Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Mastering Customer Experience – A new model to make your business thrive

319 vues

Publié le

In today’s always-on economy, anyone can buy anything, from anyone, at any time. Your customers have unprecedented choice over who they engage with and how they do this. In this session, learn how a new model of customer experience can drive success in this new era. How? Though blending the physical and digital, addressing new influencers from globally connected communities and understanding how customers are engaging with your brand.
By combining industry solutions, a consultative approach and technology expertise, we highlight how Fujitsu can help you harness deep customer insight to predict and respond to your customers’ behavior and needs.
Speaker: Naeem Sarwar
Jat Sahi
Patrick Smith

Publié dans : Technologie
  • Soyez le premier à commenter

  • Soyez le premier à aimer ceci

Mastering Customer Experience – A new model to make your business thrive

  1. 1. 0 © Copyright 2017 FUJITSU Fujitsu Forum 2017 #FujitsuForum
  2. 2. 1 © Copyright 2017 FUJITSU Mastering Customer Experience Jat Sahi Digital Lead Retail & Hospitality EMEIA Fujitsu Patrick Smith Head of Industry Consulting EMEIA Fujitsu Naeem Sarwar Head of Analytics UK&I, Intelligent Enterprise, EMEIA, Fujitsu A new model to make your business thrive.
  3. 3. 2 © Copyright 2017 FUJITSU All business models are changing Embracing and Enabling Digital, transforms organizations and business models.
  4. 4. 3 © Copyright 2017 FUJITSU Achieving Successful Digital Transformation Mastering Business Innovation Mastering Wellbeing & Compliance Mastering Customer Experience Enabling Digital Mastering Enterprise Productivity Shaping a better future - together Experience moments that matter Operational excellence through new ways of working Protecting people, reputations and revenues
  5. 5. 4 © Copyright 2017 FUJITSU Mastering Customer Experience
  6. 6. 5 © Copyright 2017 FUJITSU Who was frightened by this? Mobile Device 105 Base Station 115 Base Station 115 Base Station 115 Network Operator 120 (1) Network Operator 120 (2) Network Operator 120 (3) Interface 130 Interface 130 Interface 130 PSTN 135 MVNO Server 125 110 110 110
  7. 7. 6 © Copyright 2017 FUJITSU “Business is an exchange of value for experience”
  8. 8. 7 © Copyright 2017 FUJITSU …but Customer Experience isn’t often central to business decisions  Customer options were limited so they put up with poor experiences  Organizations have been organized by what they do, not what customers want  Customer experience is viewed as ethereal, difficult to define or measure with granularity (and what’s measured matters!)  Easier to focus on short-term revenue and profit rather than the reason these even exist  No role fully responsible for this
  9. 9. 8 © Copyright 2017 FUJITSU From last year Patrick Smith (see Forum ‘16 YouTube) CIO Digital ?
  10. 10. 9 © Copyright 2017 FUJITSU Customer Experience is the Driver for Digital CIO Digital ? Digital Digital Strategy CEO CMO COO Customer Experience Customer Engagement Customer Journey
  11. 11. 10 © Copyright 2017 FUJITSU Our Survey says…. said their organization has already been impacted by digital disruption98% 75% 92% 58% 67% believe their sector will fundamentally change over the next 5 years believe their organizations need to evolve to thrive in a digitally disrupted world cite digital disruption as the biggest business challenge they currently face want their organization to move faster when it comes to digital disruption. ‘…we didn’t go to IT because they have their things to do … with a roadmap…. so you’d have to wait (1,2 or 3) years’
  12. 12. 11 © Copyright 2017 FUJITSU Informed ‘Know what I’m getting’ Uninformed ‘Don’t know what I’m getting’ Visible need Invisible need Price Convenience Assurance Advice Trust Listening CX Model
  13. 13. 12 © Copyright 2017 FUJITSU Do you always get the advice I need here?
  14. 14. 13 © Copyright 2017 FUJITSU Informed ‘Know what I’m getting’ Uninformed ‘Don’t know what I’m getting’ Visible need Invisible need Price Convenience Assurance Advice Trust Listening Identity Belonging Reassurance 13 Copyright 2017 FUJITSU CX Model
  15. 15. 14 © Copyright 2017 FUJITSU Logic goes out the window...
  16. 16. 15 © Copyright 2017 FUJITSU
  17. 17. 16 © Copyright 2017 FUJITSU Imagine… Imagine a… Bank Utility Provider Transport Company Insurance Company …for people like me.
  18. 18. 17 © Copyright 2017 FUJITSU Informed ‘Know what I’m getting’ Uninformed ‘Don’t know what I’m getting’ Visible need Invisible need Price Convenience Assurance Advice Trust Listening Identity Belonging Reassurance Curiosity Discovery Delight CX Model
  19. 19. 18 © Copyright 2017 FUJITSU
  20. 20. 19 © Copyright 2017 FUJITSU Informed ‘Know what I’m getting’ Uninformed ‘Don’t know what I’m getting’ Visible need Invisible need Price Convenience Assurance Advice Trust Listening Identity Belonging Reassurance Curiosity Discovery Delight CX Model ‘Did you find what you were looking for?’ ‘Did you get the advice you needed?’ ‘Would you like to be invited to our events?’ ‘Did you see anything new that was interesting?’
  21. 21. 20 © Copyright 2017 FUJITSU Behavioral data drives Netflix’s growth  When you pause, rewind, or fast forward  What day you watch content (Netflix has found people watch TV shows during the week and movies during the weekend)  The date you watch  What time you watch content  Where you watch (zip code)  What device you use to watch (do you like to use your tablet for TV shows and your Roku for movies? Do people access the Just for Kids feature more on their iPads, etc.?)  When you pause and leave content (and if you ever come back)  The ratings given (about 4 million per day)  Searches (about 3 million per day)  Browsing and scrolling behavior  How many episodes you need to watch to get ‘hooked’  Favorite actors and directors Can safely bet $6Bn per year on developing own content, could you? NETFLIX 0 50 100 13Q1 13Q2 13Q3 13Q4 14Q1 14Q2 14Q3 14Q4 15Q1 15Q2 15Q3 15Q4 Netflix streaming subscriber growth 2013 to 2015 (millions) US Streamers International Streamers © nScreenMedia 2016
  22. 22. 21 © Copyright 2017 FUJITSU Delighting Your Customers
  23. 23. 22 © Copyright 2017 FUJITSU Fujitsu’s Approach and Methodology Business Objectives & Strategy Understanding the business problem to assess what data will be required as a starting point – Consultative Approach Assess Current Capability Detail the current picture in terms of data, sources, process Design Future Capability Create both a vision, architecture and roadmap of future capability, ordered by anticipated return on investment Valuing and Building the Data Asset What data do you need and what is going to deliver the solution The Business Case Produce a high-level business case and implementation plan to unlock the benefit streams identified Build Strong Partnerships Consumer View vs Minimum Viable Product (MVP) MVP Final Product Engineer View
  24. 24. 23 © Copyright 2017 FUJITSU Bring Data Together – Platforms
  25. 25. 24 © Copyright 2017 FUJITSU Data Enhancement – SMART Data Comprehensive partner agreements allowing access to data across 26 countries consumer classification that connects to over 2 billion consumers and approximately 857 million households
  26. 26. 25 © Copyright 2017 FUJITSU Customer Complaints Complaint Key Types (CO8 – Index 531, BO6 Index 125, H35 Index 47) Mosaic Scotland 6 Group (H) % % Index 0 100 200 A City Prosperity 3.4 2.4 138 B Prestige Positions 8.4 6.8 124 C Country Living 20.7 6.4 323 D Rural Reality 16.1 11.8 137 E Senior Security 4.8 5.1 95 F Suburban Stability 6.8 7.7 89 G Domestic Success 5.5 7.1 78 H Aspiring Homemakers 5.8 6.2 93 I Family Basics 2.3 5.9 39 J Transient Renters 5.4 7.7 70 K M unicipal Challenge 2.8 8.0 35 L Vintage Value 5.7 9.2 62 M M odest Traditions 4.6 7.0 66 N Rental Hubs 7.6 8.7 87 Mosaic Digital Group (H) % % Index 0 100 200 A Capital Connections 1.5 1.4 110 B Digital Frontier 3.3 4.2 77 C M obile City 0.6 2.1 27 D First-gen Parents 9.1 9.4 96 E Aspirant Frontier 1.1 1.8 59 F Online Escapists 13.4 23.8 56 G Upmarket Browsers 14.3 12.5 114 H Savvy Switchers 10.1 13.4 75 I Cyber Commuters 15.7 7.3 216 J Beyond Broadband 18.1 8.1 223 K Tentative Elders 12.8 15.9 81
  27. 27. 26 © Copyright 2017 FUJITSU Customer Complaints Identifying your key customer groups
  28. 28. 30 © Copyright 2017 FUJITSU Financial Services Optimizing Collections Strategy Situation ■ Leading debt collection agency was not aware of customers not on a payment plan due to a lack of data driven strategy ■ Business diagnostic we helped identify that 1.5m individuals were not in any payment plan which equated to £2bn of uncollected debt Response ■ Consultancy and analytics engagement ■ Tailored prioritized data driven strategy to optimize collections strategy and enable individuals to enroll in a payment plan, placing the customer at the heart of the business ■ Management and development of customer behavioral, value segmentation models, propensity to pay models and key performance indicators Outcomes ■ Client can make knowledge based decisions ■ Identification of customer ability to pay, payment plans and contact strategy across best channels ■ Ability to launch new tailored products ■ Increase in productivity and efficiencies across customer contact ■ Collections rose £12.7m in 9 months
  29. 29. 31 © Copyright 2017 FUJITSU The size of the problem… ■ 1.5 million customers in no payment plan ■ £2BN of uncollected debt Financial Services Optimizing Collections Strategy Leading financial services organization had the need to understand their customers and enable an effective collections strategy Working in partnership with the client and key stakeholders Fujitsu was able to uncover the specific pain points the client had and understand current processes to develop a bespoke segmentation and strategies, deploy and execute to enable the organization completely change the way in which it communicates with its customers Benefit Street 29% Sensible Retirees 3% Low Income Strugglers 14%Young Over Spenders 15% Established Families 10% Super Rich 4% Money Jugglers 25%
  30. 30. 32 © Copyright 2017 FUJITSU Financial Services Optimizing Collections Strategy
  31. 31. 33 © Copyright 2017 FUJITSU33 Let us help you get there Capability Assessment Case for Change Outline Vision and Roadmap Enabling Digital Detailed Vision and Roadmap Current maturity compared to the industry Vision statement and high level roadmap for digital opportunities Detailed roadmap to guide investment and articulate how the vision can be delivered Outline business case to deliver the vision and roadmap
  32. 32. 34 © Copyright 2017 FUJITSU Fujitsu Sans Light – abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ 0123456789 ¬!”£$%^&*()_+-=[]{};’#:@~,./<>?| ©¨~¡¢¤¥¦§¨ª«»¬- ®¯°±²³µ¶·¸¹º¼½¾¿ÀÁÂÃÄÅÇÈÆÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúûüýþ ÿĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝·-‒–—―‘’‚“”„†‡•…‰‹›‾⁄⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉€™Ω→∂∆∏∑−√∞∫≈≠≤≥⋅■◊fifl Fujitsu Sans – abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ 0123456789 ¬!”£$%^&*()_+-=[]{};’#:@~,./<>?| ©¨~¡¢¤¥¦§¨ª«»¬- ®¯°±²³µ¶·¸¹º¼½¾¿ÀÁÂÃÄÅÇÈÆÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúûüý þÿĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝·-‒–—―‘’‚“”„†‡•…‰‹›‾⁄⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉€™Ω→∂∆∏∑−√∞∫≈≠≤≥⋅■◊fifl Fujitsu Sans Medium – abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ 0123456789 ¬!”£$%^&*()_+-=[]{};’#:@~,./<>?| ©¨~¡¢¤¥¦§¨ª«»¬- ®¯°±²³µ¶·¸¹º¼½¾¿ÀÁÂÃÄÅÇÈÆÉÊËÌÍÎÏÐÑÒÓÔÕÖ×ØÙÚÛÜÝÞßàáâãäåæçèéêëìíîïðñòóôõö÷øùúû üýþÿĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝·-‒–—―‘’‚“”„†‡•…‰‹›‾⁄⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉€™Ω→∂∆∏∑−√∞∫≈≠≤≥⋅■◊fifl

×