The MCI Group, headquartered in Geneva, is one of the world’s leading communications agencies for live experiences with over 2,000 employees in 31 countries. MCI activates target groups for corporations, institutions and associations through personal, digital and hybrid experiences. In addition to a consistent focus on global growth, the group has set itself two concrete goals with regard to its client structure: Over 30 percent of customers are to be served by offices on all four continents (Global Delivery) and over 80 percent of sales are to be generated with returning customers (Account Management).
In this context and in order to consistently align innovations and the product portfolio with customer needs, MCI has set itself the goal of maximum customer focus: customers (and their customers) should experience MCI as “best in class” – consistently across all 61 offices worldwide.
insidery developed a holistic approach that combines both aspects of Customer Experience Management: strategy and implementation.
Strategic Customer Experience Survey (CXS)
Once a year, a strategic Customer Experience Survey (CXS) is conducted with the aim of analyzing the entire customer relationship across all processes and touchpoints according to strengths, weaknesses, opportunities and threats, as well as gaining deeper insights into (changing) customer needs.
In the Customer Experience Survey, in addition to the mere evaluation of performance, the perceived benefits and preferences of the clients are collected and represented by indices. A specifically developed overall index breaks down the multidimensional construct of the customer relationship into a single key figure. In this way, observations between offices, countries and core competencies become intuitively possible.
MCI gains detailed insights through driver analyses for individual performance dimensions, which allows a prioritisation of actions – since not everything that can be improved necessarily has a significant impact on the effect you want to achieve. The results are delivered both globally and per office. Online dashboards allow trend and benchmark analysis, while in-depth reports focus on strategic insights and best practices. The personal presentation and discussion of the results in workshops derive starting points for appropriate strategic actions.
Transactional Customer Satisfaction Survey (CSS)
The strategic CXS is complemented by a transactional Customer Satisfaction Survey (CSS), in which project-related customer feedback is continuously collected. An automated process is used to conduct a standardized NPS survey after each project, enhanced by qualitative feedback.
Results are available online via dashboards at any time and can be compared between offices and regions. This enables immediate reaction to customer feedback and the derivation of customer-centric operational improvement measures.
The Customer Experience Program encouraged the engagement of the entire organization at management, account and project level in a sustainable manner and created awareness of the topic of customer excellence.
By identifying strengths and weaknesses at various levels, MCI was able to drive both global and local initiatives. The project enhanced cooperation at country level: it encouraged offices to exchange best practices, triggered organizational changes and supported the further development of local offerings. The company has also benefited at a global level: Clear guidelines for an improved offering and for corporate communications were derived.
In addition, training programs have been implemented to develop account and project managers in line with changing customer needs.
The effects are measurable: Significant upward trends in customer relationship indices from year to year, growth in revenue and increased profitability – in countries with improved customer centricity – can be reflected in an increased index value.
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