1.
What’s Next:
Customer Experience
and Brand Growth
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2.
Welcome
Dayoán Daumont
Global Consulting Partner
Ogilvy Consulting
George Pace
Global Consulting Partner
Ogilvy Consulting

3.
Tell us
where you
are dialing
in from!
What’s the weather
like in your city?

4.
Ogilvy
Ogilvy Consulting Customer Engagement & Commerce Digital Transformation Mar Tech COE
HOW CUSTOMER EXPERIENCE DRIVES BRAND
AND BUSINESS GROWTH
Current Situation Assessment and Framework for
Strategic Planning, Priorities and Client Growth
Date

5.
Ogilvy 5
THISISFOR
LARGER
EMPHASIS
HEADLINES
Why isn’t every company hyper-focused
on delivering a great customer
experience? We are in the age of the
customer, and customer experiences with
your brand is the new battleground for
business differentiation.
FACT: Only 10% of companies say they have either an
intermediate or advanced Cx priori9za9on competency; fewer
than 14% say they always use a beginner-level process to
priori9ze Cx projects.
Each time a customer or consumer interacts with a
company, that experience leaves a lasting impression.
Many times, this begins well before a customer is
even a actual customer. They may be searching,
visiting a store, chatting with a bot, browsing, pacing
an order, even calling a call center.
All these brief encounters have an impact on brand
perception and therefore your company. Improving
Cx can at times be elusive and overwhelming for
companies and our clients.
Cx is about perceptions of interactions as well as
measurable interactions with your brand.
But Cx is not mysterious and unattainable and must
be the focus for truly customer centric organizations.

6.
Ogilvy
PREFACE
6
DEFINING OUR TERMS TO
HELP CLARIFY BRAND
RELEVANCE
CUSTOMER EXPERIENCE (Cx)
“How customers perceive their total interaction with your company and brand”
From the perspective of the customer, brands that deliver great customer
experience are valueable, useful and enjoyable.
Great Cx is an emotional measure of affinity that compels positive action and an
inherently emotional human connection to brands.
CUSTOMER ENGAGEMENT
“Connecting with customers by planning, designing and executing the
relationship between brand and individual customers at every stage of the
customer journey through all channels
EXPERIENCE DESIGN
“Designing products and services (digital & physical) with a focus on the quality
and thoughtfulness of the user so that the brand promise is delivered.
USER EXPERIENCE (UX)
“How a person feels when interacting with a system”

7.
Ogilvy 7
THISISFOR
LARGER
EMPHASIS
HEADLINES
What we mean by Cx:
People spend to much time defining Cx
when they should be spending that time
allocating efforts and budgets
Cx is: “How customers perceive their total
interaction with your company and brand”.
From the perspective of the customer, brands
that deliver great customer experience are
valueable, useful and enjoyable.
Great Cx is an emotional measure of affinity that
compels positive action and an inherently
emotional human connection to brands.
At Ogilvy, Cx Services lie at the intersection of
our Capabilities, Specialty Practices and
Enterprise Offerings, holistically:
Consulting
Experience Design
Marketing Technology COE
Partnerships
Customer Engagement & Commerce
Data & Analytics Practice
Digital Transformation
Brand Strategy

8.
Ogilvy 8
WHYDOWECAREAND
WHATAREWECLIENT
PROBLEMAREWETRYING
TOSOLVE?
“
With the rise of the Chief Customer Officer, the Chief Experience
Officer and clients talking daily about becoming customer centric we
must have a Cx practice and offer. It is the agency model 2.0
Based upon our recent survey of over 700 Sr. Leaders CX is rapidly
gaining in importance and and budget allocation.
Cx is the next frontier and helps me evaluate my digital
transformation activities.
The next generation of leaders will be those that are truly customer
centric and Cx are the table stakes.
BUT advances in Cx are crawling forward at a snails pace. The output
of this will be companies resorting to price wars to attract new
customers.
The companies that address Cx and the individuals that manage that
change will move from doers to leaders and see investments move
straight to the bottom line.
While the Term “Customer Experience”
has been getting a lot of focus, the concept
of Customer Experience has been around
as long as businesses have been selling
products and services
Our internal research, pan industry
research by Forrester and Gartner and
competitor research has surfaced CX as
being the next battlefield for customer
centric organizations.
Cx is the place that consultancy,
communication and technology come
together.

9.
Ogilvy 9
IMPROVINGCUSTOMER
EXPERIENCEISABOUT
BETTERFOCUS,BETTER
TECH&BETTER
ENGAGEMENT
Consultancy strengthens the
business requirements and
improves focus
Mar Tech enhances the capability
and performance of targeting
business development, sales and
delivery channelsSuperior customer
experience
results from
transforming
traditional
communications,
digital experiences
and employee sales
and delivery
channels into
customer centric
models.
There is a direct and powerful relationship between business
engineering consulting and the Customer Engagement.
The strength of which flows straight to revenue
Customer
Engagement
Consulting
Marketing
Technologies

10.
Ogilvy 10
THISISFOR
LARGER
EMPHASIS
HEADLINES
THE BUSINESS CASE:
IMPROVEMENTS IN
Cx HAVE A DIRECT
RELATIONSHIP TO
REVENUE GROWTH:
0
25
50
75
100
April May June July
1 POINT IMPROVEMENT IN CUSTOMER
EXPERIENCE GENERATES ADDITIONAL
REVENUE PER CUSTOMER OF:
AUTO: $48.56
AIRLINES: $3.48
RETAILERS: $2.44
BANK: $9.89
RETAIL: $2.44
FULL SERVICE INVESTMENT: $619.59
ImprovementinCustomerExperience
Growth in Business

11.
Ogilvy 11
Cx STRATEGY MUST REFLECT A DYNAMIC LANDSCAPE AND COVER MANY
CHANNELS AND LEVELS OF ENGAGEMENT
More
data-driven
More cross-
functional needs
More marketing
channels
More content
needs
More
technology
(stack)
More resource
needs
More native
competition
…Same 24 hours
in a day
More customer
voice

12.
Ogilvy 12
LEADINGWITHDIAGNOSIS&VISION
DIAGNOSE
CURRENT
STATE
SUCCESSFUL
CX
ACTIONABLE
STEPS
FUTURE
STATE
GOALS
The diagnostic must produce a clear
analysis of the current state MarTech, Cx
and business and lead to a set of “to be
goals” or marketing excellence drivers
Both the Diagnostic and the future state
goals must be be grounded in actionable
next steps to improve Cx currently while
setting a long term strategic roadmap
There must be clear use cases
with monetization that are
grounded in actionable steps to
deliver return on investment and
customer growth.

13.
Ogilvy 13
TODELIVERONCXIMPROVEMENTSTRATEGIESOGILVY
CONSULTINGPRODUCTSANDPROCESSMOVESCLIENTS
BEYONDTRADITIONALENGAGEMENT
Cx
DIAGNOSTIC
SUCCESSFUL
Cx
Cx STRATEGIC
ROADMAP
Cx BENCHMARK
(USE CASE
SCORING AND
PRIORITIZATION)

14.
Ogilvy Consulting
Organization
Process
Integrated with business strategy
Strategic and value-creating for Brand
Omni-channel learning system
Technology and Tools
Organize
Evaluate via Diagnostic
Score
Ideat
Categorize
Socialize
Business and Organization
How is the company and the
employees organized to deliver
customer centric Cx
Cx Improvement Strategy
Segmentation, scoring, mapping
and best move
Creative Personalization at Scale
Channel, Verbal, Channel and
Experiences
Ecosystem Enablement Data and Technology
GROWTHIMPERATIVES
Using our Cx diagnostic, we benchmark your organization across the
enterprise and help identify where the best next step on the maturity
continuum is and what gaps and roadblocks exist to achieving it.
14
THECXPRODUCT
PROCESS
THEOGILVY
DIAGNOSTIC
THEOGILVY
SCORECARD
THECLIENT
STRATEGICROADMAP

15.
Ogilvy 15
Delivering on a Cx Engagement Improvement Agenda
OURAPPROACH
ActivitiesDeliverables
1. Organize
PLAN: Planned approach and
timeline for evaluate phase.
• Identify stakeholders within and
outside the company
• Understand responsibilities,
governance and major processes
• Map business units and
geographical units and identify
representatives to answer
diagnostic questions
• Map data sources and owners
• Schedule interviews and
survey sessions
• Understand the competitive
dynamics for Cx in the industry
4. Categorize
ROADMAP: Plan and prioritisation
for implementation of initiatives
• Identify costs, predicted impact of
each recommended initiative
• Categorize recommended
initiatives by size of impact, cost
and time to implement
• Create time horizon for
implementation of initiatives
5. Socialize
CLIENT READINESS:
• Summary of improvement agenda
• Impact sheet with details of cost,
impact and time for each initiative.
• Create socialization plan for
improvement agenda
• Create materials to explain impact,
cost and timeline of
recommendations to relevant
business units
2. Evaluate via our
Diagnostic
SCORECARD: Completed
diagnostic with maturity scores for
each module
2.1 COMPANY
2.2 CUSTOMERS
• Organisation
• Processes
• Brand
• Technology & Tools
• Understand customers
• Live the experience
• Identify moments that matter
RECOMMENDATIONS: Identified
initiatives for improvement along
with major challenges
• Synthesize insights gathered on
the company and its customers
• Generate initiatives and
recommendations to improve
processes or fill identified gaps
3. Ideate

16.
Ogilvy 16
EXAMPLE: How ready is your business for delivering and sustaining great
Cx?
• How well does the company know its brand?
• Is there customer segmentation, personas and journeys, and
do they take into account psychographic factors?
• How well are these aligned to the company’s brand?
c. Branda. Organization
SPONSORSHIP
• Is Cx driven at the C-suite level?
OWNERSHIP
• Is Cx owned at every level?
STRATEGY
• Is the company’s business strategy is Cx-oriented, or there is
a Cx strategy in place?
• Are there membership & loyalty programmes in place?
• Is relationship value recognized?
• Does the company adopt an innovation and continuous
improvement mindset?
• Is a channel strategy in place, and if so, which channels are
used to reach the customers (physical, web, mobile/tablet,
social, conversational, e-commerce, email, phones)?
• Are cross-channel/omni-channel efforts in place?
b. Process
DELIVER
• Are processes customer-centric, and are they documented?
• Are cross-functional operations integrated?
• Are personas, journeys and relationship value actively used at
every level?
• Does the company adopt an agile approach to innovation
(e.g. A/B testing, prototyping, analytics review)?
MEASURE
• Is Cx performance measured?
• Is Cx performance rewarded?
• Does the company have a data-driven culture?
CONNECT
• Are employees empowered to recognize and report Cx
problems?
• Are employees empowered to have cross-functional
conversations?
INNOVATE
• Are employees empowered to suggest innovations?
• Does the company explore avenues for partnership in the
spirit of Cx?
• Are the technology/tools optimized to support the various
channels for delivery?
• Are the technology/tools integrated and optimized to support
cross-channel/omni-channel efforts?
• Are the following implemented within and across channels?
• Marketing automation
• CRM pervasiveness
• E-commerce connectedness
• Rewards & loyalty systems
• Personalization
d. Technology & Tools

17.
Ogilvy Consulting 17
EXAMPLE: How good is your actual customer experience?
2.2CUSTOMERS
c. Identify moments that matter
Identification of pain points & highlights across channels
and touchpoints
• Pinpoint gaps in experience flow
• Highlight positive and negative brand experiences
• Assign severity to Cx problems
a. Understand customers
Mapping proto-personas & customer journeys
• Map audiences
• Develop proto-personas
• Incorporate behavioral science principles
• Sketch top-line customer journeys
Data-driven review
• SEO
• Review website, app, e-commerce analytics
• Social media listening
b. Live the experience
Mystery shopping across all channels and touchpoint
• Inhabit personas and step through journeys
• Evaluate all touchpoints against think / feel / do
Alignment of actual experience with brand identity
• Map experience against brand promise and vision

18.
Ogilvy 18
Sample Deliverable:
CATEGORIZATION
OFINITIATIVES
EASY TO
IMPLEMENT
DIFFICULT TO
IMPLEMENT
HIGH IMPACT ON
REVENUE
LOW IMPACT ON
REVENUE
Install customer
intelligence platform
Map digital customer
journey for each person
Create data sharing
working group
A/B testing
of emails
Website
personalization

19.
19
WHERE DO I FOCUS
TO WIN?
1
In one day we can…
Inspire your transformation
Create a vision of the future
Start your team on the path of change
Identify current Cx opportunities and
new consumer trends
Identify future disruption points
WHAT DOES Cx
TRANSFORMATION
LOOK LIKE?
7
In one week we can…
Assess your key Cx opportunities
Identify new Cx consumer
opportunities
Inspire new business models
Set Cx transformation priorities
Determine marketing maturity level
HOW DO I WIN
CUSTOMERS?
30
In one month we can…
Find the whitespace in your customer
experience and your category
Model new segment & channel growth
Find new ways to make your brand matter
Prototype new consumer experiences
Audit your technology gaps
Define the best MarTech platform mix
Ogilvy
SPRINTS
Fast and practical
enablement of
transformation and
Cx improvement.

20.
WHAT IS THE Cx ROADMAP?
90
In one quarter we can…
Map the customer journey opportunities
Design meaningful market pilots
Align marketing, Cx & commerce
roadmaps
Define organizational transformation
metrics
Unlock disruptive innovation partnerships
Roll out marketing platform technologies
HOW CAN I DEMONSTRATE
EARLY SUCCESS?
180
In one half we can…
Launch new products, experiences &
services
Bring new brand strategies to market
Deliver competitive edge through
innovation
ID the focus areas for the next 5 years
HOW CAN I DRIVE
TRANSFORMATIONAL
RESULTS?
365
In one year we can…
Demonstrate measurable impact on growth
Make your brand matter to all stakeholders
Create new business value for your brands
20Ogilvy
SPRINTS
Fast and practical
enablement of
transformation and
growth.

21.
Ogilvy 21
LASTYEARMANYOFYOUWERETHINKINGWELLTHATIS
OURPRIORITY“NEXTYEAR”.
WELLNEXTYEARISNOW!

22.
Questions?
Dayoán Daumont
Global Consulting Partner
Ogilvy Consulting
George Pace
Global Consulting Partner
Ogilvy Consulting

23.
Thank you.