1. The document discusses improving an organization's customer experience across multiple channels. It highlights that customers now care more about experience than in the past and expect consistency across channels.
2. Seven types of projects are outlined that can improve customer experience, such as listening to feedback, identifying weak points, and designing memorable experiences. Measurement metrics for customer satisfaction, loyalty, and brand are also covered.
3. A strategy for customer experience improvement involves understanding the starting point, setting goals to move above average or stay on top, and looking outside the industry for inspiration. Technologies can help with various project types, though no single vendor dominates.
2. Is Your Organization Selling Experiences, Or Is
It Still Thinking in Terms of Products?
The experience economy
Commodity Goods Experience
1¢ to 2¢ a cup 5¢ to 25¢ a cup $2 to $5 a cup
8. Will One Interaction Stay With Your
Customer Forever?
el Bulli, Best Restaurant in the World in 2002, 2006, 2007, 2008, 2009
Closed 2011
9. Are You Willing to Listen to Your
Customers as Much as Zappos?
"Unlike most websites … Zappos prominently displays
a toll-free customer-service phone number. There are
no limits on call times, and the resulting sessions
occasionally resemble protracted talk therapy.
On July 5 [2009], a 22-year-old Customer Loyalty Team
member named Britnee Brown, who has been with the
company for a little more than a year, took a call that
was a record 5 hours, 25 minutes, and 31 seconds
long, from a woman on the East Coast interested in
Masai Barefoot Technology shoes."
Source: The New Yorker, 14 September 2009
10. How Do You Stack Up Against Those Who
Are on Top of Their Game?
11. Do Your Customers Willingly Tattoo
Themselves With Your Corporate Logo?
12. Customers Care More About the
Customer Experience Than in the Past
1. 40% of organizations cite ‘complexity’ as the greatest barrier to improving
multichannel customer experience, overtaking ‘organizational structure’ since 2010.
2. Only 26% of companies have a well-developed strategy in place for improving
customer experience. Source: Econsultancy MultiChannel Customer
Experience Report
3. 50% of smartphone users would prefer to use a mobile customer service
application to try to resolve their customer service issue before calling into the
contact center. Source: SpeechCycle and Echo Research Study
4. Customers who engage with companies over social media spend 20% to 40%
more money with those companies than other customers. Source: Bain &
Company Report – Putting Social Media to Work
5. 63% percent of online adults are less likely to buy from the same company via
other purchase channels if they experienced a problem with a transaction on their
mobile phones. Source: Tealeaf Mobile Transaction Research Report 2011
6. $289 – Average annual value of each customer relationship lost to a competitor or
abandoned. Source: Genesys Report – The Cost of Poor Customer Service
7. Consumers prefer to resolve their customers service issues using the telephone
(90%), face to face (75%), company website or email (67%), online chat (47%), text
message (22%), social networking site (22%). America Express 2011 Global
Customer Service Barometer
13. CIO Survey 2012: CIOs See Customer Experience
as the Greatest Opportunity for IT Innovation
Ranked First Ranked Last
Customer experience 35%
(products, services, etc.) 6%
How we learn and 18%
change as a business 13%
Customer engagement 15%
marketing & sales 9%
The way we get ideas 12%
and make decisions 16%
The way we extract 10%
value from customers 24%
The manufacturing and 11%
service creation process 32%
Distribution of Respondents
12
14. Key Issues
1. What is a customer experience, and how is its
improvement measured?
2. Which projects will deliver the most positive
customer experiences?
3. How is a strategy created to start to improve the
customer experience?
4. Which technologies and vendors are best for
customer experience management?
15. Definitions
• The dictionary defines experience as: "The sum
total of conscious events."
• Gartner defines customer experience as: "The
customer's perceptions and related feelings
caused by the one-off and cumulative effect of
interactions with a supplier's employees, channels,
systems or products."
• Gartner defines customer experience
management as: "The practice of designing and
reacting to customer interactions in order to meet
or exceed customer expectations and so increase
customer satisfaction, loyalty and advocacy."
16. The Measurable Benefits of Customer
Experience Management
Customer Satisfaction Scores Average Cycle Times
Customer Mystery Shopper Scores Timeliness
Product Review Ratings Competitive Benchmarks
Satisfaction First-Call Resolution Rates Number of Support Requests
Customer and Employee Referrals Average Order Size
Deactivation/Reactivation Costs Average Customer Tenure
Loyalty/ Customer Attrition/Churn Rates Purchase Frequency
Loyalty Program Enrolled/Participating Adoption of New Products
Advocacy Brand Advocates/Net Promoters Use of Multiple Channels
No. of Product or Service Upgrades No. of Repeat Orders
No. of Customers "Likely to Defect" No. of Customers Interacting
Price Sensitivity
Brand/ Brand Value
Trust Rating
Social Network Participation, Likes
Reputation Brand Perception (Recognition, Website Usability Benchmark
Credibility, Relevance, Influence) Sentiment Scores
Defect Rates Delivery Timeliness and Accuracy
Quality Tolerance of New Processes Product Return Rates
Accuracy of Inventory and Pricing End-to-End Transaction Times
17. Key Issues
1. What is a customer experience, and how is its
improvement measured?
2. Which projects will deliver the most positive
customer experiences?
3. How is a strategy created to start to improve the
customer experience?
4. Which technologies and vendors are best for
customer experience management?
18. Seven Types of Customer
Experience Project
Listen, From Out Act as Open Get Alter Design
Think, Do to In One Up Personal Attitudes Better
Collect Feedback Find Moments of Achieve More Accessible Personalize Empower Have a
Multichannel Truth Consistent Self-service Products Employees Strategy
collection Process modeling Experiences Configure to order Education and Executive
Track for
Real-time alerts and Identify the weakest Single view of customer Mass training enlightening
actions link customer customization Cultural values Ideal and real
Add channels
Automate and Recognition New product Ownership of the experiences
escalate development experience Program and
project plans
Analyze Opinion Redesign Share Answers Demonstrate Customize Offers Make Clear the Brand
Value analysis Processes Knowledge Trust Bundling Responsibility Execution
Market research Quality controls management Honor privacy product/service Governance and Values and
Trading efficiency Skills inventory Share data Personal pricing policing promise
Segmentation
and experience Better search Use only what Responsibility Reputation
Propensity
modeling you need Compensation and Communication
contracts
Start a Adapt in Real Time Multichannel Encourage Stripped Down Recruit Differently Design the
Conversation Real-time rerouting Availability Participation Simplification Profiling the Experience
Expectations setting Analytical-driven Multichannel Review and One size fits all personalities Benchmark
Capturing intent process decisions integration comparison Standardization Balance teams usability and
Device- Communities and scale empathy
Manage dialogue Recruit to brand
independent Social networks Digital design
interaction cool
Virgin Media Lego Argos Missha Nike Southwest Disney
Whirlpool UPS Clarks Threadless Garmin Zappos Nespresso
Giff Gaff BMW
19. Key Issues
1. What is a customer experience, and how is its
improvement measured?
2. Which projects will deliver the most positive
customer experiences?
3. How is a strategy created to start to improve the
customer experience?
4. Which technologies and vendors are best for
customer experience management?
20. Know Your Starting Point for Customer
Experience Management
3. Staying on Top
+ Pricing
Billing
Availability
Delivery
Build Quality
£/$
Returns 2. Moving Above
Repairs Average
1 2 3 4 5 6 7 8 9 10
Couldn't Feels Feels Feels Couldn't
Bad Neutral Good
Return
Feel Feel
Worse Better
- 1. Get the Commitment/Investment
Basics Right
Source: Harding & Yorke
21. Staying on Top: Head for Higher Levels of
Customer Experience Maturity
• Customers don't forget. After the recession, those
companies that did the right thing are rewarded. Those
that kicked customers when they were down suffer.
• Seek out unhappiness. Dissatisfied customers that 1%
have their problems resolved are more loyal than those
that never had a problem. Culture
• Look outside your industry. If you've reached the top 4% Change
of your industry, look at others for inspiration. Invite
them to share best practices. Profit
20% Parity
Execs
30% Engaged
VOC
45% Validated
Fragmented
Focus
Initial Developing Defined Managed Optimizing
22. Key Issues
1. What is a customer experience, and how is its
improvement measured?
2. Which projects will deliver the most positive
customer experiences?
3. How is a strategy created to start to improve the
customer experience?
4. Which technologies and vendors are best for
customer experience management?
23. Age and Gender Recognition and
Suggestions on Japanese Vending Machines
24. Technologies Can Help in Multiple
Customer Experience Project Types
Listen, From Out Act as Open Get Alter Design
Think, Do to In One Up Personal Attitudes Better
Collect Feedback Find Moments of Achieve More Accessible Personalize Empower Have a
EFM Truth Consistent Web service Products Employees Strategy
Data mining Experiences Product E-learning/LMS Consultants
Survey tools Tracking
Lead mgmt. MDM configuration WFO Advisors
Event analytics Field force
Segmentation BPM optimization Pricing mgmt. Sales analytics Branding
BPM
QA monitoring BI ERMS Remote New product CSS analytics Value analysts
monitoring development
Social media WFO Web analytics
monitoring ERMS Storefront
Analyze Opinion Redesign Share Answers Demonstrate Customize Offers Make Clear the Brand
Customer value Processes Knowledge Trust Product Responsibility Execution
Analytics BPM modeling management Data privacy configuration HCM, ICM MRM
Data mining Data mining Search Security tools Pricing mgmt. Employee contract EMM
Segmentation Workflow Web service Partner mgmt. PIM, content mgmt. management Content mgmt.
Web analytics Content Product catalog QA monitoring Community
Sentiment management Order mgmt. WFO mgmt.
Start a Adapt in Real Time Multichannel Encourage Stripped-Down Recruit Differently Design the
Conversation Business activity Availability Participation Simplification Recruitment Experience
Dialogue monitoring Application Review and Order mgmt. Induction Web analytics
management Workflow integration comparison BPM modeling Web design
technologies Community mgmt.
ERMS In-line, event-driven Mobile Web design Content
Search analysis technologies Community mgmt. mgmt.
Storefront
Web service ERMS, IVR, SMS Social networking Storefront
25. There is No Customer Experience Market
100 Vendors in 100 Different Markets
26. CE Technology Matrices:
Customer Service Applications
Achieving ROI
Easier
Moderate
Challenging
Source: Balance Customer Experience With Customer Service Productivity in Customer
Service Automation Initiatives, September 2011
27. Recommendations
STOP: START:
• Banging your head against a wall • Finding the spark that is
if your executive leadership are motivating executives — fear of
not really committed to it. humiliation or pride at leading the
• Trying to do everything at once, industry?
focus on the biggest pain point for • Consolidating customer feedback
customers in one department in sources and become the voice of
one business unit for six months. the customer internally.
• Making do with part time • By appointing a VP or head of
resources. Instead build the team. Customer Experience.
You need both a coordinating • Inspiring, seek out stories,
department at the head office, but anecdotes, examples and case
also dotted line links to individuals studies of what others have
in every department. achieved, and mimic if
achievable.