By Aysha Ahmed on June 02, 2022



Tags:
ROX,



It is important for organizations to understand what experiences are crucial for their success, how the different experiences are correlated — and especially how employee experiences and customer experiences affect each other. 

Because it is the people in the business who create the customer’s brand experience. 
- Jonas Bladt Hansen, 
Partner, ConnectMinds 

Jonas Bladt Hansen is an award-winning consultant and top internal comms leader from Denmark. He is also a partner in a global peer-learning organization, ConnectMinds, where he facilitates peer learning groups focusing on employee experience and internal communication in Germany and Denmark. 

He has been in the internal comms space for close to 20 years now and has worked for some of Denmark's largest companies. He has led internal comm teams in Arla Foods and Danske Bank and now works as a consultant and keynote speaker with clients such as Grundfos, Telenor, Scandic Hotels, HI3G, ISS, Novartis, Maersk and many others. 

We are very excited to have Jonas in our upcoming Webinar “Employee Engagement or BUSINESS IMPACT?” alongside two other highly regarded internal comms leaders, Mike Klein, Founder of #WeLeadComms, and Priya Bates, President and Owner at Inner Strength Communication.  

Jonas has a relentless focus on linking internal comms activities to business outcomes and is a strong advocate for internal comms departments getting closer to the business instead of chasing vanity metrics in the annual engagement survey. 

In one of his most acclaimed article that received significant readership online and was quoted in Denmark’s largest newspaper, Return on Experience before Return on Investment, he talks extensively about ROX (Return on Experience) as a better driver of business results because it takes into account the experiences that lead to it. Meanwhile, Net Promoter Scores (NPS), and employee satisfaction surveys are a failed measure as they are simply based on numbers.  

Here is an excerpt from the article that puts the concept of ROX into perspective and explains the five key elements of it.   

We don’t sell products anymore, but experiences. 

Volvo does not sell cars, but safety, Patagonia does not sell outdoor clothing, but sustainability and IKEA is not selling cheap furniture, but “a better everyday life for the many people”. 

These stories must ultimately manifest themselves in real experiences when we, customers and employees, interact with the brand. 

Therefore, it is important for organizations to understand what experiences are crucial for their success, how the different experiences are correlated — and especially how employee experiences and customer experiences affect each other. 

Because it’s the people in the business who create the customer’s brand experience. 

The Five Elements In ROX 

ROX should be used to identify these contexts and spot the moments when a high value is delivered. And the possibility of finding correlations have improved as digitalization is generating a lot more data insights to work with. 

In “The Consumer Insights Survey” from 2019, PwC made a bid for an overall model for ROX. Here, the connection between the five areas is pointed out: 

1. Pride 

How engaged are employees in the company’s purpose and strategy? 
 

2. Influencers 

“We know that 3% of staff influence 85% of the organization. We also know how magnetic the 3% is in driving perceptions within the organizations. If they are positive then they drag the perceptions of everybody else upwards. If they are negative, we see the opposite.” Jeppe Vilstrup Hansgaard, CEO Innovisor 
 
If we take the insights from Innovisor for granted, you have to know to what extent your influencers — or informal ambassadors — are engaged in delivering good customer experiences. Informal ambassadors have no title or rank. 
 
They are the people, who energize or demotivate their colleagues and thus have a big influence on the customer experience. Informal ambassadors can be identified by running an ONA (Organizational Network Analysis). 
 

3. Behaviours 

What is the key to business success? It is not a matter of being able to memorize seven values, but of uncovering the positive habits and actions defining your culture. 
 

4. Value Drivers 

In which moments does the company deliver value to customers and employees? Often, a simple NPS, or ENPS score is used to identify how satisfied customers and employees are. 

However, that does not give you any clue about the magic moments that have a decisive impact on employee’s or customer’s experience. 

Peakon released a report based on 11 million insights focusing on, what really matters to people at different stages in their career. 

Booking.com once did a magnificent overview of the hotel experience, showcasing which moments are impacting the guest experience. 

Not surprisingly, it showed that employees have the biggest impact on the hotel experience. 

Booking.com’s guest experience overview of what experiences have an impact on guest’s. The size of the circles has the biggest impact on the experience. 

5. Outcome 

What is the connection between behaviour, experiences and the company’s performance? This is about finding out how the experience is impacting the bottom line. However, this is not always a simple calculation. You might find out, that the experiences you give result in higher loyalty, employee retention or employee advocacy. 

Get more insights and ask Jonas questions live on our June 16th webinar. Register NOW! 

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