The webinar discusses service design and knowledge management to improve the customer experience. It introduces the concepts of Woo, Wow, and Win, which represent attracting customers, delighting customers, and ensuring long-term success. The webinar covers the five principles of experience design: having the right customers, managing expectations, fixing pain points, delivering coherence across channels, and continuous innovation. It also discusses how knowledge management can enhance the customer experience by facilitating knowledge sharing across the organization and with customers. The webinar provides a framework to assess customer experience and technical excellence using a report card and identifies common barriers that prevent organizations from achieving excellence.
The Grammarly culture code outlines six core values for employees: ethical behavior by doing the right thing even without oversight, adaptability through embracing change with a positive attitude, grit by focusing and persevering to achieve long-term goals, empathy through treating others how they want to be treated by listening and understanding their perspective, grittiness in doing whatever it takes to get the job done, and being remarkable through always learning and improving with mentorship.
Slides from a service design workshop held at Ratkaisu13, an annual conference organized by CGI Finland (formerly known as Logica). If you are interested in knowing more, get in touch.
Demystifying UX, CX and Digital TransformationMelissa Wilfley
I presented this talk for the WPP/Wunderman Thompson Singapore educational series.
In order to get your organisation, team and/or agency to enable digital transformation through customer experience you need to level-set definitions and get everyone on the same page on what these terms mean. This talk is meant to help you understand:
1. The difference between UI / UX / CX
2. Importance of Customer Experience Management and CX Business Strategies
3. How CX fits into Digital Transformation
Anjali, Salesforce, THE WAY FORWARD: CUSTOMER-CENTRIC DIGITAL TRANSFORMATIONHilary Ip
The document discusses the need for customer-centric digital transformation. It notes that customer expectations are changing as they demand consistent, personalized experiences across channels in real-time. To succeed at transformation, companies must focus on customer centricity, technology/digitization, and new business models. However, leadership and culture provide the foundation for lasting change. The key elements of an effective culture are communication and values, creativity and agility, diversity of thought, top-down capabilities, and a willingness to re-invent.
This document discusses employee experience (EX) and provides an overview of Livework, a company that helps improve EX. It contains the following key points:
- Livework has been operating for 18 years and aims to positively impact how people live and work through human-centered and collaborative service design.
- 51% of HR leaders considered EX a key priority in 2019, showing its growing importance. EX can improve productivity, morale, skills and stimulate healthy competition among employees.
- Livework helps companies assess and improve the employee experience at different stages of the employee lifecycle from starting a new role to career development, to maximize benefits for both employees and employers.
Electrolux overarching purpose is to shape living for the better by reinventing taste, care and wellbeing experiences, for more enjoyable and sustainable living around the world.
Service Design 101: Innovating and Improving the Customer ExperienceBluespire Marketing
During this Bluespire TrendLab webinar, you’ll learn the basic principles and philosophies of service design, along with how service design can help uncover impediments to great consumer experiences.
Main themes of the webinar included:
• The four main principles of service design and how they build off and support each other
• How organizations realize full opportunities by including service design into development processes
• How service design can help uncover impediments to great consumer experiences
The Grammarly culture code outlines six core values for employees: ethical behavior by doing the right thing even without oversight, adaptability through embracing change with a positive attitude, grit by focusing and persevering to achieve long-term goals, empathy through treating others how they want to be treated by listening and understanding their perspective, grittiness in doing whatever it takes to get the job done, and being remarkable through always learning and improving with mentorship.
Slides from a service design workshop held at Ratkaisu13, an annual conference organized by CGI Finland (formerly known as Logica). If you are interested in knowing more, get in touch.
Demystifying UX, CX and Digital TransformationMelissa Wilfley
I presented this talk for the WPP/Wunderman Thompson Singapore educational series.
In order to get your organisation, team and/or agency to enable digital transformation through customer experience you need to level-set definitions and get everyone on the same page on what these terms mean. This talk is meant to help you understand:
1. The difference between UI / UX / CX
2. Importance of Customer Experience Management and CX Business Strategies
3. How CX fits into Digital Transformation
Anjali, Salesforce, THE WAY FORWARD: CUSTOMER-CENTRIC DIGITAL TRANSFORMATIONHilary Ip
The document discusses the need for customer-centric digital transformation. It notes that customer expectations are changing as they demand consistent, personalized experiences across channels in real-time. To succeed at transformation, companies must focus on customer centricity, technology/digitization, and new business models. However, leadership and culture provide the foundation for lasting change. The key elements of an effective culture are communication and values, creativity and agility, diversity of thought, top-down capabilities, and a willingness to re-invent.
This document discusses employee experience (EX) and provides an overview of Livework, a company that helps improve EX. It contains the following key points:
- Livework has been operating for 18 years and aims to positively impact how people live and work through human-centered and collaborative service design.
- 51% of HR leaders considered EX a key priority in 2019, showing its growing importance. EX can improve productivity, morale, skills and stimulate healthy competition among employees.
- Livework helps companies assess and improve the employee experience at different stages of the employee lifecycle from starting a new role to career development, to maximize benefits for both employees and employers.
Electrolux overarching purpose is to shape living for the better by reinventing taste, care and wellbeing experiences, for more enjoyable and sustainable living around the world.
Service Design 101: Innovating and Improving the Customer ExperienceBluespire Marketing
During this Bluespire TrendLab webinar, you’ll learn the basic principles and philosophies of service design, along with how service design can help uncover impediments to great consumer experiences.
Main themes of the webinar included:
• The four main principles of service design and how they build off and support each other
• How organizations realize full opportunities by including service design into development processes
• How service design can help uncover impediments to great consumer experiences
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
Building Successful Cross-cultural and Cross-functional Teams to Achieve Goal...Society of Women Engineers
The document discusses strategies for building successful cross-cultural and cross-functional teams. It provides perspectives from three professionals on their experience with global teams and strategies they use, such as defining clear goals and expectations, promoting engagement between team members, and addressing cultural differences. It also discusses potential challenges of global teams like language barriers and arranging meetings, as well as pitfalls to avoid like gaps in communication that can be addressed through clear rules and ensuring all team members understand expectations.
Les communautés de pratiqués sont l’ingrédient essentiel d'une transformation réussie... voici quelques arguments pour convaincre votre boss de s'y intéresser et quelques clés pour les lancer!
Unlock Your Organization Through Digital TransformationDigital Surgeons
Digital Transformation allows you to be disruptor, not the disrupted. See what you missed from our workshop at the Carnegie Mellon Engineering and Technology Innovation Management (ETIM) program’s 10th Anniversary Summit with senior leaders from academia and industry. Learn how to digitally optimize your business with principles of human-centered design that put the heart of the consumer at the center of business model innovation.
Digital Transformation
Design Thinking
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
This document is an employee handbook for Crispin Porter + Bogusky, an advertising agency. It welcomes new employees and explains that while some may love working there and others may hate it, the experience will be memorable. It defines the agency's broad view of advertising as anything that promotes their clients, not just traditional media. It emphasizes the agency's strong culture and the passion, confidence, and work ethic needed to generate great ideas even when original ideas fail. It frames the work as operating like a factory to produce marketing products and stresses the importance of execution over simply discussing ideas.
Our culture code:
1. We are obsessed with our customers, not competitors
2. We believe in work+life, not work versus life
3. We communicate transparently within team members
4. We are focused on data and KPIs
5. We get things done with a strong sense of urgency (#SOU)
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
In the Blue World, large corporations dominate the global economy and society. Corporations provide extensive services and benefits to employees, including healthcare, education, and housing. This high level of support leads to strong employee retention, but also creates a large divide between those who work for major corporations and those who do not. Corporations extensively measure and analyze employee performance, productivity, and engagement. Technology is deeply integrated into work and daily life. The role of HR evolves to focus on complex people analytics and segmentation strategies to maximize business performance through human capital management.
Co-founders and Startups: What Makes a Successful Team?Mike Chan
The document discusses factors that contribute to successful startup teams. It finds that the right team is critical for success and the greatest source of failure is problems within the founding team. Key factors for an effective team include properly defining roles and responsibilities, aligning on the vision for the business, and fairly distributing equity and rewards. While friends or co-workers often make good co-founders, the most important attributes are complementary skills, clear expectations, and formal agreements between partners.
For Digital 22, the Culture Code defines what we believe in, what we do and how we work with people internally and externally. It's a way of formalising our DNA and the soul of the company so it becomes the backbone of how to act at work.
This is Service Design in 25 useful toolsTijs Wilbrink
This document provides an overview of 25 tools that can be used during different phases of a service design process. It describes tools for exploration, such as stakeholder mapping and customer journeys, tools for creating and reflecting like idea generation and prototyping, and tools for implementation including storytelling and service blueprints. The document encourages the reader to select the most appropriate tools based on their specific problem or opportunity and get started applying service design.
The document provides an overview of Favorite Medium's user experience capabilities and process. It describes Favorite Medium's approach as synthesizing data insights to evolve product design. The UX process involves understanding business problems and user needs, solving problems through design, and testing hypotheses. It then details Favorite Medium's strategy, design, and implementation phases and the activities within each including stakeholder workshops, information architecture, prototyping, usability testing, analytics, and optimization.
Présenté par Sophie Montet et Serge Baeyens le 21 septembre 2022 à Agile en Seine
Comment agiliser un Groupe comme ENGIE avec une forte décentralisation, avec des différentes cultures d’entreprise et des différentes localisations géographiques, en n’étant qu’une poignée d’agilistes à la manœuvre.
Venez vous inspirer de notre histoire et de retour d’expérience.
The 5 Competencies for Customer Journey MappingQualtrics
Customer journey mapping brings design thinking into your organization to identify and solve key pain points your customers face. In our new webinar, 5 Competences for Customer Journey Mapping, you’ll learn how to map customer journeys and bring them to life: from recruiting your team to integrating mapping into your Voice of Customer program.
A videó bemutatja, hogyan lehet missziót és víziót készíteni gondolati térkép (mind-map) segítségével.
Fodor Tamás, vezetési tanácsadó, coach
www.tfodor.hu
Establishing a service design practice in large organisations Livework Studio
In this keynote Marzia will share insights into how to build service design capability in large organisations. She will describe a diffusion model that encompasses four maturity stages. Through real client cases Marzia will picture each stage and describe how the organisation looks at each level.
Presented by DeSantis Breindel and the authors of Woo, Wow, and Win, the award-winning book on service design.
A great B2B brand can woo clients, but only a great experience can wow them. And experience doesn’t happen by accident. Using service design, you can deliver experiences that maximize the value of your brand, accelerate growth, and win both repeat business and new clients. Watch this webinar to learn how to build the wow into every interaction with your clients.
The document discusses the importance of branding for organizations like the Special Libraries Association. It provides examples of brand promises from different companies like Citigroup and Ritz-Carlton. The document then analyzes how customer satisfaction impacts business outcomes over time. It notes that employees often experience disconnects between customer expectations and their ability to meet them. The rest of the document discusses using the example of National City bank to develop a brand promise of being a "Customer Champion" and outlines key elements and an implementation plan to communicate this promise internally to employees and externally to customers.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
Building Successful Cross-cultural and Cross-functional Teams to Achieve Goal...Society of Women Engineers
The document discusses strategies for building successful cross-cultural and cross-functional teams. It provides perspectives from three professionals on their experience with global teams and strategies they use, such as defining clear goals and expectations, promoting engagement between team members, and addressing cultural differences. It also discusses potential challenges of global teams like language barriers and arranging meetings, as well as pitfalls to avoid like gaps in communication that can be addressed through clear rules and ensuring all team members understand expectations.
Les communautés de pratiqués sont l’ingrédient essentiel d'une transformation réussie... voici quelques arguments pour convaincre votre boss de s'y intéresser et quelques clés pour les lancer!
Unlock Your Organization Through Digital TransformationDigital Surgeons
Digital Transformation allows you to be disruptor, not the disrupted. See what you missed from our workshop at the Carnegie Mellon Engineering and Technology Innovation Management (ETIM) program’s 10th Anniversary Summit with senior leaders from academia and industry. Learn how to digitally optimize your business with principles of human-centered design that put the heart of the consumer at the center of business model innovation.
Digital Transformation
Design Thinking
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
This document is an employee handbook for Crispin Porter + Bogusky, an advertising agency. It welcomes new employees and explains that while some may love working there and others may hate it, the experience will be memorable. It defines the agency's broad view of advertising as anything that promotes their clients, not just traditional media. It emphasizes the agency's strong culture and the passion, confidence, and work ethic needed to generate great ideas even when original ideas fail. It frames the work as operating like a factory to produce marketing products and stresses the importance of execution over simply discussing ideas.
Our culture code:
1. We are obsessed with our customers, not competitors
2. We believe in work+life, not work versus life
3. We communicate transparently within team members
4. We are focused on data and KPIs
5. We get things done with a strong sense of urgency (#SOU)
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
In the Blue World, large corporations dominate the global economy and society. Corporations provide extensive services and benefits to employees, including healthcare, education, and housing. This high level of support leads to strong employee retention, but also creates a large divide between those who work for major corporations and those who do not. Corporations extensively measure and analyze employee performance, productivity, and engagement. Technology is deeply integrated into work and daily life. The role of HR evolves to focus on complex people analytics and segmentation strategies to maximize business performance through human capital management.
Co-founders and Startups: What Makes a Successful Team?Mike Chan
The document discusses factors that contribute to successful startup teams. It finds that the right team is critical for success and the greatest source of failure is problems within the founding team. Key factors for an effective team include properly defining roles and responsibilities, aligning on the vision for the business, and fairly distributing equity and rewards. While friends or co-workers often make good co-founders, the most important attributes are complementary skills, clear expectations, and formal agreements between partners.
For Digital 22, the Culture Code defines what we believe in, what we do and how we work with people internally and externally. It's a way of formalising our DNA and the soul of the company so it becomes the backbone of how to act at work.
This is Service Design in 25 useful toolsTijs Wilbrink
This document provides an overview of 25 tools that can be used during different phases of a service design process. It describes tools for exploration, such as stakeholder mapping and customer journeys, tools for creating and reflecting like idea generation and prototyping, and tools for implementation including storytelling and service blueprints. The document encourages the reader to select the most appropriate tools based on their specific problem or opportunity and get started applying service design.
The document provides an overview of Favorite Medium's user experience capabilities and process. It describes Favorite Medium's approach as synthesizing data insights to evolve product design. The UX process involves understanding business problems and user needs, solving problems through design, and testing hypotheses. It then details Favorite Medium's strategy, design, and implementation phases and the activities within each including stakeholder workshops, information architecture, prototyping, usability testing, analytics, and optimization.
Présenté par Sophie Montet et Serge Baeyens le 21 septembre 2022 à Agile en Seine
Comment agiliser un Groupe comme ENGIE avec une forte décentralisation, avec des différentes cultures d’entreprise et des différentes localisations géographiques, en n’étant qu’une poignée d’agilistes à la manœuvre.
Venez vous inspirer de notre histoire et de retour d’expérience.
The 5 Competencies for Customer Journey MappingQualtrics
Customer journey mapping brings design thinking into your organization to identify and solve key pain points your customers face. In our new webinar, 5 Competences for Customer Journey Mapping, you’ll learn how to map customer journeys and bring them to life: from recruiting your team to integrating mapping into your Voice of Customer program.
A videó bemutatja, hogyan lehet missziót és víziót készíteni gondolati térkép (mind-map) segítségével.
Fodor Tamás, vezetési tanácsadó, coach
www.tfodor.hu
Establishing a service design practice in large organisations Livework Studio
In this keynote Marzia will share insights into how to build service design capability in large organisations. She will describe a diffusion model that encompasses four maturity stages. Through real client cases Marzia will picture each stage and describe how the organisation looks at each level.
Presented by DeSantis Breindel and the authors of Woo, Wow, and Win, the award-winning book on service design.
A great B2B brand can woo clients, but only a great experience can wow them. And experience doesn’t happen by accident. Using service design, you can deliver experiences that maximize the value of your brand, accelerate growth, and win both repeat business and new clients. Watch this webinar to learn how to build the wow into every interaction with your clients.
The document discusses the importance of branding for organizations like the Special Libraries Association. It provides examples of brand promises from different companies like Citigroup and Ritz-Carlton. The document then analyzes how customer satisfaction impacts business outcomes over time. It notes that employees often experience disconnects between customer expectations and their ability to meet them. The rest of the document discusses using the example of National City bank to develop a brand promise of being a "Customer Champion" and outlines key elements and an implementation plan to communicate this promise internally to employees and externally to customers.
Presented by Cecilia E. Samson at PAARL’s National Summer Conference on the theme "Superior Practices and World Widening Services of Philippine Libraries", held at Dao District, Tagbilaran City, Bohol, 14-16 April 2010
Practical Strategies to Address the Top 10 Issues Facing Banks TodayIntegrity Solutions
Ideas to shift from a transactional to a customer-focused culture and relationship-based selling. Five qualities of a customer-centered culture. Four questions to gauge where your organization is today.
A Shift in Focus: Creating the Experienceqmatheson
Presented at ORBiT Real Time Days 2014
Keynote address by
Sean Mulcair, Gradient Solutions
How to shift focus from customer service to client experience. What's the difference? Customer service is the transaction and is quantifiable where as customer experience is a lifetime of interaction, which creates a feeling or emotion.
The document discusses Aviva's "common sense" program to improve customer experience. It describes Aviva's operations across 21 countries with 36,000 employees and 43 million customers. It advocates using systems thinking and customer journey mapping to understand experiences from the customer's perspective rather than internal processes. The program empowered employees to improve experiences and led to increased customer satisfaction, loyalty, and cost savings. The document highlights the importance of executive sponsorship, cross-functional collaboration, and linking customer experience initiatives to clear business objectives for successful transformation.
The document discusses the importance of customer experience and loyalty for businesses. It notes that loyalty has become more critical as markets have become saturated and products commoditized. It then outlines several key points about customer experience, including that customers are willing to pay more for a good experience and will drop brands after a single poor experience. The document emphasizes that improving customer experience needs to be a company-wide effort across all departments in order to be effective.
How to deliver digital-age customer experiences that set you apart from the competition?
Learn how to realize your organization's CRM potential, to acquire more customers and build customer loyalty.
3 Essentials Every Event Marketer Should Be MeasuringPat McClellan
Event Marketers own some of the most immersive and powerful touchpoints in the customer experience landscape, which puts us under increasing pressure to demonstrate return on investment. But are we losing focus on the Customer Experience and how that is linked to ROI?
Opus Chief Strategy Officer Pat McClellan explores how best to meet audience needs, while making the experience easy and enjoyable. Citing emerging research, historical trends, industry thought leaders, and the recent paradigm shift of getting ketchup out of the bottle, McClellan provides tangible and thought-provoking tips and KPIs you can use on your next event.
Go-to-Market in the Cloud Trends and ChallengesLeahanne Hobson
This document discusses the impact of cloud computing on traditional channels and solution providers. Key points include:
- Forrester and Gartner estimates that cloud transformation will lead to 15-40% attrition of the existing channel.
- Conventional business models and customer engagements will become less valuable unless solution providers change their approach.
- Survival requires radical changes to business models and go-to-market strategies, which most solution providers are ill-equipped for.
- Vendors continuing traditional approaches will struggle, and nimble transformation is needed to succeed in the cloud environment.
How about putting some money in customer service.pptxPiotr Merkel
The document discusses the importance of customer service and experience (CX). It emphasizes that customers have unique needs and preferences that companies should seek to understand. Focusing on customer satisfaction, simplicity and control can build loyalty and advocacy while reducing costs. The top 1% of customers are much more valuable, so companies should define and remarket to these customers. Overall, improving the customer experience can increase business value and desire for repeat experiences.
Customer centric innovations - the Swedish wayZélia Sakhi
This document discusses customer-centric innovation in Sweden and provides examples from Virtusize. Some key points:
1) Customer-centric innovations focus on understanding customer needs and iteratively developing products/services to meet those needs based on data about customer behaviors.
2) Success involves products/services that launch and remain relevant by adapting to changes through sustainable teams.
3) Sweden promotes cultures centered around agility, diversity of thought, and work-life flexibility, which fosters innovative thinking. Companies like Virtusize capitalize on talent, promote modern practices, and start small with innovations.
This document provides an introduction to a customer experience toolkit for financial service providers. It discusses how a focus on customer experience can transform employees into problem solvers by allowing them to address customer issues holistically. Positive customer experience benefits customers through better designed products and services, as well as businesses through increased active accounts, loyalty, and improved financial metrics. The toolkit aims to provide practical tools and guidance for organizations to implement a customer-centric approach through understanding customer needs and designing experiences to meet those needs. It highlights examples from other organizations that have successfully adopted a customer experience focus.
This document discusses relationship management and customer relationship management (CRM). It defines CRM as managing customer interactions across the customer lifecycle through information, processes, technology, and people. The document outlines CRM strategies like customer acquisition, retention, loyalty, and evangelism. It discusses tracking customer data and metrics like customer lifetime value to improve the customer experience and business outcomes.
The document discusses Aviva's "common sense" program to improve customer experience. It describes Aviva as a large international insurance company with over 40 million customers. It advocates using systems thinking, customer journey mapping, and empowering employees to improve customer experiences from the customer's point of view. It highlights the benefits companies can see from improved customer retention, engagement, and cost savings when implementing these approaches. It also introduces Mulberry Consulting as an expert partner that can help companies design and implement customer-centered transformation programs.
Aviva Customer Experience Presentation at ECEW 2013TheFocusGroup
"The Common Sense Program"
Rod Butcher from the Aviva Group
Presenting at the European Customer Experience World (ECEW) Conference in London
22nd May 2012
The document discusses the importance of exceptional customer service. It emphasizes that customer satisfaction should be the top priority of any organization and is driven by both hard skills as well as softer interpersonal skills like communication, attitude, and honoring commitments. Strategic customer relationships that focus on meeting and exceeding customer expectations can lead to higher profit margins and business success.
As digital innovation blurs the lines between traditional sectors, TCS and Marketforce investigated how businesses delivering cutting-edge customer experience are raising the bar for all.
This report provides a pan-sector snapshot of current customer experience practice in Europe. We look at those sectors getting it right, why the rest are getting it wrong, and chart a course to customer-centric success through an holistic CX approach that will satisfy even the most high maintenance customer."
The document discusses customer relationship management (CRM) and the importance of differentiating customers. It notes that research has shown 20% of customers account for over 200% of profits, while the other 80% account for losses. Effective CRM involves establishing long-term, personalized relationships with carefully targeted customers to maximize their lifetime value. Key aspects of CRM include maintaining customer databases, offering customized products and services, prioritizing high-value customers, and measuring customer loyalty and share of wallet over time. The benefits of CRM include increased sales, better customer retention, and improved financial performance.
The document discusses customer relationship management (CRM) and how social media and digital transformation are impacting businesses' relationships with customers. It provides examples of how some companies are using social media to enhance customer engagement and experience. The key points discussed include:
- CRM aims to build long-term, profitable relationships with customers by understanding their needs and providing superior customer service.
- For CRM to be effective, companies must decide what customer information to collect and how to use it. Many CRM projects fail because of this.
- Social CRM focuses on engaging customers in collaborative conversations to provide mutual value through trusted and transparent interactions.
- Several companies, like KLM and Fiskars, are highlighted for how
Similaire à Service design, knowledge management, and the art of customer delight (20)
Knowledge Retention Framework and Maturity ModelSIKM
The document discusses knowledge retention (KR) frameworks and maturity models. It begins with an overview of KR, including what it is, who engages in it, and why organizations practice it. It then presents a KR framework with six elements: context, stakeholders, purpose, processes, learning and gaps. Next, it introduces a five-level KR maturity model to assess KR practices. The levels range from ad-hoc to optimized. It also provides sample assessment questions. Finally, it outlines a four-step KR process for organizations: assessment, baseline, analysis and reflection. The goal is to establish ongoing KR processes that contribute to knowledge sharing and transfer.
The document discusses ISO 30401, the International Organization for Standardization's standard for knowledge management systems. It provides an overview of ISO and how it develops standards. ISO 30401 defines requirements for establishing, implementing, maintaining and improving a knowledge management system. While adoption is voluntary, the standard can be used to evaluate a KM program or work towards certification. Certification involves an independent auditor assessing if a program meets at least 80% of ISO 30401's requirements. The presentation provides insights into both using and certifying to the standard from the perspective of the first certified ISO 30401 auditor.
The document discusses accelerating knowledge transfer at scale through a case study of the Growth Network community. It describes how the community grew rapidly from several hundred to over a thousand members. This posed challenges around maintaining quality knowledge sharing and engagement as the community expanded. To address this, the Growth Network implemented several strategies, including multidimensional onboarding, listening tours, shifting to topic-based groupings, introducing foundational content, developing ambassador and peer-led groups, and focusing on members' whole-person needs. The results were a suite of executive-led groups, advisory councils, a hybrid conference model, and recurring wellness programs, allowing knowledge to scale across the larger community.
The crossroads of Information Architecture and Knowledge ManagementSIKM
Here are the key points about changing an organization's conversational architecture:
- An organization's conversational architecture refers to how and where it interacts with customers and stakeholders (e.g. via website, social media, call centers, etc.).
- Making changes to an organization's conversational architecture is a major undertaking as it impacts how the organization communicates externally.
- Careful consideration needs to be given to any changes as they can significantly alter customer and stakeholder experiences and expectations when interacting with the organization.
- All parts of the organization that interface with external audiences would need to be involved in planning and implementing changes to conversational architecture to ensure a coordinated approach.
- Testing any changes is important before full implementation to work out
A system-thinking approach to a learning organization transformationSIKM
The document discusses building a learning organization at GE Renewables. It outlines several challenges related to learning and collaboration. It then describes a multi-phase approach to transforming the organization into a learning organization where leadership is committed to learning, problems are solved collectively, and new expertise is developed. Finally, it discusses components of the learning organization operating model including expertise development, problem solving capacity, and knowledge sharing communities.
(1) The document discusses building resilience through knowledge management practices. It emphasizes the importance of knowing yourself, possessing deep knowledge in your field, and being insatiably curious.
(2) Specific knowledge management practices that build resilience are discussed, including using silence to promote reflection, sharing stories to build context and connections, carefully selecting social interactions, and actively seeking knowledge through questioning.
(3) Resilience prepares individuals and organizations to operate effectively in ambiguous and changing environments. Developing a clear mission, making knowledge accessible, and cultivating a learning culture where questions are encouraged can help create resilience.
Expert Knowledge Transfer - Reflections and Panel DiscussionSIKM
The document discusses expert knowledge transfer and the Leonard-Barton Group's approach. It outlines their methodology of using active learning techniques like observation, practice, partnering, taking responsibility, discovery, and storytelling. These guided experience activities called OPPTY help transfer both explicit and tacit knowledge more effectively than passive lectures. The document also provides examples of their work with Alpha Engineering and a small city utility, and notes that knowledge transfer is often delayed too long after it is needed. A panel discussion followed with experts discussing how to help organizations move knowledge transfer earlier in the process.
This document provides an introduction to Knowledge Resources Management (KRM) and the concept of return on investment of knowledge (ROIK). It discusses how knowledge is often undervalued in organizations despite its importance. The value of knowledge is described using formulas that calculate benefits and costs. Strategies are presented for implementing KRM practices like knowledge mapping and portfolio management to better capture ROIK. The goal is to manage knowledge resources effectively by understanding, measuring and communicating its value and impact on organizational performance.
Communities of Practice - Challenges, Curiosity and Dragons SIKM
Arup is an independent firm of designers, engineers, and consultants working across the built environment. They help clients solve complex challenges by turning ideas into reality.
Arup's challenges include improving health and well-being while transitioning to zero-carbon and adopting circular economy principles. They also focus on enhancing resilience to climate change and creating more equitable societies.
Arup has over 15,000 employees across 89 offices in 33 countries. They utilize their 40+ skills networks, which are communities of practice that virtually connect people to share knowledge across geographies. These networks are led by skills leaders and aim to ensure Arup remains best-in-class in its capabilities.
Data Curation - Data probity in a time of COVIDSIKM
The document discusses the importance of data probity, or ensuring the integrity and quality of data. It notes that data harvested today must be able to answer unknown future questions. It advocates for transparency in research through pre-publishing protocols and data, using open licenses, and supporting peer review. The key aspects of data probity discussed are having an identifiable source, transparent methods, publication before analysis, maintaining point data before aggregation, and having a repeatable, auditable trail.
The document discusses using artificial intelligence and big data in knowledge management. It covers extracting knowledge from data through information architecture and data curation. It then discusses utilizing AI to deliver knowledge through chatbots using natural language processing, predicting trending knowledge areas, and personalizing knowledge delivery. The goal is to provide knowledge management that is dynamic, accurate, and personalized through leveraging AI technologies.
Tips & Tricks for Your Lessons Learned ProgramSIKM
This document provides tips for establishing an effective lessons learned program. It discusses levels of learning from passive to active collection and distribution. Tips include customizing existing software, integrating search mechanisms, collecting inputs to refine taxonomies, tracking institutionalization of lessons, using videos and content writing, standardizing where possible, and leveraging machine learning. The document emphasizes getting creative with branding and promotion, and encourages discussion of experiences to facilitate collective learning.
Integration of Knowledge and Innovation StandardsSIKM
This document discusses the integration of knowledge and innovation standards over time. It provides an overview of how organizations in the 1990s began recognizing knowledge as an asset and the need to manage it holistically. International standards for knowledge management have developed since the 2000s, including the BSI PAS 7500 and ISO 30401 standards. The document argues that standards for areas like quality management, asset management, and innovation should be integrated and implemented together through a framework that focuses on communication, collaboration, learning, and knowledge sharing to drive innovation.
1) The document discusses using the "Organizational Zoo" as a creative metaphor to visualize an organization's culture and stimulate constructive conversations about behaviour and culture.
2) It introduces different animal archetypes that represent different behaviours, such as lions representing aggressive leadership and bees representing collaborative teamwork.
3) The zoo metaphor provides a safe way to discuss potentially sensitive cultural issues and help leaders understand how their own behaviours impact culture and relationships within the organization.
More Than a Feeling: Emotions and Knowledge ManagementSIKM
Matt Moore presented on emotions and knowledge management. He discussed how emotions are rarely talked about in knowledge management but are important to understand as they drive human behavior. Moore outlined some fears in the knowledge management field such as people no longer caring about knowledge or technologists being right that people don't matter. The discussion covered how emotions are constructed by our brains and bodies and impact organizations. Knowledge managers need to consider how emotions affect designing products, programs and managing communities.
Applied Knowledge Services: A New Approach for Management and Leadership in t...SIKM
Guy St. Clair and Barrie Levy propose a new approach called "knowledge services" for managing organizations in the 21st century. Knowledge services converges information management, knowledge management, and strategic learning into a single operational function to ensure the highest levels of knowledge sharing. The knowledge strategist is responsible for defining the knowledge culture and leading the organization as a knowledge culture. Critical success factors for knowledge services include conducting a knowledge audit to evaluate how well knowledge is shared, leading change instead of managing it, and facilitating collaboration across the organization.
This document discusses how the rural island of Gabriola Island in Canada inspires approaches to knowledge management (KM) through its community practices. It provides examples of how the island's small population of 4000 year-round residents collaborates on issues like shelter, food and water security, health, equity, and trails. Implicit KM practices on the island include environmental scans, action reviews, peer assists, dialogue circles, and deliberate cross-group networking. Key elements that support these practices are the island's boundaries that encourage thinking at different scales, an abundance mindset, contributions to meaningful goals and systems, diverse emergent social networks and "incubators", and humility and respect.
Tom Barfield - Navigating Knowledge to the UserSIKM
This document discusses how an artificial intelligence system called Keeeb can help navigate knowledge to users. Keeeb allows users to search across internal and external sources, collect relevant information, and discover what others have collected. It uses signals from user searches, collected content, and other metadata to automatically recommend personalized content to users. For example, a research agent can monitor sources on behalf of a user, capture new information matching their saved searches, and route it to their collection on an ongoing basis. This helps automate research and keeps users updated with the most relevant information.
The Impact of Data Analytics in Digital Transformation ProgramsSIKM
The document discusses how data analytics can help with digital transformation programs. It notes that executives are often concerned with the accuracy of their data and that organizations ignore a large percentage of the data they collect. The document then examines how social analytics could help organizations better understand how employees use collaboration tools and data in their work. It presents examples of analyzing email, file sharing apps, messaging platforms, and internal social networks. The conclusion suggests that social analytics may be able to help transform the digital workplace.
Alchemy of Data Elements - Top Down Meets Bottom UpSIKM
This document discusses data elements, which are the basic building blocks of information systems such as fields, attributes and cells. It notes that while data elements are important, their definitions and handling are often removed from business understanding and left to low-level tasks. The document advocates mapping different labels for the same data element, such as social security number and SSN. It provides references for further information on data dictionaries and semantically representing data elements.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Service design, knowledge management, and the art of customer delight
1. Woo, Wow, and Win
Service Design, Knowledge
Management, and the Art of
Customer Delight
SIKM August 20, 2019
2. Today’s Webinar
• What’s design got to do with it?
• How you WOO: What experience do you want customers to have?
• How you WOW: The Five Principles of Service Design and
Delivery
• What’s KM got to do with it?
• How you WIN: Planning Your journey
• Your Service Design Report Card
• Three big moments
• Three fundamental questions
2
4. Customer Experience:
The Next Battleground
TOP THREE CUSTOMER CONCERNS
83%
70%
64%
48%
36%
Quality
Customer experience
Price
Selection (breadth of
service/product offerings)
Innovativeness
Source: National Center for the Middle Market 4
5. Customer Experience:
The Next Battleground
Quality
Customer experience
Price
Selection (breadth of
service/product offerings)
Innovativeness Source: Walker Information, Customers 2020, 2016
5
6. Designing a Service,
Designing an Experience
“The Italians had created the theater,
romance, art and magic of experiencing
espresso. We began to elevate the
romance and theater of the beverage,
integrated with the merchandising and
storytelling of roasting and selling whole
bean coffee. It’s all steeped in that trip
to Italy in 1983.”
--Howard Schultz
“The America that we’re talking about
here are the everyday folks who get
things done. They’re unpretentious,
comfortable just being themselves, and
like to order their coffee in small, medium
or large, thank you very much. They’re
busy people who use Dunkin’ to get
fueled up for work or play. They don’t
have time to linger, because they’ve got
things to do. But they do like to have fun.”
--Hill Holliday blog 2006
6
7. Four Fundamental Beliefs
• The design of a service—what it does and doesn’t do, the
experience it creates, the value it delivers—is an essential element
of every business, from a coffee shop to an investment bank
• Excellence in service delivery, like quality in manufactured goods,
needs to be built in from the start, not slapped on at the end
• Great service should be free—i.e., well-designed service pays for
itself and more, by saving you and your customers time and money
• Service design is a sustainable, repeatable way to differentiate your
company; it is a pillar of strategy, not a fancy form of customer
service
7
10. THE AGGREGATOR
We’ve got everything in one
place. One-stop – and maybe
even one-click -- shopping.
“We’re the Amazon of ____”
THE UTILITY
Often regulated and bureau-
cratic, we provide essential
services—and do it well.
“We’re the Ma Bell of ____”
THE CLASSIC
We’re the best. Not the hippest,
probably not the cutting edge—
just the best.
“We’re the Mercedes of ____”
THE BARGAIN
If price is your problem, we’re
your solution. Don’t come here for
anything fancy.
“We’re the Walmart of ____”
THE SOLUTION
Different from the aggregator, we
put things together or
choreograph others.
“We’re the IBM of _____”
THE SAFE CHOICE
We’re solid. You might not be
thrilled, but you won’t be sorry.
Bring your in-laws.
“We’re the Allstate of _____”
THE SPECIALIST
We’re the laser to others’
shotguns. No one is better at
what we do.
“We do one thing really well”
THE TRENDSETTER
We’re sleek, quick, hip. We give
you a dazzling experience.
“We’re the Apple of ____”
THE OLD SHOE
Decent place, decent price, you
know us well, and we know you.
“We’re the Cheers of ____”
The Promise You Make:
Service Design Archetypes
10
11. Wizards of “Ahhs”
THE TRENDSETTER
THE SAFE CHOICE
THE AGGREGATOR
THE UTILITY
THE CLASSIC
THE BARGAIN
THE SOLUTIONTHE SPECIALIST
THE OLD SHOE
11
13. The Challenges of
Service Design
• The customer shares in the act of production
• Relationships involve multiple interactions—touchpoints,
channels, conversations
• It is harder for customers to know in advance what they are
getting
• Emotions play a bigger role
You must be able to handle variety and customization
Every department and every partner affects your success
You must create clear expectations and tangible evidence of quality
Transactions evolve into partnerships
13
14. The Customer Is Always
Right—
If the Customer Is Right for
You
“The industry too often
gets in the way of investor
success”
“Convenient face-to-face
financial advice to
conservative individual
investors who delegate
their financial decisions”
The First Principle
14
15. Don’t Surprise and Delight
Your Customers—Just Delight
Them
Expectations are disappointments waiting to happen
IN THE AD ON THE PLATE
The Second Principle
15
16. Great Service Can’t Require
Heroic Efforts by You or Your
Customer
The Third Principle
The Downton Abbey
syndrome
Lean service design
Being easy to do business
with
16
17. Are You Easy to Do Business With?
Among B2B companies,
say they focus on
improving ease of doing
business
80%
57%
<40%%
Customers agree
Think they are
succeeding
17
18. Are You Easy to Do Business With?
80%
57%
<40%%
How easy are you to do business with?
0 We make the DMV look good
1 Fair at best
2 Good, as long as nothing is too
complicated
3 Very solid
4 So good that it wins us business
18
19. The Third Principle
Fix Your Customers’ Pain
Points
“Please listen carefully as our menu options have changed.”
19
20. Deliver a Coherent Experience
Across All Touchpoints &
Channels
“Our customers don’t think of engaging with us through separate
channels. They think of us as a brand. It’s about engaging with
Warby Parker, not whether they do it on our website, on their phone
with our mobile experience, or in retail.”
Dave Gilboa, co-founder and co-president,
Warby Parker
The Fourth Principle
20
21. Coherence = Coordination
• What it takes
o Unified view of the
customer
o Single face to the
customer
o “Feedforward” and
feedback loops
o The ability to partner with
other providers
80% of companies with strong
omnichannel capabilities retain
customers, vs.
33% of companies with weak
omnichannel capabilities
--Aberdeen Group
72% of B2B marketing executives
say brand experience is often
inconsistent and fragmented across
channels and platforms
--DeSantis Breindel
The Fourth Principle
21
22. Who Else Affects Your
Clients’ Experience?
The Fourth Principle
LOGISTICS SERVICES PROVIDER
Clients’
customers
Trucking
cos.,
drivers,
unions
Foreign
gov’t
(regs, tax,
customs)
Banks
(trade
finance,
payments)
Insurance
Federal,
provincial,
local gov’t
(regs, tax,
customs)
Port and
highway
authorities
Container
and other
leasing
companies
22
23. Example: Caring for Cancer Patients
at a Major Hospital
ThedaCare facility and employees
No direct relationshipCo-ownership, joint venture
ThedaCare facility, independent contractors
PRIMARY CARE PHYSICIAN
IN-PATIENT SURGERY, CHEMO
RETAIL PHARMACY
HOSPICE
HOME CARE
Acuity
TREATMENT ECOSYSTEM FOR CANCER PATIENTS AT THEDACARE
SURVIVORSHIP
PROGRAMS
Adapted from presentation by Mike Stoecklein at the ThedaCare Center for Healthcare Value
Patient Experience Summit, Oct 28-29, 2013
The Fourth Principle
23
25. The Fifth Principle
Innovation in Services:
It’s Different
Customer / user experience is the locus
of innovation
Intuit’s “Design for Delight” framework
The customer is an active part of the process
Innovation can and should happen at
touchpoints all along the value chain
Coherence must be maintained
• Along the journey
• Across channels
Cadence is critical
25
27. What Would “Bi-directional”
Knowledge Management Look Like?
Strategy
What is our strategy? (Where do we play,
how do we win, what do we do?)
What knowledge makes us different
(creates barriers, makes us the best at
what we do)?
Content and
capabilities
Tools, processes,
key performance
indicators
OutsideInside
SHARPENING DIFFERENTIATION
AND HELPING CUSTOMERS WIN
Custom solutions, “co-creation”
Customer access to your knowledge
A knowledge-enabled sales force
Metrics: Market share, pricing power
BECOMING “EASY TO DO
BUSINESS WITH”
Tools that help customers “use us”
Concierge services
Turbocharged customer support
Metrics: Share of wallet, repeat
business, transaction costs
EFFICIENCY
Metrics: cost, usage stats,
comprehensiveness of data
EFFECTIVENESS
Metrics: alignment and relevance,
teaming and learning, speed and
quality of work
KNOWLEDGE MANAGEMENT
Explicit and embedded knowledge,
KM platforms, content repositories,
data; intellectual property
KNOWLEDGE SHARING
Tacit knowledge, communities of
practice, innovation, networks,
institutional memory, culture
27
28. The Four Dimensions of the
Customer Experience
Emotion Knowledge
Onstage
Backstage
What is customer feeling?
Do we want to change the
feeling (up or down, etc.)?
Can we create engagement?
Can we create an “Ahh”
moment?
What proof points do
customers need?
What overall knowledge does
customer have? What gaps
exist? How are they filled?
What customer knowledge do
we have? What gaps exist?
What do we want to learn?
What did we learn?
Have we agreed on expectations?
Does customer know whom to deal with?
Can customers monitor performance?
Is interface robust and easy to use? Can
clients work in it, not just read it?
How are problems solved?
Are we easy to do business with?
Is our technology robust?
Are our processes mapped and flexible?
Can we handle multiple types of data
streams (database, pdf, etc)
Can everyone who touches the customer
see all relevant info?
Can we deliver reliably without rework and
without heroics? 28
29. Identify customers’ knowledge
needs at key touchpoints. What
must they know to make decisions,
get the most value?
Identify internal knowledge needs
at key touchpoints. What must your
people know to “win” this
touchpoint?
Link KM and CRM: knowledge for
customers and knowledge about
them
Forge continuous learning
loops among customers, your
front line, and the back office
Share knowledge horizontally,
vertically, with partner
companies, and with
customers
Develop knowledge-based
ways to make customers
more valuable
Six Ways KM Can Strengthen
Customer Experience
29
30. On Customers’ Journeys with
You, They Need Knowledge, Too
Source: adapted from Yves Pigneur, e-service blueprint and visualization
https://www.slideshare.net/ypigneur/service-blueprint-presentation
Customer Actions
Onstage Contact
Employee Actions
Support Processes /
Staff / Data / IT
Backstage Contact
Employee Actions
Onstage
Backstage
30
31. Example: A MarTech Company
Redesigned Touchpoints to Increase
Learning
Selling
Learning Loops
Implementation
Sustaining
• Consultative
• Focus on
customer value,
not price
• Lots of inquiry
• Often senior
level on both
sides
• 3-12 months
• Consultative, broad teams
• Custom or at least customized
• Deep knowledge sharing
PREVIOUS
• Focus on SLAs, uptime metrics,
activity
• Meetings involved only client
admin and company RM
• Little senior level, more
monitoring than learning
IMPROVED
• Make activity / SLA metrics live
and real-time
• Focus client review meetings on
insights, customer initiatives and
goals, strategy, challenges
• Emphasize helping customers
learn how to become better
users of company software and
use it to address business
challenges
• Regularly engage senior leaders 31
32. A Large Learning / Customer
Development Opportunity
Well-known Customers
Engaged Customers
Total Customers
Individual Users
Most companies regularly communicate with, learn from,
and teach to only a fraction of their customers
32
33. Capitalize on Customer
Knowledge
Transactional
Investment
Co-Creation
Strategic Partnering: At the top of the ladder, you and
your customers share responsibility for a successful
outcome
Integration: On the next rung, expertise and resources are reciprocally
shared, with customer directly leveraged into operations and product
development
Bundling: Up one rung, multiple products and/or services are purchased
as integrated combinations
Selling: On the lowest rung, products and services are purchased as isolated
entities, with no interaction beyond the exchange of money
Adapted from Strategic Insights
Not all relationships can or should advance all the way up the ladder. However, with ascendancy,
relationships become more stable. Price sensitivity decreases. Mutual learning increases.
Knowledge gained going up the ladder can be converted into offerings that scale down the ladder.
Enhancement
Learning Scaling
33
38. What Stands Between
You and a 4.0?
• Values issues
• Overpromising
• The front line
• The back office
• Technical breakdowns
• Silos
• Regulations
• Money
• Weak knowledge management
• Ecosystem partners
• Inadequate training
• Planning, KPIs, etc.
38
39. How to Start
Ahh and Ow:
Analyze the Customer Journey
Peak and Last:
What Customers Remember Most
Make or Break:
Moments of Truth
Are you solid on the basics, competitive on the essentials,
and awesome when it counts most?
39
40. Fundamental Questions:
Three Sets of Three
Service Design
What experience do we want our customer to have?
What does the customer see at each stage of his or her journey?
What must happen backstage to make the magic happen every time?
Knowledge Management
How can we capture what we know?
How can we share what we know?
How can we apply what we know?
Knowledge Strategy
What knowledge sets us apart?
Where should we create, renew, or expand our knowledge?
What is our knowledge worth?
40
40
TAS: TO INTRO THIS . HOW THE CHALLENGES SET US UP FOR THE FIVE PRINCIPLES
TAS: THE FIVE PRINCIPLES SECTION STARTS AT 11:45
ENDS AT 12:25
TAS INTRO TO THE FIVE PRINCIPLES
FIVE PRINCIPLES: POC
POC:
After considerable research and work in understanding service design and customer experience, we realized that the essence of being able to deliver a superior customer experience – and for it to be superior, it has to work for both you and your customer – comes down to five simple ideas. But they are not easy. This is true in B2B and B2C; whether you are giving a haircut or deciding whether to give a loan; whether you’re organizing digital assets or manufacturing electronic components.
TAS
TAS
TAS
TAS
TAS: THE FIVE PRINCIPLES SECTION STARTS AT 11:45
ENDS AT 12:25
TAS INTRO TO THE FIVE PRINCIPLES
FIVE PRINCIPLES: POC
POC:
After considerable research and work in understanding service design and customer experience, we realized that the essence of being able to deliver a superior customer experience – and for it to be superior, it has to work for both you and your customer – comes down to five simple ideas. But they are not easy. This is true in B2B and B2C; whether you are giving a haircut or deciding whether to give a loan; whether you’re organizing digital assets or manufacturing electronic components.
POC
A key element of your strategy is the promise you make: your value proposition, or what we call your Service Design Archetype. Your Service Design Archetype isn’t about your industry but how you want people to see you.
An important thing to recognize is that examples of each are in almost every industry. Look outside your industry, but within your archetype for inspiration. Remember Netflix, back in the days before it was eating the lunch of the networks and the movie studios, had an all-you-can rent model, and of course it now has an all you can binge-watch model. It served as the inspiration for a subscription airline, SurfAir.
POC
Who are service design stars—the Wizards of Ahh’s? They come in every industry and type of business. These are just some of the ones we like. What do they differently to delight their customers?
We call these companies Wizards of Ahhs because through their understanding and expression of their archetype, they do a great job of creating those Ahh moments. Remember, Ahh moments happen when customers, clients, the people you serve know not only that they are in good hands, but they are in your hands.
Are you living up to your archetype?
How do you do this. Well, try to be your own customer. Or do the job of people on the front line. No joke. Neil Blumenthal and Dave Gilboa, the co-CEOs of Warby Parker, take shifts answering the phone. Katrina Lake, the CEO and founder of online clothing stylist StitchFix, still styles several customers a week.
TAS: THE FIVE PRINCIPLES SECTION STARTS AT 11:45
ENDS AT 12:25
TAS INTRO TO THE FIVE PRINCIPLES
FIVE PRINCIPLES: POC
POC:
After considerable research and work in understanding service design and customer experience, we realized that the essence of being able to deliver a superior customer experience – and for it to be superior, it has to work for both you and your customer – comes down to five simple ideas. But they are not easy. This is true in B2B and B2C; whether you are giving a haircut or deciding whether to give a loan; whether you’re organizing digital assets or manufacturing electronic components.
TAS: TO INTRO THIS . HOW THE CHALLENGES SET US UP FOR THE FIVE PRINCIPLES
POC
This is a counterintuitive idea, and flies in the face of everything we’ve all been taught. Figure out who are the customers you can serve profitably, repeatably, reliably, and scaleably. And work like heck to go after and to retain those customers.
A more sophisticated approach to service design than Starbucks vs. Dunkin, but the same idea: Two brokerage houses, going after clients who probably have about the same amount of money to invest – a half million to $2 million dollars. Schwab is for the client who wants to do it him or herself; Edwards Jones for the client who wants a broker.
Service design helps you define your right client then arrange the links of your value chain to capture and encourage the clients you want, while siphoning away clients whom you cannot serve profitably or well. A client who doesn’t understand your value proposition, or care what you as a firm uniquely promise and deliver, is the wrong client for you.
The right customer is one you are prepared to serve in every sense. It is the one you are targeting—not the other way around. You have the capability, you understand what the customer wants and needs, this is the customer around whom you have proactively designed your service offering, and a customer whose business you can realistically win—and serve profitably and in a superior fashion.
Is your brand working hard enough to attract the client you want—and not the ones you don’t?
POC
“Surprise and delight” has become a mantra for customer experience. We’ve learned that’s wrong. And we know that too is counterintuitive. Wikipedia’s definition of customer delight is “surprising a customer by exceeding his or her expectations and thus creating a positive emotional reaction.” ” But why should doing a good job be a surprise?
You delight clients by designing and delivering on your terms, by fully meeting the expectations of customers.
Here is the other thing about surprise: It puts the burden on employees. Your job as a manager/leader is to design something solid and reliable. And if someone adds the equivalent of a mint on the pillow, great. But delight comes from getting it right, every time. Surprise can raise expectations to the point where they cannot be met. SOUTHWEST: A GREAT EXAMPLE
NEW SLIDE FROM TAS
POC: THIS SLIDE SHOULD BE ABOUT YOUR HEROICS—NOT THE CISTOMER’S. FOCUS ON INTERNAL ON THIS SLIDE. HIT THE POINTS ON RELIABLE, REPEATABLE SCALEABLE AND PROFITABLE. \
Design is a way of matching lean production with lean consumption, getting rid of friction both with the client and in the office.
A well designed firm is easy to do business with. It doesn’t waste its clients’ time or effort any more than it overextends its own staff. One of the companies we talked to is Mobile Mini, which is in the very unsexy business of storage. But they have made customers want to do business with them, and charge a premium price, by being easy to do business with. They had centralized their billing and logistics operation – and when a new CEO came in a few years ago, he realized that had been a mistake, so they undid it. Weber Shandwicke, a PR firm, discovered that its various service lines and geographies sent invoices in different forms that made it extremely difficult for clients. In fact, they told us they almost lost a major client over the way they were billing—not the amount! A reminder to listen to your customers, because you never know what’s bothering them.
Once you have decided who that right customer is, and what delighting them looks like, you can design your service – that is your business, your offering, the customer experience – in such a way that again, it works for both of you. Neither one of you is suffering.
That involves making sure both sides are working both as hard but as efficiently as they need to be. But not more so.
When we say both sides, we’re not just talking about you on one side and the customer on the other. There is another dimension to this -- what we call onstage and offstage. That leads very well into the fourth principle.
NEW SLIDE FROM TAS
POC: THIS SLIDE SHOULD BE ABOUT YOUR HEROICS—NOT THE CISTOMER’S. FOCUS ON INTERNAL ON THIS SLIDE. HIT THE POINTS ON RELIABLE, REPEATABLE SCALEABLE AND PROFITABLE. \
Design is a way of matching lean production with lean consumption, getting rid of friction both with the client and in the office.
A well designed firm is easy to do business with. It doesn’t waste its clients’ time or effort any more than it overextends its own staff. One of the companies we talked to is Mobile Mini, which is in the very unsexy business of storage. But they have made customers want to do business with them, and charge a premium price, by being easy to do business with. They had centralized their billing and logistics operation – and when a new CEO came in a few years ago, he realized that had been a mistake, so they undid it. Weber Shandwicke, a PR firm, discovered that its various service lines and geographies sent invoices in different forms that made it extremely difficult for clients. In fact, they told us they almost lost a major client over the way they were billing—not the amount! A reminder to listen to your customers, because you never know what’s bothering them.
Once you have decided who that right customer is, and what delighting them looks like, you can design your service – that is your business, your offering, the customer experience – in such a way that again, it works for both of you. Neither one of you is suffering.
That involves making sure both sides are working both as hard but as efficiently as they need to be. But not more so.
When we say both sides, we’re not just talking about you on one side and the customer on the other. There is another dimension to this -- what we call onstage and offstage. That leads very well into the fourth principle.
TAS
CRM, Google,
TAS
TAS
DOES THIS GO IN THE OTHER REPORT?
OR DO WE USE THIS AS A BASIS FOR THINGS ON WHICH SEPIRE MUST CREATE TANGIBLE EVIDENCE?
I AM NOT SURE THESE SHOULD BE QUESTIONS BUT STATEMENTS. OR ELSE THESE QUESTIONS SHOULD BE ANSWERED
TAS
TAS: THE FIVE PRINCIPLES SECTION STARTS AT 11:45
ENDS AT 12:25
TAS INTRO TO THE FIVE PRINCIPLES
FIVE PRINCIPLES: POC
POC:
After considerable research and work in understanding service design and customer experience, we realized that the essence of being able to deliver a superior customer experience – and for it to be superior, it has to work for both you and your customer – comes down to five simple ideas. But they are not easy. This is true in B2B and B2C; whether you are giving a haircut or deciding whether to give a loan; whether you’re organizing digital assets or manufacturing electronic components.
POCHOW YOU WIN
You win customers by actually delivering these delightful experiences, full of ahh moments, avoiding the ow moments, and doing so reliably and repeatably. You win for your company by doing it profitably and scaleably.
POC
REPORT CARD
This is a great exercise you can do with your senior team, with business line leaders, ask them to do it within their departments and report back to you, or to benchmark yourself against competitors.
Pages 244-245
TAS
TAS
POC
These are the fundamental questions for a customer experience designer. We’re here to tell you that you should all think of yourselves as being critical to designing and creating that experience. And that means you should all be asking these questions, asking them of your teammates, your colleagues, thinking about how your competitors would answer these questions.
Design that experience, that journey the one you and your customer go on together.
And design is what makes service, experiences, and journeys worthwhile, memorable and the stuff of which if not dreams, then lasting business relationships are made.