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Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
Seven Strategic Questions - Colin Shaw
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Seven Strategic Questions - Colin Shaw

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  • 1. Customer Experience Study Tour
  • 2. Seven Key Strategic questions to improve your Customer Experience
  • 3. 3
    Beyond Philosophy © All rights reserved. 2001-2009
  • 4. Key Strategic questions…
    What is the Customer Experience you are trying to deliver?
    What are the emotions you are trying to evoke?
    What is your subconscious experience telling Customers?
    Is your Customer Experience deliberate?
    What do your Customers really want?
    What provides you with the most value?
    How Customer centric is your organisation?
    4
    Beyond Philosophy © All rights reserved. 2001-2009
  • 5. Key Strategic questions…
    What is the Customer Experience you are trying to deliver?
    5
    Beyond Philosophy © All rights reserved. 2001-2009
  • 6. 6
    Beyond Philosophy © All rights reserved. 2001-2009
  • 7. Key Strategic questions…
    What is the Customer Experience you are trying to deliver?
    What are the emotions you are trying to evoke?
    7
    Beyond Philosophy © All rights reserved. 2001-2009
  • 8. 8
    Over 50% of a
    Customer Experience
    Is about emotions
    Beyond Philosophy © All rights reserved. 2001-2009
  • 9. Independent academic endorsement….
    9
    Beyond Philosophy © All rights reserved. 2001-2009
  • 10. IBM Emotional Signature®
    10
    Beyond Philosophy © All rights reserved. 2001-2009
  • 11. We see here how the emotional engagement gets progressively worse as the customer goes through to the end of the experience
    3
    2
    1
    Servicing my Account
    Getting a Card
    Using my Card
    4
    5
    6
    11
    Ending my Relationship
    Extending my Relationship
    Having Financial Difficulty
    www.beyondphilosophy.com
    Beyond Philosophy © All rights reserved. 2001-2010
  • 12. Key Strategic questions…
    What is the Customer Experience you are trying to deliver?
    What are the emotions you are trying to evoke?
    What is your subconscious experience telling Customers?
    12
    Beyond Philosophy © All rights reserved. 2001-2009
  • 13. 13
    Beyond Philosophy © All rights reserved. 2001-2009
  • 14. Key Strategic questions…
    What is the Customer Experience you are trying to deliver?
    What are the emotions you are trying to evoke?
    What is your subconscious experience telling Customers?
    Is your Customer Experience deliberate?
    14
    Beyond Philosophy © All rights reserved. 2001-2009
  • 15. 15
    Beyond Philosophy © All rights reserved. 2001-2009
  • 16. 16
    Beyond Philosophy © All rights reserved. 2001-2009
  • 17. 17
    Beyond Philosophy © All rights reserved. 2001-2009
  • 18. Darren CornishVP Customer Experience, Aviva
    18
    Beyond Philosophy © All rights reserved. 2001-2009
  • 19. Key Strategic questions…
    What is the Customer Experience you are trying to deliver?
    What are the emotions you are trying to evoke?
    What is your subconscious experience telling Customers?
    Is your Customer Experience deliberate?
    What do your Customers really want?
    19
    Beyond Philosophy © All rights reserved. 2001-2009
  • 20. 20
    Beyond Philosophy © All rights reserved. 2001-2009
  • 21. Key Strategic questions…
    What is the Customer Experience you are trying to deliver?
    What are the emotions you are trying to evoke?
    What is your subconscious experience telling Customers?
    Is your Customer Experience deliberate?
    What do your Customers really want?
    What provides you with the most value?
    21
    Beyond Philosophy © All rights reserved. 2001-2009
  • 22. Are you targeting your resources in the right place?
    22
    Web based billing
  • 23. 23
    This is a science…Structural Equation Model
    Beyond Philosophy © Allrightsreserved. 2001-2010
  • 24. Key Strategic questions…
    What is the Customer Experience you are trying to deliver?
    What are the emotions you are trying to evoke?
    What is your subconscious experience telling Customers?
    Is your Customer Experience deliberate?
    What do your Customers really want?
    What provides you with the most value?
    How Customer centric is your organisation?
    24
    Beyond Philosophy © All rights reserved. 2001-2009
  • 25. 25
    Beyond Philosophy © All rights reserved. 2001-2009
  • 26. 26
    © Beyond Philosophy. 2001-2010
    All rights reserved
  • 27. Naïve to Natural Traits
    Naïve Orientation
    An organization that focuses on themselves to the detriment of the customer. They are “inside out” either through choice or because they don’t know what they should be doing.
    Traits
    • Very product focused – price and features led
    • 28. Reactive to customer demands
    • 29. Do not measure customer satisfaction
    • 30. Deliver a very physically based Customer Experience
    • 31. Employees are treated poorly and not given any authority to recompense customers
    • 32. Product siloed organization
    • 33. Customers asked to call on separate numbers for different parts of the organization
    • 34. Efficiency and productivity are the most important KPI’s – Not customer KPI’s
    • 35. People reward on sales productivity and efficiency
    • 36. Organisation dictates which channel customers use
  • Naïve to Natural Traits
    Transactional Orientation
    An organization that focuses primarily on the physical aspects of the Customer Experience. They have recognized the importance of the customer, however, their focus is rudimentary as many aspects of the Customer Experience remain left to chance, are uncoordinated and “inside out”. They are typically reactive to customer demands.
    Traits
    • Customer Key Performance Indicators (KPI’s) now included but all physically based
    • 37. Functionally organized and have recognized need for Customer Service
    • 38. Contact with customer via 800, looked at coordination, extensive call menus are used to screen calls
    • 39. Take into account Customer Physical expectations
    • 40. Senior Managers spend limited amount of time with customers
    • 41. No complete view of customer on systems
    • 42. No defined Customer Experience
    • 43. Recruit people with right attitude, rather than just skills
    • 44. Training takes place on how to deal with difficult customers
    • 45. Employees given some limited authority
  • Naïve to Natural Traits
    Enlightened Orientation
    An organization that has recognized the need for a holistic, coordinated and deliberate approach to the Customer Experience. They are proactive in nature towards the Customer and orchestrate emotionally engaging Customer experiences. They stimulate planned emotions.
    Traits
    • They have defined their Customer Experience
    • 46. They focus on stimulating planned emotions and build these into the design of their Customer Experience
    • 47. They have recognized customers have emotional expectations and plan how to meet and exceed these
    • 48. Have started to align the employee experience and their Customer Experience
    • 49. Employ people with emotional capabilities
    • 50. Look at the end to end Customer Experience
    • 51. Have appointed a Customer Experience Director/Vice-President and established a Customer Experience council
    • 52. Customer involved in design of processes
    • 53. Integrated systems, “complete view of customer” achieved
    • 54. Customer Experience measures account for large part of bonus
  • Naïve to Natural Traits
    Natural Orientation
    An organization where focus on the customer is total. They are very proactive and are naturally focused on the complete Customer Experience. In order to produce memorable and captivating Customer Experiences they use specific senses to evoke planned emotions.
    Traits
    • They are completely focused on the customer
    • 55. The customer is in their DNA
    • 56. They have a deliberate Customer Experience and a clearly defined Customer Experience statement
    • 57. Systems are built to improve the Customer Experience
    • 58. The culture is designed, and aligned to the Customer Experience
    • 59. They focus on depth of emotion
    • 60. They consciously use sense to provide a captivating experience
    • 61. They have an integrated approach to the customer
    • 62. They have an Customers journeys mapped from a physical, emotional and sensory perspective
    • 63. They understand customer sensory expectations
  • 31
    © Beyond Philosophy. 2001-2010
    All rights reserved
    • What should ‘Pfizer’ do?
    • 64. What should/could I do?

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