This presenation I gave at Capgemini's Seminar on Digital Transformation (https://www.se.capgemini.com/events/seminar-digital-transformation-may-12th) in Sweden. Don't hesitate to contact me if you want more information about the topic and the contents of the presentation: pascal.spelier(at)capgemini.com

1. Pascal Spelier, May 12th 2015
Digital Customer Experience, two steps ahead

2. 2

3. 3
We live in a digital era

4. 4
Branch
ATM
Phone
Internet
Mobile
Branch
ATM
Phone
Internet
Mobile
Branch
ATM
Phone
Internet
Mobile
Branch
ATM
Phone
Internet
Mobile
40%
50%
60%
70%
80%
90%
20% 25% 30% 35% 40% 45% 50% 55%
Customers with positive experience with channel (%)
ChannelImportance(%)
2011 2014Gen Y (18-34 years) Others
Gen Y drives importance digital

5. 5
“Yes, they’ve got WiFi here”

6. 6
It is not the strongest of the
species that survives,
nor the most intelligent
that survives.
It is the one that is the
most adaptable to
change.
- Darwin -

7. 7
Digital Transformation di-jə-təl tran(t)s-fər-ˈmā-shən (1)
the use of digital technology to radically improve the
performance and/or reach of a company.
Digital transformation: a recipe for
becoming digital

8. 8
Digital Master: 9% more turnover,
26% more profit
DIGITAL MASTER
DigitalCapability
Leadership Capability

9. 9
Digital Master: 9% more turnover,
26% more profit
DigitalCapability
Leadership Capability
DIGITAL MASTER

10. 10
DigitalCapability
Leadership Capability
The What:
Using digital technology to transform the customer experience,
operational processes and business models
The How:
Successful transformations depend as much
on how firms manage digital transformation than solely on
implementing new technologies
Digital masters: 9% more turnover,
26% more profit

11. 11
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer
Experience
Customer Experience
Operational
Process
Customer Experience
Business Model
Your building blocks to a digital
organization

12. 12
Create a shared transformative
vision of
the digital future
Engage employees at scale to
make vision a reality
Fuse IT & business communities to
build digital skills & transform
technology platforms
Establish strong digital
governance to steer the course
TECHNOLOGY VISION
ENGAGEMENTGOVERNANCE
Leadership is what turns Digital
Investment into Digital Advantage

13. 13
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer
Experience
Customer Experience
Operational
Process
Customer Experience
Business Model
Customer Experience goes
together with processes

14. 14
Product/service
differentiation
Employee
satisfaction
Process efficiency
Process effectiveness
-‐ Customer
satisfaction
-‐ NPS
-‐ Sales
-‐ Share of wallet
-‐ Retention
-‐ Referral
-‐ NPS
-‐ Growth revenue
-‐ Market share
-‐ Profitability
-‐ Share holder value
People
Product/service offering
Process
Customer Experience
Customer Behaviour
High level company KPI’s
Leading indicators
Lagging indicators
Changesinregulationsandtechnology
developments
Context
Source: based on Schmitt – Managing the Customer Experience
Determine your motivation for
improving customer experience

15. 15
Price
Product
Service
(Digital)
Customer
Experience
The road to loyal
customers
‘Commodity’
Distinctive by ‘value added services’

16. 16
Customer
Life Cycle
Awareness
Orientate
Purchase
Receive
Use
Service
Advise
Creating a seamless
(Digital) Customer Experience
by (re)designing the Customer Journey

17. 17
Simplified Customer Journey

18. 18
Customer
Journey
Awareness
Oriëntation
& comparing
Advice
Insure
Advice
prevention
Damage
& claiming
Technology
Life events /
Products /
Services
Voice of the customer:
I want..., I need...
Voice of the employee:
I want..., I need...
Service
Renew
insurance
Car Insurance

19. 19
Customer Insights
1
Customer Experience Design
4
Customer Journeys
3
Customer Experience Strategy
2
Customer Experience Monitoring
5

20. 20
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer
Experience
Customer Experience
Operational
Process
Customer Experience
Business Model
It all starts with customer
understanding

21. 21
Age, income,
location
Transactions
Products/
services
bought
Property,
unemployment
Preferences
regarding
products/services
Preferred
channels
Sustainable
customer
relation
Last product
bought and
value
Engagement
with different
media
‘Depth’ of
product
categories
Behaviour
regarding
recurring sales
or switch
Use of services
Taking part in
loyalty
program
Customer DNA Traditionally
Use devices

22. 22
‘Feature’ Vector Customer X: (A,B,C,D,E,....K)
Share of wallet
Preferred
channels
Churn
Life events
Next best sell
Et cetera
Customer DNA
Derived from data
Bron: IBM

23. 23
More rocket science:
clustering
Bron: IBM

24. 24
ABOUT ME
Entrepreneur
Ik ben Don (47) en ik run mijn eigen Reclamebureau. Ik heb het in de
afgelopen jaren laten groeien tot 15 man personeel en 7 vaste freelancers,
met wie ik vaak samenwerk. Ik ben weinig thuis, maar woon wel samen.
MY LIFE
Gerneral
management
Sales &
Marketing
Operations
MY COMPANY
DAY TO DAY ACTIVITIES
//////////////////////////////////////////////////////////////////
Ik werk veel, vaak en hard. Daardoor heb ik weinig
tijd voor andere zaken. Hobbies heb ik niet.
Tijdgebrek is sowieso een issue. Ik kan moeilijk zaken
uit handen geven.
Mijn doel met het bedrijf is om verder te groeien, dan
15 man personeel en 7 vaste freelancers, zodat ik
financieel onafhankelijk kan zijn.
Sinds de oprichting zijn we hard gegroeid door de
inzet van mijzelf en mijn medewerkers: work hard,
play hard. Iedere dag weer richten we ons op
tevreden klanten.
Mijn dagen zien er altijd anders uit, ik moet altijd
mijn tijd verdelen over verschillende zaken,
waaronder de verschillende vrouwen in mijn leven.
Ik ben verantwoordelijk voor het aantrekken van
nieuwe klanten en de creatieve campagnes.
Ik bezoek naast mijn werk af en toe ook beurzen en
congressen. Cijfers interesseren mij niet. Daar heb ik
mijn accountant voor.
“Risk doesn’t
scare me”
Example
persona
partly
in
Dutch
Don Draper

25. 25
Data-derived
persona’s
Rank
Action Cluster
% of
Customers
% of Spend
1
Brand lovers
7%
35%
2
Regular customers
12%
15%
3
Online ‘socialites’
8%
14%
4
‘Poor’ customer
7%
6%
5
Promising customers
2%
7%
6
Make me an offer
11%
5%
7
Negotiators
2%
4%
8
Try and find me
5%
2%
9
Non loyalists
36%
8%
10
Spoiled customers
1%
2%
11
I’ll be back, maybe
3%
1%
12
Just looking, not buying
6%
1%
Retail customer
identified
2 unknown target
groups

26. 26
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer
Experience
Customer Experience
Operational
Process
Customer Experience
Business Model
Know your customer and you are
ready for top line growth

27. 27
Cross-channel ‘Marketing
Engine’ Observation
(data &
information)
Trigger
(right message,
right channel)
Interpretation
(intelligence)
Reaction
(call to action)

28. 28
Cross-channel ‘Marketing
Engine’ Observation
(data &
information)
Trigger
(right message,
right channel)
Interpretation
(intelligence)
Reaction
(call to action)

29. 29
Our view of the customer should
be a collection of observations

30. 30
Observations…
… in the de customer journey
(also outside the borders of the organization!)
… in processes
… in transactions
… in the context

31. 31
Cross-channel ‘Marketing
Engine’ Observation
(data &
information)
Trigger
(right message,
right channel)
Interpretation
(intelligence)
Reaction
(call to action)

32. 32
Observation
Interpretation
Message
Reaction
The customer with a
smartphone is at the
airport.
The customer doesn’t
have a travel
insurance with it’s
insurer. Possibly he
has a travel insurance
with a competitor.
The customer is
informed by a push
notification that there
is a possibilty of not
being insured and
the subsequent risk.
The message leads to
several call to actions.
For example calling
an agent who can
arrange the travel
insurance or buying
the travel insurance
directly (﴾STP)﴿ via the
smartphone.
Better services & more sales with
relevant & personal messages

33. 33
The future marketeer is
a nerd with empathy
Privacy as a
currency

34. 34
Source: online survey Edelman ‘Brandshare’
15.000 respondents in 12 countries
Privacy as a currency

35. 35
Cross-channel ‘Marketing
Engine’ Observation
(data &
information)
Trigger
(right message,
right channel)
Interpretation
(intelligence)
Reaction
(call to action)

36. 36
richness
-‐
+
confidential
-‐
+
urgent
later
now
relevant
1-‐n
1-‐1
intrusive
-‐
+
archive
-‐
+
richness
-‐
+
confidential
-‐
+
urgent
later
now
relevant
1-‐n
1-‐1
intrusive
-‐
+
archive
-‐
+
Message
Channel
Match
Find the ideal match between
message and channel

37. 37
Cross-channel ‘Marketing
Engine’ Observation
(data &
information)
Trigger
(right message,
right channel)
Interpretation
(intelligence)
Reaction
(call to action)

38. 38
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer
Experience
Customer Experience
Operational
Process
Customer Experience
Business Model
Improve customer experience with
new customer touch points

39. 39
We never look up!

40. 40
We Never
Looked up

41. 41
Isn’t it time for a
mobile strategy?
Plateau
→
Time
→
“I
want
an
app
too”
Mobile
1.0
‘quick
&
dirty’
Mobile
2.0
‘neatly
integrated’
Mobile,
leveraging
touch
points
1
2
3
4

42. 42
Isn’t it time for a
mobile strategy?
Plateau
→
Time
→
“I
want
an
app
too”
Mobile
1.0
‘quick
&
dirty’
Mobile
2.0
‘neatly
integrated’
Mobile,
leveraging
touch
points
1
2
3
4
Online
________

43. 43
Mobile is the most powerful sales- and
service channel of the future
NL: a mobile
customer has
11 times more
‘contact’

44. 44

45. 45

46. 46

47. 47
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer
Experience
Customer Experience
Operational
Process
Customer Experience
Business Model
Prerequisite for improving experience
is process digitization

48. 48
Customer
Journey
Awareness
Orientate
Buy
Receive
Use
Service
Each Customer Journey has a customer side
and an organization side
Processes
Midoffice
Customer
Relationship
Management
Customer
Financial
Management
Document
Management
Communication
Management
Business
Process
Management
Security
Advise

49. 49
‘Beware of putting
lipstick on a
pig‘‘

50. 50
How to become
really digital?
FRONTEND
hello customer
ISN’T THIS
ENOUGH?
self
directed
CAN I DO MY OWN
BANKING?
the customer is
becoming part of
the processes!
only decoration?

51. 51
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer
Experience
Customer Experience
Operational
Process
Customer Experience
Business Model
Disruption forces you to modify or
create new business models

52. 52
Source: Clayton Christensen (Harvard)
Performance
Time
Performance improvement
mainstream
Potentially disruptive technology
Disruptive technologies move up
market and eventually displace competitors

53. 53
Source: Clayton Christensen (Harvard)
Performance
Time
Disruptive technologies move up
market and eventually displace competitors
Dvd per mail
Digital movies
Digital series via Ps3/4, Xbox, tablet

54. 54
Customer
Distribution /
Front Office
Manufacturing /
Back Office
Market Infrastructure
Individual
Institution
Investing/
WealthMgmnt
Personal
Savings
Lending
Capital
Raising
Source: based on illustration ‘Financial Services Value Chain Supermarket Age’ by Doug Nelson
Payments
= flow of capital
Current value chain is under pressure…

55. 55
Customer
Distribution /
Front Office
Manufacturing /
Back Office
Market Infrastructure
Individual
Institution
Investing/
WealthMgmnt
Personal
Savings
Lending
Capital
Raising
Source: based on illustration ‘Financial Services Value Chain Next Gen’ by Doug Nelson
Payments
…Financial services unbundled and revisited
Independent, digital front ends
API-‐driven middle-‐ and back office
Electrification of market infrastructure
Independent , digital front ends and middle-‐ and back office
= flow of capital

56. 56
Awareness
Orientation
Buy
Receive
Use
Service
Advice
Retention
How to become really digital?
360° customer view (Social-‐CRM)
Workflow management
Social listening / external data sources
Datawarehouse / realtime data
Big data analytics / predictive modelling
Digital marketing-‐ & campaigns (inbound)

57. 57

58. 58
Pascal
Spelier
Managing
Consultant
Digital
Customer
Experience
|
Banking
&
Insurance
Reykjavikplein
1,
Utrecht,
The
Netherlands
Mobile:+31
(0)
6
53
29
90
17
pascal.spelier@capgemini.com
Thank you!
@spelier
www.slideshare.net/pascal.spelier
www.linkedin.com/in/pascalspelier