Customer Experience: Building Brands from the Inside-out
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Customer Experience: Building Brands from the Inside-out
- 1. Customer Experience: Building Brands from the Inside-out Gregory J. Lloyd Brand Architect intra-brand glloyd@intra-brand.com intra brand TM
- 2. Misconception intra brand TM Insight Sustainable authentic brands are built from the : “Inside-out not Outside-in” Strategic Imperative Sustainable authentic customer experiences/brand positioning is achieved through: “Brand Point Management” – managing critical customer journeys through an organization Customer Experience: Building Brands from the Inside-out “Perception is Reality” The notion that one can create a sustainable perception of reality that is unaligned with reality (experience with the brand) is a fallacy
- 3. BrandPoint Methodology BrandPoint BrandStrategy BrandDeliveryBrandManagement intra brand TM Phase 1 : BrandPoint To identify all points of contact that a customer has with an organization including both direct and indirect points of contact. To develop a unique brand positioning that achieves sustainable competitive advantage by consistently delivering on a known and desired set of brand experiences. Phase 2 : BrandStrategy Phase 3 : BrandDelivery To develop an integrated set of brand experiences through operational alignment that are consistent with the desired brand positioning / essence. Phase 4 : BrandManagement To develop an enterprise-wide brand performance management system that serves to continually refine the organization’s ability to deliver on the well defined brand strategy. Intra-brand uses a proprietary four phased BrandPoint methodology to deliver authentic customer experiences/brand positioning for client organizations. Customer Experience: Building Brands from the Inside-out
- 4. Phase 1 : BrandPoint BrandPoint BrandStrategy BrandDeliveryBrandManagement Identify Enterprise Brand Points Measure Brand Point Experiences Document Baseline Experiences A thorough understanding of each brand point: customers’ perception of importance, performance, competitor’s performance , and whether a specific touch point is a “satisfier “ or ‘dissatisfier” . In addition to customer perception data, in-process operational performance data is collected and compared against “best-in-class” performance or best practices. The Challenge intra brand TM The Solution = Customer Experience: Building Brands from the Inside-out To identify all points of contact that a customer has with an organization including both direct and indirect points of contact.
- 5. Phase 1 : BrandPoint – Identify Enterprise Brand Points BrandPoint BrandStrategy BrandDeliveryBrandManagement Identify Enterprise Brand Points intra brand TM Customer Experience: Building Brands from the Inside-out Awareness Consideration Purchase In-Use / Service AdvocacyCustomer Journey Media Events Website(s) Social Media Mobile Devices E-mail Mail Service Desk Retail Store Sales Credit / Finance Shipping Technical Service Accounting Returns / Warrantee Repairs / Parts Loyalty Program Customer/Brand Touch-Points In an effort to identify all touch points one starts with a customer’s “awareness” efforts and metaphysically walks with that customer through all potential customer journeys within the organization.
- 6. Phase 1 : BrandPoint – Measure Brand Point Experiences BrandPoint BrandStrategy BrandDeliveryBrandManagement Measure Brand Point Experiences intra brand TM Customer Experience: Building Brands from the Inside-out Product Performance Metrics Process Performance Metrics Product In-Use Metrics Brand Point Experience Metrics Customer Loyalty Metrics Performance Metrics Evaluative Criteria Importance Performance Competitor Performance Satisfiers Dissatisfiers Best Practices For each brand point a set of evaluative criteria are collected: customers’ perceptions of importance, performance, relative performance to competitors, whether an activity is a satisfier or dissatisfier , and what are best practices associated with that activity.
- 7. Phase 1 : BrandPoint – Document Baseline Experiences BrandPoint BrandStrategy BrandDeliveryBrandManagement Document Baseline Experiences intra brand TM Customer Experience: Building Brands from the Inside-out A “Baseline Performance Scorecard” is created as the foundational starting point. It is important to note that the scorecard includes five sets of metrics: product performance, process performance, product- in-use, brand point experience, and loyalty. Customer Manufacturer Retailer LogisticsSupplier Distributors Supply-Chain Relationships Regardless of one’s position within a supply-chain it is critical to identify all important metrics to measure within one’s complete supply-chain as these third party processes can and do impact one’s own customers’ experiences.
- 8. Phase 2 : BrandStrategy BrandPoint BrandStrategy BrandDeliveryBrandManagement Map Competitive Brand Positioning's Determine Brand Essence Dimensionalize Brand Strategy = intra brand TM To develop a brand architecture or foundational blueprint that is used as a strategic guideline in the design of all operational activities that impact brand points whether delivered directly or indirectly through third party intermediaries. The Solution To develop a unique brand positioning (the brand’s “Essence”) that achieves sustainable competitive advantage by consistently delivering on a known and desired set of brand experiences. The Challenge Customer Experience: Building Brands from the Inside-out
- 9. Phase 2 : BrandStrategy – Map Competitive Brand Positioning's BrandPoint BrandStrategy BrandDeliveryBrandManagement Map Competitive Brand Positioning's intra brand TM Customer Experience: Building Brands from the Inside-out 0 5 10 15 20 25 30 35 40 Value Quality Fuel SafetyPerform Design Innovation Lexus Jaguar BMW Audi Mercedes Luxury Car Brand Positioning's The first critical step in formulating a desired “brand strategy” is to thoroughly understand how one’s own brand compares to competitors’ brands both functionally and emotionally in the minds of current and potential customers.
- 10. Phase 2 : BrandStrategy – Determine Brand Essence BrandPoint BrandStrategy BrandDeliveryBrandManagement intra brand TM Determine Brand Essence Customer Experience: Building Brands from the Inside-out Digital hub – of my life Happiness in a bottle Smarter planet – Big data analytics Cloud and mobile first Innovation and inspiration for athletes The best or nothing The second step in formulating the brand strategy is to determine the very specific dimensions on which one wants to differentiate themselves from competitors. The objective is to own a unique and desirable space in the minds of current and potential customers. Question: “What is your brand’s enduring point of difference”. OR “What is the single word or phrase that when mentioned people universally think of your brand”
- 11. Phase 2 : BrandStrategy – Dimensionalize Brand Strategy BrandPoint BrandStrategy BrandDeliveryBrandManagement intra brand TM Dimensionalize Brand Strategy Customer Experience: Building Brands from the Inside-out Brand Essence Brand Personality Brand Values Consumer Benefits Brand Attributes Brand Vision What is your brand’s vision - its’ reason for being? What are the key brand characteristics that differentiate the brand What are the most important functional and emotional benefits the customer receives from experiencing the brand What is the most important value that the brand delivers to its’ customer What are the key traits a customer will experience from the brand What is the brand’s enduring point of difference Having determined one’s “brand essence” the challenge then becomes “how to” operationalize / deliver on that “essence”. The process of building a “brand Pyramid” helps to structure one’s thinking and insures internal consistency of thought.
- 12. Phase 2 : BrandStrategy – Dimensionalize Brand Strategy BrandPoint BrandStrategy BrandDeliveryBrandManagement intra brand TM Customer Experience: Building Brands from the Inside-out Brand Essence Brand Personality Brand Values Consumer Benefits Brand Attributes Brand Vision What is your brand’s vision - its’ reason for being? What are the key brand characteristics that differentiate the brand What are the most important functional and emotional benefits the customer receives from experiencing the brand What is the most important value that the brand delivers to its’ customer What are the key traits a customer will experience from the brand What is the brand’s enduring point of difference Digital Hub - of my life Friendly , creative and empowering force Self image as creative / a sense of mastery Easy to use – enabled through design Technology becomes transparent and complexity vanishes Best personal computing experience through hardware, software and Internet offerings An example of a fully developed “brand pyramid” for the Apple brand is provided . The real value of the “brand pyramid” is in the process of determination not so much in the actual finished pyramid itself.
- 13. Phase 3 : BrandDelivery BrandPoint BrandStrategy BrandDelivery BrandManagement Re-design Core Processes Re-design Critical Customer Journeys Re-Think Brand Communications = intra brand TM To develop an integrated set of brand experiences through operational alignment that are consistent with the desired brand positioning / essence. The Challenge The re-design of internal and external processes coupled with the re-think of the brand’s communications requires the skillful transformation of an organization often forced to change its’: strategy, structure, system /processes, staffing levels, skill development and shared values / culture all in an effort to successful deliver a consistent brand experience. The Solution Customer Experience: Building Brands from the Inside-out
- 14. Phase 3 : BrandDelivery – Re-design Core Processes BrandPoint BrandStrategy BrandDelivery BrandManagement intra brand TM Re-design Core Processes Customer Experience: Building Brands from the Inside-out Core business processes are the foundational elements through which organizations create competitive advantage and shareholder value. The core processes must be re-designed to balance shareholder value and customer value or brand value. Core Business Functions CoreBusinessProcesses CriticalCustomerJourneys Marketing Procurement Production Product Development Supply Chain Revenue Realization Product Awareness Risk Management Product Purchase Product In-Use Product Loyalty Distribution Business Processes • Manage Competitive Advantage • Manage Shareholder Value Core processes must be re-designed to deliver on the business strategy / brand essence, often requiring fundamental changes to: - Strategy - Structure - Systems - Staffing - Skills - Style of Management - Shared Values / Culture
- 15. Phase 3 : BrandDelivery – Re-design Critical Customer Journeys BrandPoint BrandStrategy BrandDelivery BrandManagement intra brand TM Re-design Critical Customer Journeys Customer Experience: Building Brands from the Inside-out Core Business Functions CoreBusinessProcesses CriticalCustomerJourneys Marketing Procurement Production Product Development Supply Chain Revenue Realization Product Awareness Risk Management Product Purchase Product In-Use Product Returns Distribution Customer Journeys • Manage Customer Experience (Value) • Manage Brand Value Critical customer journeys must be re-designed to deliver on the business strategy / brand essence, often requiring fundamental changes to: - Strategy - Structure - Systems - Staffing - Skills - Style of Management - Shared Values / Culture Critical customer journeys are the foundational elements through which customer value /brand value is created. Each customer journey needs to be re-designed to be aligned with the brand essence insuring the business continues to own its unique positioning with customers.
- 16. intra brand TM Awareness Consideration Purchase In-Use Service Advocacy TV Ad Search Bank Website Direct Mail Bank Visit Open Account Set-Up On-line Banking Order Cheques Monthly Statements Satisfaction Survey Physical Touch-Points Digital Touch-Points Sponsorship Events Radio / TV / Print / Outdoor Word of Mouth Online Ads Viral emails Digital Billboards Social Media Search Blog(s) Brand Website 3rd Party Sites Direct Mail In-Bank Experience Facilities Design Employees Services Websites Online Banking Online Bill Payment Mobile Banking Customer Service Desk Receive Cheques Teller Experience Call Centre Parking Lot Statements Rates Currency Exchange Fund Transfers Customer Appreciation Events Birthday Card Special Services Satisfaction Survey Referrals Customer Journey The Customer Experience: Building Brands from the Inside-out An example of a Retail Bank : Opening of a Chequing Account Customer On-Boarding Journey Phase 3 : BrandDelivery – Re-design Critical Customer Journeys While no one can tell where in the bank’s many processes a customer will touch at any given point in time, there are important trigger events at which point an organization can and should pro-actively funnel a customer through a well managed journey to insure the optimum customer experience. These journeys are critical brand building events. BrandPoint BrandStrategy BrandDelivery BrandManagement
- 17. intra brand TM 2 3 Days 15 Days 30 Days 60 Days 90 Days 180 Days 365 Days 1 Days Welcome E-mail Thank you Key contacts Digital Survey Contact method Why this bank Opening Satisfaction Post Survey Follow-up Cheques arrive / validate Introduce on-line banking Introduce direct deposit Address questions / concerns Branch Manager Letter Cross-sell Mortgage Cross-sell Wealth Mgt. Cross-sell Insurance Cross-sell Estate Planning Set Personal Meeting Complete customer profile Provide lines of service introductions Digital Customer Sat. Survey Flag relevant product offers Branch Manager Anniversary Call On-line banking Customer Sat. On-line bill paying Customer Sat Mobile Banking Customer Sat Happy Birthday e-mail Customer Experience: Building Brands from the Inside-out Phase 3 : BrandDelivery – Re-design Critical Customer Journeys An example of a Retail Bank : Opening of a Chequing Account Customer On-Boarding Journey BrandPoint BrandStrategy BrandDelivery BrandManagement
- 18. Phase 3 : BrandDelivery – Re-Think Brand Communications BrandPoint BrandStrategy BrandDelivery BrandManagement intra brand TM Re-Think Brand Communications Customer Experience: Building Brands from the Inside-out For each touch point it is essential that the organization be fanatical around internal consistency of: message, stylization, use of logos / brand monikers, and colour palatte, which as a set of assets managed well, delivers instant and valuable brand recognition. Public Relations (Spokesperson) Media (Paid) Events (Sponsored / Co-sponsored) Website(s) (Branded Sites, Landing Pages, 3rd Party Sites) Social Media (Facebook, Twitter, Instagram, Snapchat, Tumblr) Mobile Devices ( Computers, Cell Phones, Tablets, iPods, Watches ) E-mail Mail Service Desk Retail Store Sales Credit / Finance Shipping ( People, Processes, Systems) Technical Service Accounting Returns / Warrantee Repairs / Parts Loyalty Program Customer Touch-Points ING DIRECT was so successful in it’s brand positioning around the concept “Forward Banking” / “Save Your Money” which was designed into all it’s products , processes, rate strategies and reinforced by brand positioning lines and supported by consistent brand expressions of colour, fonts, and style of messaging Tangerine retained these brand expressions post acquisition by Scotia Bank
- 19. Phase 4 : BrandManagement BrandPoint BrandStrategy BrandDelivery BrandManagement intra brand TM To develop an enterprise-wide brand performance management system that serves to continually refine the organization’s ability to deliver on the well defined brand strategy. The Challenge Brand Performance Scorecard Transformation Program Performance Management System The development of a brand performance scorecard that establishes “key performance indicators” (KPI’s) for all high priority “brand markers” throughout the cycle-of-service / critical customer journeys. In addition , one requires the development of a multi-tiered enterprise transformation program that addresses : short term quick-wins, mid-term high priority tactical initiatives, and long-term strategic requirements. As a final capability there needs to be a performance management system that hard-wires the enterprise transformation initiatives into individual performance management requirements. The Solution = Customer Experience: Building Brands from the Inside-out
- 20. Phase 4 : BrandManagement – Brand Performance Scorecard BrandPoint BrandStrategy BrandDelivery BrandManagement intra brand TM Brand Performance Scorecard Customer Experience: Building Brands from the Inside-out A fully developed “Brand Performance Scorecard will include all baseline performance metrics and in addition will have the high level enterprise performance metrics (revenue, margins, market share ) together with the performance metrics for all critical customer journeys. A comprehensive assessment of brand performance. Baseline Performance Metrics Enterprise Management Metrics Journey #1 Performance Metrics Journey #2 Performance Metrics Journey #3 Performance Metrics Performance Metrics Evaluative Criteria Importance Performance Competitor Performance Satisfiers Dissatisfiers Best Practices - New Chequing Account - Mortgage Application - New Commercial Account - Purchase of RSP’s - Wealth Management Client - Revenue Canada Agency Audit - Credit Card Fraud Incident - Executor of an estate - Bankruptcy Critical Customer Journeys Canadian Chartered Bank (Examples)
- 21. Phase 4 : BrandManagement – Transformation Program BrandPoint BrandStrategy BrandDelivery BrandManagement intra brand TM Transformation Program Customer Experience: Building Brands from the Inside-out Re-branding an organization from the inside-out requires a total transformation of that organization from how it “goes-to-market” to the people , processes, and systems that enable the newly envisioned brand strategy. Re-Think Re-StructureRe-Enable Re-New Re-Think Building a case for change Having a vision of a new tomorrow Re-Structure Financial model of the new business New operating structures and processes Re-Enable New brand communication New business partners New business solutions through IT Re-New New performance management system New learning/organizational development
- 22. Phase 4 : BrandManagement – Performance Management System BrandPoint BrandStrategy BrandDelivery BrandManagement intra brand TM The organization’s performance management system needs to set its priorities based on strategic priorities/competitive advantage and time-to-market with a specific initiative. In order to be effective all initiatives must be grounded /incorporated into individual performance management requirements Performance Management System Customer Experience: Building Brands from the Inside-out Time-to-Market Competitive Advantage Low Low High High Quick Wins Strategic Infrastructure Priority #1 Tactical Initiatives Priority #2 Tactical Initiatives Quick-Wins Start the process of re-newal and act as a source of energy to fuel transformation. Strategic Infrastructure Insures that the strategic requirement to enable change are started as soon as possible Strategic Priorities All strategic initiatives are given a priority based on established business cases Tactical Initiatives All tactical initiatives are given a priority based on established business cases Strategic Priorities