ADP CLIENT EXPERIENCE TRANSFORMATION

Before talking about our Journey in Customer Experience at ADP, it is important to talk about our Business.
We are the largest global provider of HR intelligence and management, with more than 70 years of experience, in more than 140 countries, with a revenue of more than 14 billion dollars and a portfolio of more than 610,000 global customers worldwide. We are recognized as an AA company by Nasdaq, and we are absolutely committed to the standards set by the Sox.
We have been in Brazil for over 50 years, providing Human Capital Management services, mainly in payroll, to more than 4,000 clients. Today our business model is focused on the B2B market. And we have more than 1500 employees.
By now, you might be wondering why I'm talking so much about our numbers and business characteristics.
And to start telling you a little about our journey in customer experience, first I have to say that we love the successful cases we see in the market, such as Netflix, which was born innovative, Nubank, which is also our client and enchanted the market when sent a free new card and a toy to a customer whose dog ate the card and even Zappos, who has such a good strategy of enchantment that customers want to get married in his office.
Now, here at ADP we encountered a number of challenges when adopting our CX strategy. And a series of questions around it:

How to reinvent ourselves as a traditional company? Different from a startup that is born agile and often customer-centric?
How to exceed customer expectations? Apple, Disney, Tiffany... are reference companies in enchantment strategy. And looking at our universe at ADP, we face a somewhat different reality. At the end of the month, our customers want their payroll closed, on time, correctly. Do you agree with me that our eyes naturally shine a lot brighter for Mickey?

And besides, right away, when we started to study Cx and the market frameworks, we could already perceive the size of the transformation challenge, which ranges from strategy, consumer understanding, product and service design, metrics, attitude of our employees and company culture. In other words, a great movement of transformation. But where to start? The decision to invest in a consultancy, or even in a major corporate change, seems to be like playing a lottery, not knowing exactly when we will get ROI from this effort.
Due to these challenges and also because we believe that the Customer Experience needs to be designed to meet our business model to guarantee us market competitiveness in the long term, combining the efficiency of our services with the satisfaction of our customers, we started our journey 5 years ago. 
With market studies, benchmarking with other companies, trial and error, bringing people in the market who already had experience in Customer Experience to start the design of our strategy with the objective of adopting CX by design, that is, permeating this discipline to the throughout our entire service chain.
An important step in our evolution was to start bringing the Voice of the Customer in a broader and more structured way such as NPS, empathy maps... to the strategic business vision and generating insights for transformation initiatives.
And this knowledge of customers along with the principles of the book Made to Serve was crucial for us to design a new model of customer segmentation. Adjusting our operating models to a value proposition that better fit our customers' needs.
At the same time that we were rethinking our segmentation model, we took the decision to start our Culture Program, with actions of positive reinforcement, engagement, and inspiration for a new mental model centered on our customers. Starting this transformation movement prioritizing culture has brought us numerous benefits, because in addition to being a bottom-up movement, while we were working on top-down actions, in addition to accelerating our results in strategic initiatives, it also expanded the reach of customer centricity to more than 1000 employees in our day to day.
This was also fundamental when we started our process automation journey. In order for them to have the proportion of this initiative, today we have the equivalent of a workforce of more than 150 people being carried out by Automations. In addition to all the efficiency and assertiveness of our deliveries, we were able to adapt our teams to a more consultative profile and all these initiatives together brought us a great leap in the satisfaction of our customers at levels of evolution far above the market compared to previous years.
But for us, this movement is still not enough.
A question that has always been on our minds: How can we adopt an enchantment strategy?

o and exceeding the expectations of our customers, if when interacting with us in the following month, they will have an even higher ruler....
Therefore, we started to study the best approach to evolve this transformation into a sustainable model for our business. With the concepts of studies carried out for more than 5 years and 1000 customers, on the influence of effort reduction on customer satisfaction and loyalty.
Considering that in only 16% of cases we could exceed customer expectations while 84% would not exceed or even reach it.
That focus on enchantment strategy could lead to 10-20% higher Operating Costs and the effort of our customers when solving a request can have an impact almost 2 times more than “Wow” moments, we started our focus on minimizing the exchange between channels, ensuring that our customers have their solutions in a first contact and develop tactics for a more predictive service, preventing our customers from having to contact us again to solve a problem.
We have already started this effort reduction strategy, believing in technology as a potentiator of our results, so I brought you two initiatives that we are piloting for our customers and that use artificial intelligence to answer basic questions from our customers.
The first one reduces the need for our customers to contact us, to respond to low and medium complexity tickets, without having to go through a human agent, ensuring that the customer does not need to call us afterwards to ask about the resolution of their service request.
And we also started our digital service model with our Virtual Assistant, which helps our customers with basic navigation questions on the ADP eXpert.
I hope I was able to inspire you on this challenging and at the same time so rich journey of transforming a traditional company like ADP with our learnings, creativity and adaptability into a business model Centered on our customers.