7. How effective is your organization’s current customer experience
initiative at improving your customer’s experiences?
Somewhat Effective
Forrester Research, Inc.
Effective
Very Effective
Extremely Effective
We don’t currently
have a CX initiative
Don’t know
Base: 210 attendees of Forrester’s 2014 Forum for Customer Experience Professionals East (Percentages do not
total 100% because of rounding.)
47%
22%
12%
3%
8%
7%
50. Produced by
TED; Igniting Creativity to Transform Corporate Culture
https://www.youtube.com/watch?v=01Y7qlPFpqw
Applying Design Thinking Across the Business
http://www.mckinsey.com/insights/business_technology/an_interview_wit
h_citrixs_catherine_courage
Reweaving Corporate DNA
http://www.managementexchange.com/story/reweaving-corporate-dna-
building-culture-design-thinking-citrix
Design Studio
http://blogs.hbr.org/2011/11/inventing-the-collaborative-workspace/
Pop-up
http://www.slideshare.net/margaretvlee/pop-up-studio-overview
Notes de l'éditeur
Passionate about creativity
Creativity is something that research shows in fact 2/3 nurture; 1/3 nature…….we need to invest in research, see it as a competency, build and foster it within our organizations
SPEND, STICK, STOP
WHY?
We want happy customer AND
Happy customers will stay with you… and recommend you……..rent ion + $
Attract, retain, refer
Customer experience leaders have more than a 16 percentage point advantage over customer experience laggards in consumers’ willingness to buy more, their reluctance to switch business away, and their likelihood to recommend. (Temkin Group)
“If you build a great experience, customers tell each other about that.” – Jeff Bezos, CEO, Amazon.com
$83 Billion is lost each year due to defections and abandoned purchases as a direct result of poor experience (Genesys, Greenfield Online and Datamonitor/Ovum analysts)
Fewer thatn 50% of companies have a cust strategy
Customers, partners and employees
On top of that…….
Creativity is something that research shows in fact 2/3 nurture; 1/3 nature…….we need to invest in research, see it as a competency, build and foster it within our organizations
Creativity is something that research shows in fact 2/3 nurture; 1/3 nature…….we need to invest in research, see it as a competency, build and foster it within our organizations
Creativity is something that research shows in fact 2/3 nurture; 1/3 nature…….we need to invest in research, see it as a competency, build and foster it within our organizations
Innovate mandate
IT has a new enemy…..the consumer experience.
They look at the whole experience and they engage everyone….when you go a level deeper…what are some of the common attributes of these experiences
ACROSS ALL AREAS OF THE COMPANY
The customer journey are the stages our prospects and customers go through across all of Citrix – some stages might be skipped due to the size of the purchase (small number of seats/licenses = no deploy stage) or because the customer opts not to have a hands on trial or pilot of the product (direct buy, no product testing = no trial stage). We work together to map the touchpoints they experience along that journey (by persona, by product, by channel, by GEO) to identify make or break moments that cause the prospect or customer to be lost along the way. The touchpoint mapping process helps us identify the gaps and we can then work together to improve the customer experience and increase the number of customers who reach the advocacy stage.
Have an image of a large group of people.
Love to do something like this with a sea of faces
http://citrixonipadatwork.com/
People want to innovate…they often don’t know how!
They are part of of the process…they are dreamers and encourage everyone to think big; don’t accept status quo
Customers, partners and employees
Customers, partners and employees
Customers, partners and employees
Project Pacific
Steve: So we are really striving for the kinds of experiences that people expect in the consumer world.
cc
Exactly!
There are the kinds of experience that will allow us to differentiate from the competition.
These are the kinds of experience that end users will demand.
The days of extensive documentation and end user training are over!
Our investment and approach has resulted in a workspace design that anticipates users needs, empowers them and delvers a seamless experience that users will LOVE!
Steve: So we are really striving for the kinds of experiences that people expect in the consumer world.
cc
Exactly!
There are the kinds of experience that will allow us to differentiate from the competition.
These are the kinds of experience that end users will demand.
The days of extensive documentation and end user training are over!
Our investment and approach has resulted in a workspace design that anticipates users needs, empowers them and delvers a seamless experience that users will LOVE!
Steve: So we are really striving for the kinds of experiences that people expect in the consumer world.
cc
Exactly!
There are the kinds of experience that will allow us to differentiate from the competition.
These are the kinds of experience that end users will demand.
The days of extensive documentation and end user training are over!
Our investment and approach has resulted in a workspace design that anticipates users needs, empowers them and delvers a seamless experience that users will LOVE!
Corporate purchase experience will be different – requires PO
Focus on specific segment of the journey.
Where are the Opportunities for improvement? Delight?
Get them excited about the opportunity….cartoons are more compelling than bullets in a slide show.
It completing with consumer products
Insights to drive opportunity!
Low fidelity to high - here is where we Explore A LOT of options
innovate or die;
everyone is hands on;
Space are collaborative
Collaboration not meeting driven
Information naturally passes through
High fidelity/Interactive prototypes
SYNERGY
Fail Fast/Fail Early
XenMobile Console
NetScaler 10.5
It has beena journey….and it ontinues to be a journey.
But we are seriosu about CX and commited to becoming better and stonger and differentiating from the competion….but most improtantly…
Usage AND NPS…OSD has been using usage date to determine renewals and CROSS-SELL UPSELL OPPORTUNITIES ~$1-2m annually in improved retention
# of seats + active/successful usage patterns vs size of company (if # seats is small vs size of company, growth/upsell opportunity)
· usage of specific features (such as HD Faces) are indicators of engagement and predictors of loss or retention
· active/successful usage patterns for one product in a company gives us an opportunity to utilize the customer to advocate and connect us to other contacts within the company for cross-sell
- need enterprise instrumentation
NPS..ANOTHER INDICATIOR
Understanding customers through data!
Customer sat benchmarks
Segmentation/personas
Product KPIs
Predictive analytics
· Customer Retention & Growth –
o Code Red – predictively identifying customers who are not likely to renew annual contracts to enable client services to proactively connect with those customers and repair the relationship. Impact = ~$1-2m annually in improved retention
o Code Green – predictively and systematically identifying customers who are a good fit for cross-sell & upsell leads. Impact = sales efficiency + more seats/more products equate to better retention
· Customer Research –
o Customer segmentation & persona marketing implementation projects are increasing efficiency and targeting. Impact = aided in ~30% improvement in New Business Expenses QoQ
o Development of the Digital Customer Room (see snapshot attached) will broaden visibility of the personas and enable groups across the division connect with our customers.
· Customer Listening Posts –
o Connected the rating customer’s give us on the NPS scale of 0-10 to their customer life in average months – Customer Driven Business Cases. This tool helps the product line leaders prioritize customer requested improvements by estimated ROI. (slides #7 & 8 in the Overview deck)
· Virtual Customer Advisory Boards (VCAB) –
o Developed the VCAB that the G2M team used to improve the design of the G2M mobile experience (customer co-creation).
· Customer Journey improvements –
o Built and championed the case for developing the ability to sell multiple seats of G2M online. Impact: Stakeholder teams agreed and engineering efforts w
Serious commitment, instead of investing in an innovation team, we invest in innovation educators, invest in people within the business units
Making design relatable….
Heros
Intranet
28 Events which CX team members has presented.
US, UK, India and other international locations.
Customer-Centric Culture of:
Value
Empathy
Continuous Improvement