Recent presentation given to the IGIBC (Guild for Intelligence-Based Commerce) on the what cX is, isn't and a few tools to do it...

1. Presented to: Incorporated Guild for Intelligence -Based Commerce
D a t e : M o n d a y, D e c e m b e r 9 th, 2 0 1 3

2. purpose separates good, from great.

3. … what got you to
where you are, may
not be enough to get
you to where you
want to go…
~ Marshall Gladwell

4. because if things were working, we wouldn’t be here

5. w hy d o y o u g et y o u r ‘ f i x ’ t h e r e ?

6. … a good place to start…

7. a g o o d p l a c e to sta r t …





the industrial revolution kind of screwed us up…
unique products or services are unicorns…
we are incapable of explaining why…
client, customer & consumer are not the same…
emotions are basic: so get back to basics…

8. how did we get here?

9. t h e e v o l u t i o n o f e co n o m i c v a l u e : 1 0 1
Commodities
Products
Services
Experience

10. … how we got here…
“Any customer can have a car painted any color that he
wants so long as it is black".”

11. i n d u st r i a l r ev o l u t i o n d i d a m a z i n g t h i n g s …

12. production
ROI, etc.
costs
quality

13. you produce it, we will buy it. repeat.

14. n o
e m o t i o n …
problem is…

15. unique pX and sX…

16. h a v e y o u g o t a co m p e t i to r ?

17. a s fo r c h a n n e l ?
unique?
…not sustainably
so…

18. d o n ’ t g et i t w r o n g : n e e d p X a n d s X
does it do what it’s
supposed to do?
product
can I access it when,
and how I want?
service
does it connect to values,
emotions, desires?
life

19. so… we are at a crossroads…

20. w hy a s k w hy ?

21. w a nt s v e r s u s n e e d s .

22. fe a t u r e s v s . b e n e f i t s : a b a n k i n g exa m p l e .
feature is…
 mortgage
 school
 car
@ 2.99, fixed term
loan @ variable rate
loan with PPI
 credit
card with loyalty points plan
benefit is…
a
home.
 to
learn.
 transport.
 to
buy the iPad 3.
 small
business loan with an LofC
 to
follow a dream.
 RRSP
with matched contributions
 to
retire.
 to
help my kids go to school.
 to
travel the world.
 equities
 loan
& bonds via online portal
via an e-application
what we believe are experiences.
what are really experiences.

23. t h e c u sto m e r d i d n ’ t k n o w t h e y w a nte d …
I LOVE THIS
THING!!!

24. stev e a c t u a l l y s a i d …

25. but how?

26. sta r t s w i t h r et h i n k i n g o u r t h i n k i n g .

27. “Asking people why they choose you over another may provide
wonderful evidence of how they have rationalized the decisions,
but it does not shed much light on the true motivation for the
decision.
It’s not that people don’t know, it’s that they have trouble
explaining why they do what they do.
Decision- making and the ability to explain those decisions exist
in different parts of the brain.”
~ Simon Sinek, Start With Why.

28. k i n g sto n h o s p i ta l d i d i t …
 little
attention to patients views on running
 4,000

employees, 400+ staff
 horror
stories…



patient & family centred care
 former patients & family
 directly engage with leadership
 all major decisions
34% hand washing rate, now at 97% +
about them…
Waiting time visits:
 believed uncomfortable waiting room
 actual issue: waiting at all!
 analysis needed on why so long?
 poor time management systems
 double bookings

29. just ‘cause (we aren't wired that way)

30. prefrontal lobe
full- spectrum thinking
anticipatory + pro-active
neocortex
communication
creativity
adaptability
limbic system
emotions
long-term memory
reptilian brain
reactive
fight vs. flight

31. a u t h e nt i c r e l a t i o n s h i p s , a r e l o y a l r e l a t i o n s h i p s .

32. d o n ’ t ta ke my w o r d fo r i t …

33. y o u ’r e d o i n g o k m o m .

34. t h a n ks m o m

35. w hy l i v e t h e g o o d l i fe ?

36. i t ’s n o t a b o u t a d o l l …

37. c a n ’ t fo r g e t sta r b u c ks …

38. … a n d fo r t h e l e f t - b r a i n e r s …

39. … t h e r e ’s a f i n a n c i a l b u s i n e s s c a s e to o …

40. p r o f i t & p u r p o s e a r e i nte r d e p e n d e nt .
Based on 10 years of empirical research involving 50,000 brands, Millward Brown
and Jim Stengel developed the list of the world’s 50 fastest growing brands which built
the deepest relationships with customers and achieved the greatest financial growth
from 2001-2011. The study, which forms the backbone of GROW: How Ideals Power
Growth and Profit at the World’s Greatest Companies (Crown Business; December 27,
2011), establishes a cause and effect relationship between a brand’s ability to
serve a higher purpose and its financial performance. Notably, investment in
these companies – the Stengel 50 – over the past decade would have been 400% more
profitable than an investment in the S&P 500.

41. the ROI…

42. t h e d i s co n n e c t b et w e e n p r o m i s e & d e l i v e r y
% Of CIOs And CMOs Who Listed Each Concern Among Their Top Five Priorities
54%
51%
43%
44%
30%
24%
Gaining Better Customer Insights
Getting Smarter About Using Social Media
And Digital Marketing Tech
CIOs
CMOs
Increasing The Use of Social Media
Monitoring And Response Tools
Source: Accenture, The CIO-CMO Disconnect, 2013

43. m a r ket i n g d o e s n o t l e a d c r m ? ? ?
% Of Respondents Who Affirmed Marketing Ownership Of Activity
76%
71%
73%
Feb-11
Feb-12
Feb-13
56%
53%
53%
41%
41%
38%
22%
Social Media
Lead Generation
CRM
24%
21%
Customer Service
Source: The CMO Survey, Highlights and Insights 2013

44. ( n o p e , n o t T H O S E 3 c ’s )

45. t h e n e w 3 c ’s
consumer customer client

46. 3 c ’s … n o t h o s e o n e ’s
Company
Competitor
Customer
Customer
Client
Consumer

47. s e m a nt i c s



A customer is the entity you directly exchange goods & services
with, for payment of some kind…
while a consumer is the user of your goods & services and receive
benefit from them and,
a client is the entity with whom you develop a long term
relationship, that is not always characterized by a purchase.

48. that is where emotion resides?

49. … sta r t s w i t h ( s u r p r i s e ) p e o p l e …
… customer experience happens…
… with the employee…

50. “If you want your employees to drive
loyalty, you’ve got to give them the
wheel…”
(Bryan Pearson, CEO LoyaltyONE)

52. “If
you
create
an
environment where the
people truly participate, you
don’t need control. They
know what needs to be
done and they do it. And the
more that people will devote
themselves to your cause on
a voluntary basis, a willing
basis, the fewer hierarchies
and control mechanisms you
need.”

53. co m m a n d & co nt r o l : R I P
Boss
Assistant
Subordinate
Subordinate
Subordinate
release

54. j o h n ny, t h e b a g g e r

55. … a n d p r o c e s s a n d to o l s i m p o r ta nt to o …

56. ok. but how?

57. w h a t i s t h e b u s i n e s s m o d e l g e n e r a to r ?

58. t h e c a nv a s . y e a h . i t ’s . t h a t . s i m p l e .
Who are your key
vendors, suppliers, agen
cies?
What shouldn’t you be
doing?
What should you be?
What's the critical
path?
Why should I (the
customer) come to you?
note: may have multiple
customers, clients, cons
umers.
don’t try for unique.
make it authentic.
To be the best, what
would need to be true?
What must we have?
What do we need?
What can we live
without?
Volume or
personalized?
Margin or service?
Transactional 0r
repetitive?
Segmented? Mass?
Multi- brand?
Geographic? Socioeconomical? Immediate
return or long term
value?
Volume or
personalized?
Margin or service?
Transactional 0r
repetitive?
What’s our income now?
What’s the split?
What do we want it to be?
Which streams are going to
dry up, and are we ready?

59. customers are humans. humans have senses. ergo…

60. mapping the brand

61. business design.
Learn


Feedback
Case studies


Design
Metrics
Document



Issue
Audience
Prioritize


Define metrics
Establish glossary
Research
Implement




Conceptualize
Define & plans
Tasks
Resources



Launch
Monitor & control
Close


Choose

Review issue &
objective

Review issue
Past attempts &
learnings
Ideate
Select ideas


Needs & motivations of
consumer
Generate ideas with
Prototype


Integrate & refine
Draft (a lot)


Elicit feedback
Present a selection

constraints
Log



Identify stakeholders
Engage consumers
Thought leadership

62. so…

63. purpose separates good, from great.

64. a g o o d p l a c e to e n d …





the industrial revolution kind of screwed us up…
unique products or services are unicorns…
we are incapable of explaining why…
client, customer & consumer are not the same…
emotions are basic: so get back to basics…

65. p a r t i n g t h o u g ht s …

66. p a r t i n g t h o u g ht s …





changing the mindset is step one…
get back to basics: would you care abut what you are doing?
leverage the tools, but do not idolize them… they are only tools.
put a stake in the ground and stick to it… but don’t flaunt it.
be authentic (don’t say you are).

67. t h e v a l u e o f t h e c u sto m e r.
“A customer is the most important
visitor on our premises. He is not
dependent on us. We are dependent
on him. He is not an interruption in
our work. He is the purpose of it. He
is not an outsider in our business. He
is part of it. We are not doing him a
favor by serving him. He is doing us a
favor by giving us an opportunity to
do so.”

69. Presented to: Incorporated Guild for Intelligence -Based Commerce
D a t e : M o n d a y, D e c e m b e r 9 th, 2 0 1 3