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The Customer Experience
  Scenario

                                                                                                                                                                   Ed Thompson




This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other
authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied,
distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
© 2012 Gartner, Inc. and/or its affiliates. All rights reserved.
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
Does Your Organization Have an
Experience Tab on Its Main Website?
Has Anyone Written a Book About Your
Organization's Customer Experience?
How Does Your Corporate Blog Stack Up
Against Southwest's?
Is Your Organization's Customer
Experience as Memorable as Apple's?
Has Your Organization's Customer
Experience Changed the Market?
Will One Interaction Stay With Your
Customer Forever?




el Bulli, Best Restaurant in the World in 2002, 2006, 2007, 2008, 2009
                            Closed 2011
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
How Do You Stack Up Against Those Who
Are on Top of Their Game?
Do Your Customers Willingly Tattoo
Themselves With Your Corporate Logo?
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
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
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?
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."
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
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?
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
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?
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
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
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?
Age and Gender Recognition and
Suggestions on Japanese Vending Machines
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
There is No Customer Experience Market
100 Vendors in 100 Different Markets
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
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.
Improving the Multichannel
  Customer Experience

                                                                                                                                                                   Ed Thompson




This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other
authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied,
distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
© 2012 Gartner, Inc. and/or its affiliates. All rights reserved.

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The Customer Experience Scenario

  • 1. The Customer Experience Scenario Ed Thompson This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2012 Gartner, Inc. and/or its affiliates. All rights reserved.
  • 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
  • 3. Does Your Organization Have an Experience Tab on Its Main Website?
  • 4. Has Anyone Written a Book About Your Organization's Customer Experience?
  • 5. How Does Your Corporate Blog Stack Up Against Southwest's?
  • 6. Is Your Organization's Customer Experience as Memorable as Apple's?
  • 7. Has Your Organization's Customer Experience Changed the Market?
  • 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.
  • 28. Improving the Multichannel Customer Experience Ed Thompson This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2012 Gartner, Inc. and/or its affiliates. All rights reserved.