Zora Hoare
Head of Customer and Employee Experience
eNett International
Australia
Recruited by B2B travel payments company eNett International to become the organisation’s first CX manager in 2017, Zora was tasked with implementing a new CX strategy to strengthen its competitive advantage.
Using insights surfaced during detailed discussions with a range of internal and external stakeholders, including customers and the senior leadership team, Zora built a CX program supporting the strategy, proposing a purpose definition and a target state and identifying key ‘hallmark’ moments in the customer journey. Four workstreams were then established to implement and measure key CX initiatives - product/service innovation, insights & CX measurement, branding & communications, and employee experience.
With identifying employee experience and internal change as a priority, the strategy was subsequently communicated to all employees in an off-site all-day meeting, explaining the important goal of embedding CX into the company’s DNA, and involving all staff in 'CX 101' training.
To support awareness and visibility of the businesses’ CX progress, Zora rolled out a CX scorecard with shared cross-functional KPIs including financial, operational, customer and employee metrics, which is updated 'live' and shared with all employees. Regular monthly updates on CX objectives and progress on the CX strategic plan are also communicated with all staff on the company intranet and at quarterly townhall meetings led by the eNett CEO.
Elsewhere, implementation of the strategy has also led to the roll-out of a Voice of the Customer programme, incorporating customer interviews and panels and direct and indirect feedback, closing the feedback loop by communicating the information to staff and customers.
Last year, Zora was appointed Head of Customer and Employee Experience at eNett. Since then she has managed Commercial Transformation Program which delivered a refined eNett’s tiered service model across the company’s relationship management, solutions and support teams, as well as a redesigned ticket handling processes, to maximise first level resolution and improve accountability.
In the past year, the ‘CX 101’ training content has also been refined and is now part of the induction process for all new employees, while a Human Centred Design methodology was also rolled out to all staff to encourage and reward efforts to improve customer experience and drive innovation.
Zora’s contribution is reflected in significant improvements in ‘Relationship’ NPS in terms of customer advocacy, as well as a big uplift in ‘Transactional’ NPS. Employee engagement results are also improving year-on-year. And the combination of these is translating into robust growth.
“The Transactional NPS results alongside with verbatim feedback we have received is a reaction that our customers have felt truly supported and that our CX strategy is hitting the right marks. And while those results are satisfying, we are focused on ways we can continually improve.”
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