall
perception of the brand. This will be made even worse,
if the feeling of disappointment is accompanied by
the organisation’s (brand’s) indifference or even its
negative reaction.
The value of feedback cannot be overestimated.
Therefore a growing number of companies we work with
deliberately focus on building customer satisfaction
understood as the sum of all experiences a customer
has in all interactions with the organisation. To achieve
this goal it is necessary to understand the customer
(e.g. by using the Customer Journey) and use such
understanding to develop a customer value proposition.
The key to the success is a comprehensive approach
spanning all stages of the relationship analysed in the
report, but also including the customer’s perspective
and the organisation’s internal processes.
©2020. Deloitte Digital Poland
It is characteristic that young business (specifically those
fully digital) are much more effective in this respect.
Starting with a blank page, they take a holistic approach
to designing their services and don’t have to confront
the problems which are typical of the traditional
industries (e.g. financial services), carrying the load
of ingrained practices and habits which are difficult
to change, e.g. due to costs (the so-called technological
debt — a situation when systems and tools do not meet
present-day requirements and their modernisation will
involve considerable outlays).
In the world of ever-increasing transparency
and easier access to information, customers will choose
organisations offering the highest level of consistency
between the customer value proposition and the actual
experience. It may be expected that offering high-quality
customer experience will soon cease to be an element
of competitive advantage and will become a prerequisite
for continuing operations at all.
“
29
Service-related queries
Figure 12 Figure 13

Most popular Best rated

# 1 # 2 # 3 # 1 2 # 3 #
46% 24% 13% 5,0 4,54 3,99
N=31 Hotline Visit to a physical store Website (after logging in) — via laptop N=31 Chat Public website — via laptop or desktop Website (after logging in) — via laptop
Banking or desktop Banking or desktop

52% 21% 18% 4,0 3,99 3,76

Hotline Email Website (after logging in) — via smartphone Mobile app
N=66 Visit to a physical store N=66 Public website— via smartphone
Telecommunication Telecommunication

42% 41% 25% 5,0 4,35 4,33

N=34 Public website — via smartphone Hotline Public website — via laptop or desktop N=34 Chat Website (after logging in) — via smartphone Social media profiles | Email
City transport City transport

N=29
55% 31% 30% N=29
5,0 4,68 4,27
Medical Hotline Website (after logging in) — via smartphone Visit to a physical store Medical Chat Contact form Social media profiles
services services

N=30
46% 40% 29% 4,49 4,43 3,99
Public website — via laptop or desktop Public website — via smartphone Website (after logging in) — via laptop N=30 Chat Contact form Public website— via smartphone
Retail apps Retail apps
or desktop

38% 33% 27% 5,0 4,57 4,30

N=46 Email Hotline Public website — via laptop or desktop N=46 Social media profiles Public website — via laptop or desktop Visit to a physical store
E-commerce E-commerce

46% 30% 25% 5,0 4,73 4,55

N=32 Visit to a physical store Hotline Meeting with the advisor outside the point N=32 Contact form Website (after logging in) — via smartphone Social media profiles
Insurance of sale Insurance

N=42
60% 28% 23% N=42
4,25 4,01 4,00
Parcel Strona internetowa (po zalogowaniu) Hotline Public website — via smartphone
Parcel Public website— via smartphone Public website — via laptop or desktop Website (after logging in) — via smartphone
services – na laptopie lub komputerze stacjonarnym Public website — via laptop or desktop
services Mobile app | Social media profiles | Meeting
with the advisor outside the point of sale

N=33
36% 35% 28% N=33 4,02 3,93 3,92
Entertainment Public website — via laptop or desktop Public website — via smartphone Website (after logging in) — via
Entertainment Website (after logging in) — via smartphone Mobile app Public website — via laptop or desktop
smartphone| Email

©2020. Deloitte Digital Poland 30

 Summary
What makes a good experience?

©2020. Deloitte Digital Poland 31

Figure 14 | Satisfaction rates at individual stages by industry
1 2 3 4 5
4,29 01. Browsing for services/information
4,29
4,15 02. Getting started with a service/service provider
Parcel services 3,48
03. Using services regularly
4,31
4,19
04. Service-related queries
4,21
E-commerce 3,94

4,22
4,34
Retail apps 4,19
4,04

3,90
4,30
4,20
Banking 3,50 We have analysed customer experience at the key stages
of interactions with a service. Except for minor differences,
4,15 individual stages received similar scores across the
4,19 industries.
4,15
Entertainment 3,85
Certain regularities reveal the existence of universal
patterns which influence customer experience. This
4,11
4,16 means that as far as customer experience in concerned,
4,15 one should look outside one’s sector, not only because
Insurance 3,27
customers themselves do not distinguish between their
specific experiences, but also to see the good practices
3,87
4,18 of others.
4,12
Telecommunication 3,39 Depending on the industry, the customer journey
stages which received the highest score are browsing
4,10 and onboarding. They may be called a courtship and
4,02
honeymoon periods when the customers are tempted with
3,93
Medical services 3,69 promises and remain full of expectations. Everyday use
of the services will revise such expectations only to a small
4,08 degree. However, as soon as problems are encountered
3,96 and queries are raised, the quality of the experience
3,93
City transport 3,68 deteriorates significantly.

Significantly lower than at least one category

Significantly higher than at least one category
©2020. Deloitte Digital Poland 32
 Figure 15 | Satisfaction with overall experience

Customers seem to be most satisfied with the overall

experience of dealing with a company in the parcel services. N=359 4,27
Until recently, the industry was associated with couriers Parcel services
always difficult to reach and the required long-hour

4,13
presence at the location, but it has undergone a thorough
transformation. Today, parcel services mean a dense
N=362
E-commerce
network of parcel lockers and collection points which are
convenient, always on the way, with long opening hours.
Increasingly often there are also free deliveries and easy N=351 4,07
returns as well as smart reusable packaging.
Retail apps
Next in terms of the quality of experience come
e-commerce, retail apps, banking and entertainment.
Nearly all share a certain common feature — they provide
N=359 4,07
Banking
customers with an additional value outside the core service:
purchased products, best deals and bargains, films and
music. With this in mind, the score given by the customers N=348 4,06
of the banking industry — devoid of such additional, Entertainment
external content — is very high. Such high satisfaction levels
show that even without it customers may be provided with
a high-quality customer experience. N=364 3,93
Insurance

N=364 3,90
Telecommunication

What makes the best customer N=160 3,87

experience: Medical services

Ease, speed, convenience

N=361 3,84
Reliability City transport

Feeling taken care of Significantly lower than at least one category

Significantly higher than at least one category

©2020. Deloitte Digital Poland 33

The lowest-scoring sectors, i.e. private healthcare and city
transport, take the blame for the past performance — they
continue to be associated with public services.
Let’s analyse the strength of the relationship between the
satisfaction with individual stages and the overall customer
satisfaction with a given industry.
When asked about the stage of customer relationship which
requires most attention, managers of the organisations we
work with usually point to using the services. This is where
the core value of the service is delivered and it would seem
that this stage should be decisive in terms of the overall
experience. However, for the majority of the industries
(except for the medical and telecommunication industries),
the stage with the closest correlation with the overall
experience are queries.

Figure 16 | Strength of correlations between satisfaction with a given stage and the overall experience

Parcel E-commerce Retail Banking Entertainment Insurance Telecommunication Medical City

services apps services transport
1.00

0,77

0.75 0,72 0,72

0,63
0,62
0,58 0,57
0,57
0,55 0,56 0,55
0,53

0.50 0,47 0,47 0,47

0,45
0,43 0,44
0,43 0,42
0,40
0,37
0,36 0,36 0,36
0,34 0,34 0,34 0,35
0,31 0,32
0,29
0,28
0,27
0,25 0,25
0.25
01. Browsing for services/information
02. Getting started with a service/service provider

03. Using services regularly

04. Service-related queries 0.00

©2020. Deloitte Digital Poland 34


They say that a friend in need is
a friend indeed. Our research has
shown that when the customer is in
the most dire need, they happen to
receive the poorest service.
©2020. Deloitte Digital Poland
The moment when the customer approaches an
organisation saying that something has gone wrong
is a valuable moment of interaction and high emotional
engagement. Another stage important to the overall
satisfaction (and crucial to the medical
and telecommunication services) is onboarding, which
is also in its way difficult for the customer as it confronts
them with a challenge. Taking care of the customer in such
a difficult moment may be also extremely beneficial to their
relationship with the organisation. It may also present an
opportunity for a quality difference compared to
the experience offered by the competitors.
We encourage organisations to take a look at the moments
which are difficult for the customer. These are neither minor
experiences nor errors which should be passed over in
silence. On the contrary, they could be the moments
of truth.
Interestingly, the price of the service never appeared as
the key factor influencing customer experience. This does
not mean that the respondents never referred to price as
one of the elements of customer experience. Yet, far more
often they mentioned the quality of customer service
and contacts and the quality of interactions.
The price may be the key factor in purchasing
decisions, but it will not make the customer
happy and it will not make the relationship
a long one.
35
 Ten Commandments Customer of
Customer Experience
01.
Find the courage and look beyond the
boundaries of your sector. Understand the
broad context of your customer. Learn from
others, observe them and make analyses.
Some things are universal.
02.
Remember about your customers, even
before they become your customers. This
is when their journey with your organisation
begins.
03.
Make the customer unaware that they are
going through the onboarding stage. Guide
them through the channel which is natural for
the core service in a way that helps them make
the most of the features without limiting them.
©2020. Deloitte Digital Poland
04.
Take a proactive approach to managing
communication channels and integrate
them, remembering that digital channels
offer accessibility, ease and speed which
are the cornerstone of quality customer
experience, however, often customers value
personal interactions. Think how to transfer
the good practices from one channel to
another.
05.
Identify the moments of truth in your
customer’s relationship with
the organisation.
06. 09.
Support your customer in trouble.Design Make your customer feel taken care of,
a good experience not only for the “happy remembering the importance of emotions
path”. in difficult moments.
07. 10.
Appreciate your customer’s feedback, Appreciate the value of live chats
specifically the negative one, and show your and social media as important contact
interest. channels.
08.
In difficult situations, respond fast. Give
your customer an opportunity to make
immediate contact and never have them
wait for a response.
36
Authors:

Marta
Sieńko
Experience Design
Experience Design
Senior Consultant
Senior Manager
Deloitte Digital
Deloitte Digital
+48 538 112 787
msienko@deloittece.com

Katarzyna Support:

Gawlik Marta Tomczyszyn

Kajetan Chmielewski,
Experience Design
Experience Design Aneta Pasiud
Senior Manager
Senior Manager
Deloitte Digital Krzysztof Rogula,
+48 734 476
Deloitte 558
Digital
kgawlik@deloittece.com Dominika Teodorska,

Krzysztof Wąsowski
©2020. Deloitte Digital Poland 37
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