CX: Survival of the Fittest seminar - 19th November 2014 Melbourne
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To survive and flourish in the new digital world it’s not enough to provide desirable products and services - you have to win the hearts and minds of your audiences and distinguish yourselves from the competition. Whether your customers are members, students, clients, influencers or patients, this seminar will explore the opportunities and challenges in the end-to-end customer journey both online and offline, and provide 10 steps for how you can use digital to improve customer experience and reach your business goals. During the seminar we will explain how to adapt to your audiences’ changing needs using our CARE model: CULTURE - Who owns the customer experience in your organisation? Why improving your customer experience, firstly means looking inward. ANALYSIS - What are the key issues and complaints your organisation face? Why understanding and acting on your data can help fix major issues in recruitment, sales, and retention. RATIONAL – What product/service are you providing and how do your customers engage with you? Why meeting and exceeding expectations is critical to maintaining loyalty. EMOTIONAL – What makes you stand out from the competition? Why injecting personality into your brand and harnessing your customers ‘emotional mind’ will help create life-long advocates. Using best practice examples as well as sharing some of the most obvious opportunities organisations have missed, the seminar will provide you with a host of inspirational ways you can use digital to solve problems and improve the customer experience in your organisation. This latest seminar series is being launched in conjunction with our forthcoming report, CX – Survival of the fittest: Using digital to transform the customer experience, which also includes a CX Fitness Test to let you see how well your organisation stacks up to the rest in adapting to meet audience needs.
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CX: Survival of the Fittest seminar - 19th November 2014 Melbourne
- 1. CX SURVIVAL OF THE FITTEST HOW DIGITAL CAN WIN BACK COMPETITIVE ADVANTAGE. GEORGE EVANS, COMMERCIAL DIRECTOR (ASIAPAC) DAN BAKER, DIGITAL EXPERIENCE DIRECTOR (ASIAPAC) PRECEDENT @ AUSTRALIAN CENTRE FOR THE MOVING IMAGE 19 NOVEMBER // 2014 @precedentapac #precsem
- 2. WHY DO WE EXIST? @precedentapac #precsem
- 3. WHY DO WE EXIST?
- 4. WHY DO WE EXIST?
- 5. HIERARCHY OF HUMAN NEEDS:
- 6. HIERARCHY OF HUMAN NEEDS: TO THRIVE WE WANT SELF ESTEEM AND SOCIAL ACCEPTANCE TO SURVIVE WE WANT WEALTH, SECURITY AND PHYSICAL WELLBEING
- 7. WHY DO YOU EXIST?
- 8. MEANINGFUL IDEAS, INTELLIGENTLY DELIVERED. ”
- 12. EVERY ORGANISATION STARTS OUT BY MEETING THE NEEDS OF ITS AUDIENCES.
- 13. EVERY ORGANISATION STARTS OUT BY MEETING THE NEEDS OF ITS AUDIENCES. TIME GOES ON. NEEDS EVOLVE.
- 16. T H E P E R C E P T I O N OUR CUSTOMERS ARE DISLOYAL. ”
- 17. T H E T R U T H OUR CUSTOMERS ARE DISSATISFIED. ”
- 18. T H E T R U T H ✱ They can’t buy easily. So they don’t refer you. ✱ They can’t find their way around. So they write bad reviews. ✱ They feel out of their depth. So they don’t share photos. ✱ They think the quality is poor. So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back.
- 19. T H E T R U T H ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. So they write bad reviews. ✱ They feel out of their depth. So they don’t share photos. ✱ They think the quality is poor. So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back.
- 20. T H E T R U T H ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. ✱ So they write bad reviews. ✱ They feel out of their depth. So they don’t share photos. ✱ They think the quality is poor. So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back.
- 21. T H E T R U T H ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. ✱ So they write bad reviews. ✱ They feel out of their depth. ✱ So they don’t share online. ✱ They think the quality is poor. So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back.
- 22. T H E T R U T H ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. ✱ So they write bad reviews. ✱ They feel out of their depth. ✱ So they don’t share online. ✱ They think the quality is poor. ✱ So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back.
- 23. T H E T R U T H ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. ✱ So they write bad reviews. ✱ They feel out of their depth. ✱ So they don’t share online. ✱ They think the quality is poor. ✱ So they don’t respond to new offers. ✱ They don’t feel valued or listened to. ✱ So they never come back.
- 24. T H E T R U T H OUR CUSTOMERS ARE DISSATISFIED. OUR BUSINESS IS AT RISK.
- 25. HOW DO YOU ADAPT TO YOUR CUSTOMERS’ NEEDS?
- 26. CULTURE ANALYSIS RATIONAL EMOTIONAL
- 27. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOU VALUE YOUR AUDIENCES.
- 28. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOU GATHER FEEDBACK AND REACT.
- 29. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOUR CORE OFFER STACKS UP TO THE REST.
- 30. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOU ELEVATE AND DELIGHT YOUR AUDIENCES.
- 31. HOW FIT ARE YOU TO SURVIVE CHANGE?
- 32. RATING YOUR CX FITNESS LEVEL: ENDANGERED EXPOSED CONTENDER CHAMPION
- 33. RATING YOUR CX FITNESS LEVEL: ENDANGERED EXPOSED CONTENDER CHAMPION
- 34. RATING YOUR CX FITNESS LEVEL: ENDANGERED EXPOSED CONTENDER CHAMPION
- 35. RATING YOUR CX FITNESS LEVEL: ENDANGERED EXPOSED CONTENDER CHAMPION
- 36. RATING YOUR CX FITNESS LEVEL: ENDANGERED EXPOSED CONTENDER CHAMPION
- 37. HOW TO CARE WITH DIGITAL
- 38. C ARE IF YOU’RE ENDANGERED, START WITH: CULTURE HOW YOU VALUE AYOUR AUDIENCES.
- 39. C ARE IF YOU’RE ENDANGERED, START WITH: CULTURE HOW YOU VALUE YOUR AUDIENCES.
- 40. W H Y D O Y O U E X I S T ? “ To provide our customers with the most convenient access to media entertainment.”
- 45. W H Y D O Y O U E X I S T ? “ To link individuals with art and history.”
- 50. W H Y D O Y O U E X I S T ? “ To let people belong anywhere.”
- 53. W H Y D O Y O U E X I S T ? “ To be the voice of British doctors.”
- 55. CARE IF YOU’RE ENDANGERED, START WITH: CULTURE ✱ Include CX in your strategic plan. ✱ Use metrics to inform management decisions. ✱ Tie staff appraisals to CX targets. ✱ Invest in ways to solve CX issues.
- 56. C ARE IF YOU’RE EXPOSED, START WITH: ANALYSIS HOW YOU GATHER FEEDBACK AND REACT.
- 57. C ARE IF YOU’RE EXPOSED, START WITH: ANALYSIS HOW YOU GATHER FEEDBACK AND REACT.
- 60. AU$ 28 BILLION
- 73. 7% SALES INCREASE WITH YOUNG ADULTS
- 74. C ARE IF YOU’RE EXPOSED, START WITH: ANALYSIS ✱ Engage users to understand changing needs. ✱ Collate touch point data into a Single Customer View. ✱ Compare past behaviour to current, for trends. ✱ Check marketing matches actual experiences and monitor its effectiveness.
- 75. CAR E IF YOU’RE A CONTENDER, TACKLE THE: RATIONAL HOW YOUR CORE OFFER STACKS UP TO THE COMPETITION.
- 76. CAR E IF YOU’RE A CONTENDER, TACKLE THE: RATIONAL HOW YOUR CORE OFFER STACKS UP TO THE COMPETITION.
- 89. CAR E IF YOU’RE A CONTENDER, TACKLE THE: RATIONAL ✱ Products and services deliver to current core needs. ✱ End to end processes are efficient. ✱ Prices are fair and quality is high. ✱ It’s easy to transact at every possible touchpoint.
- 90. C A R E IF YOU’RE A CHAMPION, HARNESS THE: EMOTIONAL HOW YOUR ELEVATE AND DELIGHT YOUR AUDIENCES.
- 91. C A R E IF YOU’RE A CHAMPION, HARNESS THE: EMOTIONAL HOW YOU ELEVATE AND DELIGHT YOUR AUDIENCES.
- 92. W H Y D O Y O U E X I S T ? “ To be the most magical place on earth.”
- 104. C A R E IF YOU’RE A CHAMPION, HARNESS THE: EMOTIONAL ✱ Interactions elevate the customer socially. ✱ Customers personally identify with the brand and go out of their way to recommend. ✱ Success in life is increased by continued interactions. ✱ Customers feel listened to, appreciated and valued.
- 105. BUT WHAT DOES IT ALL MEAN?
- 106. CULTURE ANALYSIS RATIONAL EMOTIONAL
- 107. I’VE LEARNT THAT PEOPLE WILL FORGET WHAT YOU SAID, PEOPLE WILL FORGET WHAT YOU DID, BUT PEOPLE WILL NEVER FORGET HOW YOU MADE THEM FEEL. - MAYA ANGELOU ”
- 108. WHY DO YOU EXIST?
- 109. THANK YOU.
Editor's Notes
- Phones, twitter, toilets and break | Speaker intros | title of session We are in the Age of the Customer, where technology and society evolves faster than organisations can adapt, and it is no longer enough to rely on merely providing a desirable product or service – you must focus on the experience. So how do you go about reengineering your customer experience you provide to become fit for purpose in this Age of the Customer? This seminar presents our CARE model of CX fitness that has been designed to answer that very question and help you navigate the operational and experiential aspects of designing customer-centric experiences. Report | slides Today Dan and I are going to explore the rational and emotional factors that affect every one of your customers, and give you actionable insight to help your organisation provide the experience they expect today. So, I'm going to start with a little existentialism - a nice meaty jumping off point first thing in the morning! I'd like to begin by asking the question: Why do we exist?
- Is it that we exist to be successful?
- Or is it actually just biology? Our genes program the way we operate, and we play very little role in deciding our futures.
- Well, we're both right, whether we prescribe to something like Maslow's Hierarchy of Needs; we know that humans are motivated by two things:
- Firstly, from a community perspective, we want to feel appreciated and accepted by our peers Secondly, on an individual level, we want to be safe, healthy and financially secure So if that's us as individuals, what about for an organisation? Why does your company exist?
- Well, it's normally found in a lofty mission statement, and depending how long you've been in business - it could be something you live and breathe every day, or it may be just something that fills the 'about us' page on your corporate website Let's take an easy example to illustrate it:
- Here at Precedent we believe in Meaningful Ideas, Intelligently Delivered.
- In 1989 when we were founded that meant designing corporate identities on Macintoshes in a pre-hipster area of London called Shoreditch!
- Fast forward 25 years it now means delivering CX strategy & digital transformations, and web design & build services to clients across 7 cities on 3 continents.
- The 'how' of meeting our client's needs has changed considerably, but the 'why' has always remained the same.
- The 'how' and the 'why' of an organisation match up perfectly when you set out…
- but as time goes on, behaviours change, and the gap between why and how gets wider.
- There is no better example of that than Radio Shack in 1992.
- That content can now all be delivered through a low end Nokia phone. Organisations must harness the disruptive power of these devices that we carry around in our pockets with us everywhere we go. As mobile expert Benedict Evans of Andersen Horowitz said recently: Mobile Is Eating The World.
- Now here is a statement we hear all the time: our customers are disloyal. Well actually not they're not, they're just…
- dissatisfied. In today's world customers have so much choice to compare for a better deal and shop around, and it's not just price people choose by - by 2020 Forrester says that the primary purchasing factor will be a brand's experience, with price in at second.
- Here are some other examples of typical cx problems we encounter: They can’t buy easily They can’t find their way around They feel out of their depth They think the quality is poor They don’t feel valued or listened to
- What this means for organisations going forwards is: They can’t buy easily: So they don’t refer you
- They can’t find their way around: So they write bad reviews
- They feel out of their depth: So they don’t share online
- They think the quality is poor: So they don’t respond to new offers
- They don’t feel valued or listened to: So they never come back This is why CX has become so tightly woven into competitive advantage.
- If your customers are dissatisfied, your organisation is at risk. But how do you adapt to your customer's needs? Well here's where we get into prioritisation, and I'm going to hand over to Danielle now to take you through our CARE model
- DAN – So how do you adapt to your customers needs? We’ve developed a new model to help evaluate your organisation’s approach to CX and then focus and prioritise where you need to adapt The model helps you assess your organisation’s level of CX ‘fitness’ and the plan your next steps to improving your customers’ experience.
- Our new CARE model identifies four attributes for delivering a world class customer experience Highlights how as a business you need to be in control at both the organisational and experiential levels Holistic view then focus on where digital can drive you forward The four attributes are
- Culture – how you value your audiences All to do with the importance of a customer’s experience within your organisation and ultimately how the customer is valued
- Analysis – how you gather feedback and react. How CX is measured and analysed and the extent to which this information is used to provide better customer experiences.
- Rational – how your core offering stacks up against the competition How your organisation meets the basic needs of its customers – beating competitors, keeping promises and making services easy to use.
- Emotional – how you elevate and delight audiences. – How an organisation transcends it’s customers rational needs, designing its services to delight and exceed expectations. Notice I didn’t say anything about digital yet. A positive CX needs to think about the whole however harnessing digital can help you enable your CX to become truly exceptional. The attributes of the model illusrate what needs to be present to provide a truly effective Customer Experience.
- The premise of the model is to provide a clear guide on what it takes to be a champion and help you see what your next steps should be to improve your CX fitness. You need to be able to adapt as an organisation to avoid becoming irrelevant to your customers. So how fit are you to survive change?
- Now to help you work that out we’ve provided a short quiz for each of you on your tables and we’d like you to take a few minutes to fill it I know it’s early to get your brain in gear but this will help you make the most of the rest of the seminar! Longer version in full report 2 mins Show of hands
- Endangered – bit like David Jones At risk of becoming extinct (abandoning customers/over taken by competition) due to a failure to amend the ‘how’ of your organisation These organisations value the revenue a customer brings but don’t empathise with them on a human level. They rarely go above and beyond basic requirements. CX isn’t a strategic priority, little or no measurement other than conversion goals! Digital is just a separate challenge and the site has never been properly user tested. Product and service features are the main concern of the business and designing for emotion doesn’t get considered. These kinds of organisations may only exist because of a lack of meaningful competition – customers have no choice.
- Exposed – need to innovate to stay relevant. Starting to realise the importance of CX however the ‘how’ of the business has diverged from the ‘why’/mission statement. Potentially stuck in a rut or just trying to play it safe, these organisations may have the desire but not the knowledge or data of customers to make these improvements. Behaviour is hard to understand due to a lack of measurement and accurate personalisation is impossible.
- Contender Up and coming champions, getting the basics right and the how and why are starting to align. They are actively working on providing better experiences for customers and CX is an organisational priority which is communicated across and through the business. Data is seen as an asset that is collected, analysed, and, importantly, communicated throughout the organisation. Customer-facing services are fit for purpose and generally meet user needs
- Champion Customers have become your advocates, they are delighted by their interactions with you, instead of mere satisfaction or neutrality. These guys are customer obsessed. They know and understand their customers intimately and how to delight them. They want their staff and services to exceed customer expectations and judge themselves on how they make their customers feel. Champions design with the customer at the centre and regularly test –they have the data, people and agility to respond quickly across all channels It is important to note here that customers are whoever you do “business” with – whether its students, donors, supporters, clients and so on. Increasing your organisational fitness is so important because ultimately, you are building advocates and ambassadors, empowered supports that value your business and will work on your behalf to keep you in business.
- So now we are going to walk through how to CARE. How to build a better CX for your customers by harnessing the power of digital, regardless of your level of fitness. George is going to take us through the first section.
- If you’re endangered, start with:
- This first stage of the model explores how you value your audiences, from senior management through to the shop floor teams
- To give an example, let's go back to mission statements and look at this company's: “To provide our customers with the most convenient access to media entertainment.” OK, so which organisation do you think this is?
- Sadly, the answer is Blockbuster. For Blockbuster, it's culture was the problem. The management didn't value CX, they clung to an outdated retail model, and didn't evolve to switch delivery through more convenient channels as they proliferated.
- Same industry, let's jump over to Netflix. Is anyone here a Netflix customer? I'm a big fan! Now what many people forget that they started out at a mail order service in the late 90s. Why they're winning now and Blockbuster are dead is because they value their customers and that culture has allowed them to constantly adapt to customer needs, now delivering media entertainment through its online streaming platform.
- But it hasn't stopped there, for those of you that use Netflix will know, after each episode it shows a 15 second countdown before automatically moving onto the next episode. What it's asking you with that piece of functionality is do you want to turn off the screen and do something more productive but probably less fun?! I know which one I'd choose!
- It doesn't stop there, Netflix have created a term for this: "Bing watching" and it has changed the way they introducing new content, as well as the fact that they're now also commissioning their own content with shows such as House of Cards and Orange is the New Black. Whehn they launched Orange is the New Black season 2 they released all the episodes at once and Netflix membership spiked by 150m new customers - that was even after cutting titles from their library and increasing subscription fees. What is key to note about Netflix is that they value their customers, listen to them and based on their preferences evolve the way they distribute their content.
- Who else values culture? The Rijksmuseum in the Netherlands' mission statement is 'to link individuals with art and history'
- The internet has disrupted the way we view art and has had a profound impact on the IP surrounding art and images.
- The Rijksmuseum have done something really bold with their new digital platform: they have provided every piece or art, every exhibition online. For free.
- Website users can curate their own studios online, and you can even download high resolution images - copyright free! This has meant that artists are creating new pieces of art from what they've downloaded, and that art has appeared in TV ads for yogurt, and driven new products in the gift shop – all meaning that the art is being shared far wider than before.
- In addition, it’s created new online communities around the collection, and they've even introduced an API to pull the data from their collections. The Rijksmuseum are living up to their mission statement: to connect individuals with art and history
- The next example I've got is from the travel sector: does anyone know who's mission statement this is? "to let people belong anywhere"
- AirBnB live up to their mission statement with their culture, and they do something that's difficult for brands to do, they step back and let the host do it for them: here you can see Alexandra, there's a healthy blurb about the person and their home you could stay in along with Alexandra's curated list of things to do and places to visit in Vancouver. To their mission statement, AirBnB realised to let people feel like they belong, they had to connect the local people with the travellers as they are looking to feel connected and have a deeper experience.
- Next example is from a client of ours, the British Medical Association: their mission statement is "to be the voice of British doctors“ When we first started working with them, it began as a complex Software Implementation and Systems Integration project, followed by a CX strategy. BY speaking to doctors to understand their needs, motivations and tasks, one of the insights we uncovered was that doctors wanted to speak to other doctors. That forum existed in the BMA's traditional events and conferences.
- The problem was that doctors increasingly had less time to attend these events and so online offered them a more suitable channel. The challenge was that for security reasons it wasn't possible to do this on social media, as topics doctors wanted to discuss with their peers included doctors being abused by patients, and other sensitive information. The culture at the BMA was so supportive to delivering an exemplary member's experience, together we changed our plans for the new digital platform, and have launched a bespoke, enterprise-wide, secure, social network for doctors that has seen fantastic adoption rates amongst the membership. Another positive for the BMA is that they now have access to real-time updates on the issues that are affecting doctors the most, helping them deliver to their mission to be the voice of British doctors.
- OK, so checklist time for culture: I've talked about a few examples of champions staying true to their mission statement and fostering a culture of delivering a great CX. If you're doing it right you should be saying yes to all these 4 things, and it should give you an idea on your CX fitness state. First on the checklist: Every organisation has a plan for business, but do you have a plan for where you want to take your customer? Especially the long term, if you want a 5-10 year relationship with your customer, how are you meeting their higher level human needs? Second, how are you using your metrics and data insights to inform decisions? Not just for sales and marketing tweaks, but informing new products, services and changes to your operating model Third is tying staff appraisals to CX targets. Businesses get caught up on benchmarking and surveys to see how they're doing - or looking just at sales targets. Really CX targets will be the long term measure of success for your business to drive longevity and sustainability. Investing in ways to solve CX issues. A tricky one, everyone has budgets for new things such as campaigns and capital projects but not many have budgets to solve problems using digital, and this is often because issues are identified at grass roots levels by customer facing staff. Distance between them and management means they aren't able to communicate and don't have the money - meaning traditional organisation structures fail.
- DAN
- How you gather data and insights Measurement and analysis is the foundation for understanding and improving your org’s CX. An on-going process of measurement and analysis combined with defining actionable insights allows you to make smart decisions, particularly around where to prioritise and continually improve. You’re seeking to understand through both quantitative and qualitative metrics, why and how your customers interact with you, what they thought of their interaction and the impact on your business of their views. It all really boils down to having a process for talking and listening to your customers and then using that insight.
- There is perhaps no better example of this than this. You may not recognise the organisation from this picture because this is actually where they started their business.
- You may recognise it now, it’s Alibaba the Chinese ecommerce giant
- Recently floated on the stock market for $AU 28 billion Responsible for more ecommerce in the world than Ebay and Amazon combined. What you are seeing is them monitoring their live interactions on all their different networks of Alibaba sites during from Single Person’s Day in China (like Valentine’s Day but the opposite) where singles buy themselves a gift. This year sold $1Bn US in 17 minutes What they are doing and the reason for this monitoring is so they can spot anomalies and trends across these interactions so they can they respond to trends and opportunities. They will identify an anomaly and assign this immediately to a team to investigate, prototype and build solutions around that either that issue or that opportunity. They have an incredible rate of improvement – something launches on their site – not just daily but hourly. This is because have their finger so firmly on the pulse in terms of what is happening in terms of their insights and data.
- You might not have that at your disposal in terms of monitoring software. You probably have something more like GA. Chances are it isn’t set up property or you aren’t using it very often, but you probably have it There is still so much you can do with GA that is overlooked. The problem is you can get bogged down in all the data, bogged down by how much there is to look at. However there are key things you can identity, that can start improve the customer experience, and see some opportunities straight away. I’ll show you some examples.
- We unearthed an interesting opportunity when looking at the analytics for Perth Arena. We worked with them to produce their mobile app and when reviewing the analytics it was clear that tablet users were using the app in a distinctly different way to mobile users. Customers using a tablet were buying more frequently and spending more when using a tablet than on other platforms. This trend made our next steps clear – build a tablet app to capitalise on this desire and activity and provide more tailored functionality suited to this customer behaviour. The new app offers the same functionality as the mobile app but goes further and provides a customised purchasing experience that is more suited to the tablet environment and the context of use, integrating easier browsing functionality as well as upselling opportunities that support business goals. Spotting of this trend and creating this new offering that instead of getting lost in that sea of analytics we were able to demonstrate something that is serving a better customer experience to those people that were browsing and buying tickets as well as delivering to the bottom line of increasing ticket sales.
- KLM airline is another great example. They have been using social networks FB and T for a long time now in order to improve their CX. They even tell people to get in touch on their Facebook or Twitter accounts as part of their flight announcements. As the plane is landing they say “Tell us about your experience today of FB or Twitter and we’ll respond within two hours.” They also publish their estimated response times on their website – they are very transparent about communications and make it easy to communicate with them. What it is interesting is they have been looking at the data for a long time now and because they have been so active on SM they’ve spotted an opportunity. One of the first things you are likely to do when you are going on holiday is ask your friends for advice and suggestions about your destination, using social media. They’ve picked up on this and in response have used this insight to develop this new product
- KLM – Must see map The Must see map. As a user I can go on and create a map of my destination, send a link to my friends via Facebook so rather than populating their suggestions on FB, they can populate their suggestions straight onto the map. I can then just reference the map while I’m away. No more having to trawl through my Facebook thread or search through emails and messages, it’s all consolidated into one place. For KLM, this provides huge amounts of insight into what people want to do, where people want to visit, where their customers are travelling and their interests and preferences, where people are interested in going next. This in turn is informing their future strategy about where they plan or add flight paths, and learning why people are travelling, is it for business or pleasure?
- As part of our work with Monash University, we have developed a new site to help prospective students, specifically school leavers. Making a decision around which university to choose is understandably a daunting task for a year 12 who is already struggling with school and all those evil hormones. Let’s not even start to consider how the parents are feeling! It is clear that providing quick and easy access to information could be the difference between a student choosing Monash University and a competitor. During this project we spoke to Year 12 students to learn and understand the issues they were facing during their final years at school and specifically identifying where the pain points were throughout their decision making journey. We were also able to learn directly from the users what key interactions would make their decision easier, validating assumptions and providing evidence for the end-solution. The final design centres on an event timeline that is tailored by areas of interest to the user. This streamlines the content for the user, helping them clear away the information that isn’t relevant to them and bring into focus the key information. For Monash, as a user registers for an event, their data is passed directly to the Customer Relationship Management software Salesforce, allowing the Monash recruitment team to track leads effectively. Capturing this data has been the biggest return for Monash. The enormous about of data the site has captured about this key group of users is enabling greater personalisation of recruitment activities, allowing Monash to create targeted, tailored and relevant customer experiences for prospective students.
- This brings up an interesting question about testing and how you go about collecting data. This screen shot in view here is from Coca cola’s ‘Liquid and Linked’ content strategy that they released in 2011. One of the things in this content strategy is that they recognised that they were testing the wrong way, they were engaging with their audiences in the wrong way. 20 percent qualitative testing, an outmoded and irrelevant tool. I love the speech caption… “If 10 is very good and 1 is very poor then blah blah blah… everyone at some point has had to sit through a boring focus group or something like that where you end up getting very structured, easily comparable at a large scale data but really what are you gathering in terms of insight, it’s too rigid, it’s too structured.
- Coke also said they were some other things wrong too - 20% static testing, 60% heavy executional link testing, basically they were getting huge amounts of data but it wasn’t giving them any insight. A ll it was doing was confirming what they were already doing, confirming or denying what they were already doing and not providing for any opening up of ideas or allowing ideas to get bigger and more relevant to audiences. As a result Coke was guilty, as are other organisations, of just churning out campaign after campaign, hoping that something would resonate and hit. Instead they are just spending lots of money adding to the noise. 2011 when they realised we have to recalibrate and do things differently.
- What Coke do now is more investment in conversational, real-time testing. Conversational – like what we did with Monash, having real conversations in a real environment WHAT DO YOU THINK ABOUT … Interact with something real versus sterile focus groups Iterative evolution of content. Instead of having to come up with idea after idea after idea, you start with something big and meaty and substantial as a concept and then you can grow this.
- And how have coke done it? Everyone has likely seen the coke bottle with their name on it. For a long time now, you haven’t been hearing that message – “Buying the world a coke”. It’s completely changed it’s positioning to Share a Coke with a friend. This came directly off the back off this content strategy, this content rethink. Start with something big and profound like “Why people want to drink coke?”, “What they want in life” and what they value as humans and use that to build and build and build, constantly testing and adapting so you develop something that has multiple streams, multiple applications, and can address multiple different audience needs.
- If you think about the Share a coke campaign and how this could have been a one-off gimmick but instead it has been allowed to grow and evolve it is really interesting. When you see the bottle with your name on it, it does connect and delight. Coke are now making coke bottles that you have to touch against another bottle to open it, it’s stuff like this that is starting to reposition coke in people’s minds so that is isn’t about interacting with a big brand but more about engaging with someone close to you, engaging with a friend of yours.
- Clever thing to do considering all they are really doing is selling fizzy sugar water, but with this concept they have actually managed to increase their sales - 7% increase in young adult sales since this has been rolled out. When you think about how difficult to achieve in this diverse especially with this younger person market and the challenge that Coca Cola as a big company faces, because coke, in terms of their business objective, their strategy is to grow. Their choice is to sell more to those already drinking coke and run into diabetes and obesity controversies or they can get more people to drink coke, reintroduce it to people new people who haven’t been drinking coke because they are tapping into a key value. This is what you can do when you do insights, feedback and data right.
- So, if you are exposed, you want to think about analysis. Checklist time – Engage users to understand changing needs – engaging them in a real and on-going basis Collate touch point data into a Single Customer View – because it’s not just good enough to know your web analytics, customer insights in the real world, maybe you have a survey or loyalty card data, you have to collate all of that and understand how that forms the completed person, the total single customer journey Compare past behaviour to current, for trends – looking for changes and anomalies, a bit like Alibaba Check marketing matches actual experiences and monitor its effectiveness – monitoring its effectiveness. COFFEEEEEEEE
- If you're a contender you're going to tackle the rational
- that's how your core offer stacks up against the competition. I touched on this briefly earlier, that core offer is about meeting basic customer needs. For example Apple's products include a lot of emotional design, but it still needs to just WORK, but there is no example better than an organisation improving the rational than Heinz.
- Heinz wanted to increase their sales, a challenge given that they were already market leader. If it had been approached from a marketing perspective, it might have meant more advertising If it has been approached from a product development perspective, it could have looked at changing the flavour or ketchup These options would have been expensive, and potentially disastrous.
- Instead, what Heinz did was approach it from a rational CX perspective: they looked at realised one of the biggest problems customers had with their ketchup: getting it out of the glass bottle!
- By taking a rational solution it made it easier for people to get the ketchup out of the bottle (a better experience) - and in doing so people actually used more ketchup, thus increasing Heinz's sales.
- I've included an example here to illustrate the point as to why the rational is important, even when you're not looking to sell a product. To care about the rational means how your CX stacks up against the competition. We live in a society that compares. From sofas, university degrees to the travel sector, reviews online, comparison sites, bloggers – all comparing you to other organisations. Your core offer has to stack up due to the transparency of this comparison world we live in.
- However, it's not all about fundamental, expensive and time consuming pushes to improve the rational, core offer. This is the new Virgin America site that went live not so long ago. It received a lot of positive feedback about the UX and the visual design, but what I really liked was actually the little things that helped avoid Virgin stacking up those negative reviews I just mentioned.
- Let's say there's a family holiday: I’m off to LA with my wife, the two little ones and we want to bring Bruno the Chihuahua…
- Normally, the terms and conditions would pop up and put you off, but actually it's very well written, funny, gives useful information but most importantly doesn't let you plus one for the pet until you've clicked the 'I understand, proceed' button. What this means is when we show up at the airport, we know that the pet carrier counts to the carry-on luggage, and our emotional outburst that might make it online as a negative review doesn't happen.
- There are really good examples of digital going above and beyond to improve the rational, core offer. Royal Caribbean Cruises. Have introduced wearable technology to allow customers to pay for things and access information by scanning their wristbands. How is this improving the rational offer? Cruises are a highly competitive industry and passengers have an expectation to be pamaered for and treated well. This means staff need to be on hand to be able to ensure that passengers experiences is being met. On the down side, one of the big concerns people have is that feeling of being trapped like cattle, so Royal Caribbean want to have staff to be able to direct passengers in busy areas, to quieter areas of the ship. So the wearable bands not makes the passengers feel more in control through the purchasing power on their wrists, but it keeps staff up to date on where inventories are running low as well as telling staff in real time where they're busy on the ship so they can direct staff to that area to move people through the ship, all supported by digital screens in rooms and public areas
- That's a fairly high end example. How many here have been to a music festival? If you’re anything like me, the biggest problem I have is getting around the site to see all the bands I want to get to, with enough time. Sometimes I want access to info regarding acts and it’s just not that easy. Coachella Music Festival in California have employed Beacon technology so imagine I want to get to see U2, or maybe a Cold Chisel comeback tour, the app will send me an alert to let me know I’ve got 10mins to walk from where I am to make the set. Or alternatively, 'you're too far away' so don’t even bother trying to get to see Bono! Think about how this could be used in your organisation: universities on an open day, at member conference exhibitions. It's about solving rational problems, and consider that it might be better to think of it as removing barriers, rather than trying to just 'add features'
- CBH: large grain handling, biggest agribusiness in Australia Growers in the fields: lack of access to critical information during harvest often resulting in missed opportunities and financial losses
- Mobile solution focused in touch and gesture controls: context: farmers with large hands and fingers needed to cater for. Fantastic adoption, critical info delivered, CBH have improved their core offer by focusing on what core services are useful to their customers
- In wake of the GFC, Tesco launched a bank. Tesco brought us in to help launch online travel insurance. When we engaged with prospective customers, we identified a new segment for the mobile customer: they were the more cash rich, double income no kids, luxury holiday types (the exact same who shopped at the city centre Tesco’s). This customer segment was less focused on price, and more focused on convenience, because many people fed back during user research that they often left it to the last minute – in the taxi going to the airport or even at the gate! We’ve all been there: I’ve packed everything and I asked you to do one thing! This challenged Tesco’s hypothesis that travel insurance on a phone wouldn’t work as normally there’s lots of Qs to provide a more accurate (and cheaper) quote we can give and beat out the competition. So we had identified a new market, proved that the mobile channel could work given the context of use, and finally we focused on the product itself: we worked with the Tesco product and legal team to radically cut down the number of questions asked, meaning a higher price and a more belt and braces product, including of course higher profit margins for Tesco – and we launched a new product, through mobile, to a new customer group and supplemented this by targeted advertising at airports. Results have been outstanding – Tesco have stormed ahead of the competition and it’s taken a couple of years for the competition to be able to get close to catching up.
- Checklist time. 1: Make sure products and services deliver to current core needs. Without problems, lack of customer and staff complaints 2: Push to make sure end to end processes are efficient: like Royal Caribbean using digital to manage their inventory 3: Make sure prices are fair and quality is high: Tesco for example 4: easy to transact no matter which touch point your customers are interacting with you
- Last one. Harnessing the emotional, how you elevate and delight your audiences. This is really the sky’s the limit and totally depends on the sector you’re in, business objectives, and types of consumers you are trying to attract how far you should go in terms of elevating and delighting your audiences. Now you are champion status, at the top of that pyramid and more likely to turn people into lifetime supporters and ambassadors of your organisation. So we’re going to look at a couple of crazy examples for inspiration and a couple of more practical ones before rounding off with our checklist.
- Back to the mission statement. Now you probably recognise this one “To be the most magical place on earth’
- Which of course, is Disney. Now the way Disney is living up to their mission statement now is by implementing wearable technology but they have taken this a step further.
- These ‘Magic bands’ give you access to rides, the shuttle to your hotel, even unlocking your hotel door!
- Where these really elevates beyond expectations is the precision of the technology involved in these magic bands, means that if you book a character interaction, Mickey is going to meet you as you and your family walk through the park, the character can make a beeline straight for you, even in a crowded space because the bands know exactly where you are in the park, know your children’s names and know it’s your son’s birthday and so on. You feel like the best parent in the world. Bit creepy/big brotherish but when you think about the target demographic – tired and time poor parents, Disney is expensive, you do it for the kids, this is a boon, and is shifting the perception for these parents of Disney to a hassle free experience, they realise that everything is going to be taken forward – no longer having to juggle tickets and keys but instead, the park comes to them – and the fear of a lost child diminishes too!
- They even have a service you can opt in to (for a fee) where they can take photographs for you as you and your family go about the park. Using the geo-location of your band and the high definition cameras throughout the park, so your still photos can be hosted on their site and available for you when you’ve finished your holiday.
- And the way they are positioning this is insightful - “Now Dad gets to be in the photos too!” Our CEO loved the plan – “I never get to be in the photos!”
- This is another fun example. This is still in the prototype stage, these are happiness blankets from British Airways. Think about the first class travel market and how competitive it is, you are asking customers to pay a huge amount of money to still essentially be on an air plane, despite a bigger chair and more food and drink. Designed for the first class market, these blankets use blue tooth headset technology to monitor brain activity and change the colour of the blanket based on how relaxed you are. There was a quote from one of the test participants who, when he was sipping his champagne, his blanket started to change colour. Elevating and delighting customers! Now this is a rather far-fetched and frivolous example but this doesn’t mean that there aren’t more practical implementations.
- Community involvement Meets user needs Not utilitarian
- Customer Experience champions harness emotion in a lot of ways. The Western Australian Museum has brought together the physical and digital experience consumers can have of its newly opened National Anzac Centre with a mobile-optimised website that interacts with the Albany, WA site.
- Visitors to the centre receive one of 32 character cards focusing on real soldiers in the First World War. By scanning these in card readers throughout the Centre, the visitor receives customised content based on the experiences of that particular person in the war. At the end of the exhibit, visitors are asked to leave a tribute or comment about their character’s experiences.
- Proposition Pay a little more for a better quality service Mints Magazines
- Champions are harnessing the emotional Checklist Interactions elevate the customer socially – helping them be connected with others or be seen as being more popular or knowing among others. Customers personally identify with the brand and go out of their way to recommend – you can tell really easily if that is happening or not. Success in life is increased by continual interactions – goes back to the start - do you have a plan of where you want the customer to be in many years to come, if they are a loyal customer what will they get out of it over the long term? And you can’t just say savings either. Customers feel listened to, appreciated and valued – that again, is full circle, those customer facing staff need to feel empowered, the senior staff need to value the customers to be able to empower their staff and so on. It all comes back together.
- However unique you believe your company to be, your hyper-connected customers, faced with unlimited choice and unprecedented ease of access, will increasingly see you as just one of many. So how do we win the hearts and minds of our customers and distinguish ourselves from the competition?.
- As we have been through this morning, it is the development and continual improvement of the Customer Experience that holds the key to survival. Whether your ‘customers’ are members of your organisation, students at your university, clients of your firm or patients at your hospital, they all share the same emotional, irrational and often unpredictable attributes that make us human.
- To quote the late Maya Angelou “………” This is the very essence of Customer Experience. Although Customer Experience is in danger of becoming simply the latest industry buzz phrase, it’s too important to merely pay lip service to. Instead it is the new frontier in the fight for competitive advantage and perhaps the only way you can truly differentiate your company, products and services. What’s more, it’s also the best opportunity you have to inject your organisation’s personality into your offer, a personality vital in today’s world of social media and digital transparency. If there’s one thing we would like you to take away from today, it’s focusing your organisation around answering this question: