Customer Experience in Multichannel Context - Multi Channel Maturity

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Eirik V Johnsen of KOBRA gave a presentation on the CX Day event in Oslo October 1st.

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Customer Experience in Multichannel Context - Multi Channel Maturity

  1. 1. Customer Experience across channels and touch points – Multi-channel Maturity Eirik V. Johnsen, KOBRA CX Day October 1st 2013
  2. 2. THE CAPABILITY TO CONTINUE A DIALOGUE BASED ON RELEVANT INSIGHT, AT THE RIGHT TIME, IN THE RIGHT PLACE AND IN THE RIGHT CHANNEL/TOUCH POINT Multichannel maturity
  3. 3. Multi-channel is a key customer experience issue – driven by the following trends e-business has become simply core business Customer tolerance for channel spaghetti has evaporated Number of touch points has exploded The experience is an ever increasing share of the product value
  4. 4. THIS IS VERY, VERY HARD Locally we see that excellent initiatives, supported with great enthusiasm from the top still fail to produce the desired results. Across engagements we see three main obstacles to implementing multi-channel customer experience initiatives Siloed organisations Inflexible, out- dated technology Budget priorities
  5. 5. Why is this so hard? A recent Oracle report confirm our experience and gut feeling *) Source: Oracle/O’Keefe global CX study september 2012 Some of the biggest obstacles to holistic CX are: 29% 24% 23% 18% 27% 27% TECHNOLOGY PEOPLE & PROCESSES INVESTMENT Limitations of inflexible technology and application infrastructure Difficulty regularly tracking performance measures and customer feedback Don’t have a consolidated, accurate customer view across all touch points Siloed systems that prevent us from easily sharing inform- ation or supp- orting continuo- us processes across touch points Siloed organizations / conflicting KPIs / incentives between channels and business units Lack of money allocated to (holistic) customer experience initiatives KOBRA TAKE AWAY Break down organizational silos, address CX from all angles and harness technology as an integrated part of CX team
  6. 6. Moving from a global to an European perspective 18% Average potential annual revenue lost as a result of not offering a positive, consistent and brand-relevant customer experience 36% Are still assessing or planning with no active implementations Formalizing Customer Experience Programs *) Source: Oracle/O’Keefe global CX study september 2012 42% Have one or more active implementations 20% Consider their CX initiatives advanced 78% early days
  7. 7. EXPERIENCE AND RELATION Proprietary and Confidential Business shift to digital require new thinking Focus on post-conversion needs is a critical priority Sustaining the multi-channel relationship key task – now also in digital INTERNET COMPANY SITE MOBILE SHOP / BRANCH CUSTOMER SERVICE SOSIAL MEDIA EVALUATE CUSTOMER LOYAL DISCOVER SEARCH EXPLORE COMPAR E DECIDE USE GET HELP SHARE PERSONALIZE HASCONFIDENCEIN SPEAKS POSITIVELY OF FRIENDSHIP BUY
  8. 8. NAIVE STAGE TRANSACTIONAL STAGE ENLIGHTENED STAGE 36% 42% 20%
  9. 9. We firmly believe that excellent multi channel experiences demand a balance of maturity in five areas Systems and Processes Leadership and culture Alignment with brand Customer Touch points Customer Insight ONGOINGM ULTICHANNEL STRATEGY ONGOINGMULTICHANNELSTRATEGY ONGOINGMULTICHANNELSTRATEGY
  10. 10. Systems and Processes Operational systems and process are tactical and single-channel driven Individual systems and processes are customer focused (typically in channel pairs) but lack link across channels Fully integrated systems and process across channels Consistent Customer Journey Excellent implementation of total experience
  11. 11. Leadership and culture Decentralised and delegated Ownership at C-level, but not a key part of leadership agenda C-level ownership of the total customer experience *) DNB vision - «Creating Value through the art of serving the customer» Recurring  agenda  item   for  senior  execu2ve   staff?   Communicated  by  CEO   externally  and   internally?   Is  CX  an  integrated,   measurable  part  of  the   strategic  plan?   Are  the  senior   execu2ve  team   measured  and   incen2vized  on  CX   objec2ves?   Stage  2  or  3?  
  12. 12. Alignment with Brand Product driven. No link between brand and experience Some link, but not consistent Consistent CX across all touchpoints Verdier 2.  Kompetanseutvikling/læring Basic Jobbopplæring Videreopplæring Spesialisering sikkerhet FTVFTF ADM LEDEREKV/SALG Service Salg Kjøre lærer Instruktør Individuell intro Plan Lære business Individuell intro Plan Lære business Fordypning eget fagområde LU program/ ”Ansvar” Flytoget basic Flytoget basic Flytoget basic Flytoget basic Flytoget basic Sertifisering Service Salg Teknisk Ind program FTV Verdier Plattformtj teknisk service sikkerhet produkt Train talk Lederforum Veileder Instruktør service teknisk train talk produkt Salg Produkt Service Verdibasert: Effektivitet, innovasjon og entusiasme Ultimate Service concept Recruiting Training Insight
  13. 13. Customer Touch Points Managed in channel silos – inconsistent delivery Customer journey not managed across touch points – focus remains on channel – not the customer Seamless integration allowing exploitation of possibilities The ticket touch point is a wonderful opportunity to create a unique multi- channel customer experience across digital and physical channels. But … Some recent comments about NSB • I have a month ticket but my cellphone ran out of juice – treated like a cheat by the conductor • The recent Apple upgrade rendered my tickets invalid –I had to pay a surcharge to get my ticket back. And spend a lot of time with unprepared phone support in the bargain
  14. 14. Customer Insight Unplanned & disjointed collection and use Systematically collected across channels, but not fully integrated in decision making Systematically and integrated Jabra launched their multi-channel customer experience effort with an 8 point «customer centricity manifesto». One key point was «we will allow customer-centric metrics to drive our decisions, priorities and actions» - in all channels and across all channels
  15. 15. Unplanned & disjointed collection and use Systematically collected across channels, but not fully integrated in decision making Systematically and integrated Customer insightCustomer Touch PointsAlignment with brandLeadership and cultureSystem and Proecess Managed in channel silos – inconsistent delivery Customer journey not managed across touch points – focus remains on channel – not the customer Seamless integration allowing exploitation of possibilities Product driven. No link between brand and experience Some link, but not consistent Consistent CX across all touchpoints Decentralised and delegated Ownership at C-level, but not a key part of leadership agenda C-level ownership of the total customer experience Operational S&P are tactical and single-channel driven Individual S&P are customer focused (typically in channel pairs) but lack link across channels Fully integrated S&P across channels MATURITY LEVEL 1
  16. 16. Top number of followers on YouTube, Google+ and Twitter Let us apply this practically Great presentation, interaction and navigation Engaging content .. but (still) not integrated in digital value chain Great mobile shopping experience … … marred by clumsy checkout process .. with persistent shopping basket across channels Beautiful new store format with merchandising and surroundings in which to browse the ‘stories’ … But still lacking ability to act on multi-channel customer insight
  17. 17. Now I know my maturity – where do I go from here? Use the maturity model to check out your status and determine your development areas (we have a full version that is adapted for management workshops) Use tools like personas, customer journey, vision document and roadmaps to make sure that your multi- channel strategy answer the right questions
  18. 18. E-post: eirik@kobra.as" Telefon: 905 44 188" Twitter: @evjohnsen" På nett: www.kobra.as"

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