SDL Innovate 2012 Keynote: Transforming the Global Customer Experience - Shaun Smith

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At SDL's European Innovate Events the Keynote was delivered by Shaun Smith who looks at what is needed to build a well-rounded Customer Engagement platform for your customers and your company.

Slide Detail
1. Intro
2. From Products to Experiences
3. Apple Example
4. Why Customer Experience Matters
5. Globally Consistent vs. Locally Appropriate
6. The Six Disciplines Needed
7. The Need for Strategy
8. CXM Strategy – The Six Step Process
9. CXM Strategy – Insight
10. First Direct
11. Brands as Curators
12. What do Customers Value?
13. Lexus
14. CXM Strategy – Your Brand Promise
15. What Do These Brands Stand For?
16. What Does Your Brand Stand For?
17. CXM Strategy – Experience Design
18. Burberry
19. Burberry
20. Burberry
21. Burberry
22. Burberry
23. Burberry
24. Social Revolution
25. Contact Centre Evolution
26. Zappos
27. Getting It Wrong with Social Media
28. Getting It Right…
29. The New Social Status
30. CXM Strategy – Internal Alignment
31. TNT Express
32. A Great Company To Do Business With
33. A Great Place To Work
34. Customer Experience
35. CXM Strategy – External Communication
36. KFC
37. KFC
38. Pepsi
39. How Did Starbucks Get It Right?
40. CXM Strategy – Measurement
41. Make Measurement ‘ Just-in-Time’ and Personal
42. Managing the Experience
43. The Six Disciplines Needed

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  • A perfect example is the IPod and iPhone.MP3 players were initially sold on basic functionality and price and were rapidly becoming commoditised. Apple shifted the competitive ground by improving functionality through a very cool design and then introducing iTunes, a value-added service. It then moved to competing on the experience. Apple had introduced 326 stores worldwide by the end of 2011. 50 million customers visit annually and the average revenue per store was a massive $34m. Total retail store sales in 2010 was 9.8billion so Apple has quite clearly moved to become an experience brand that people feel passionate about rather than a pure product brand.
  • Thought this would be a good story before we look at a few channel preference slides. We kept the channel section small because we plan to do a larger Q4 webinar of CHANNELS; didn’t want to give the farm away.
  • It’s not just what people are doing on the internet, but how they are accessing it is changing too.Look at how many smart phones, how many tablets are in use today. The iPad has only being around for 1 year. We see our customers using these devices more and more.
  • Dave CarrollUnited Breaks Guitars9.5 million views
  • They quickly realised that the general levels of customer service were pretty low and that by focusing on differentiating in this area whilst their competitors were focusing on traditional above the lime marketing they could win market share cost effectively. So they created this vision statement. But there was a problem. In order to give better experience you need better people and the labour market in China is very cheap and commoditised.
  • They quickly realised that the general levels of customer service were pretty low and that by focusing on differentiating in this area whilst their competitors were focusing on traditional above the lime marketing they could win market share cost effectively. So they created this vision statement. But there was a problem. In order to give better experience you need better people and the labour market in China is very cheap and commoditised.
  • So they created an innovative strategy that started with customer insight and then created a culture of customer focus supported by new processes to create the desired experience. They needed to move from a command and control culture to one where people were empowered.But how do you go about creating a completely innovative company culture?The answer was to study Chinese culture and apply it in a very different context.There is a Mandarin word called ‘Guanxi’ which means relationships. Confuscious philosophy teaches allegiance to the family, the neighbours and then the village- in other words your network. The problem with many organisations in China is that they pay little attention to this and because wage rates are so low employees will leave for a dollar or two more because relationships within the company are not strong enough to bind them.Iman decided to harness this traditional force and bring it bang up to date.
  • Notes:
  • SDL Innovate 2012 Keynote: Transforming the Global Customer Experience - Shaun Smith

    1. 1. TRANSFORMING THE GLOBAL CUSTOMER EXPERIENCE
    2. 2. FROM PRODUCTS TO EXPERIENCES Customer loyalty Experiences Emotional • Consistent • Intentional Services • Different • Valuable Valuable Products FunctionalCopyright Smith+Co. 2012 All rights reserved.
    3. 3. 3
    4. 4. WHY CUSTOMEREXPERIENCE MATTERS  86% will pay more for a better customer experience  89% stopped doing business following a poor customer experience  79% of consumers who voiced complaints online were ignored  36% of consumers cite personalised experiences as the reason they stay with a brand  33% consumers cite brand reputation as the reason they stay with a brand Source: Right Now 2011 Customer Impact Report
    5. 5. GLOBALLY LOCALLYCONSISTENT APPROPRIATE
    6. 6. THE SIX DISCIPLINES NEEDED Translating global brands into a local STRATEGY customer experience strategy UNDERSTANDING Developing a clear understanding of each local customer base Designing locally relevant customer DESIGN experiences CULTURE Building a global customer-centric culture Tracking both global and local metrics in MEASUREMENT order to measure success Implementing global customer experience GOVERNANCE governanceForrester report. Global Processes to help deliver local customer experiences. August 2012
    7. 7. THE NEED FOR STRATEGY 86% of executives said that Customer Experience was their top priority this year Improving the on-line and cross-channel customer experiences are their main objective A lack of clear strategy is the number one obstacle to improving customer experience Forrester report. The State Of Customer Experience 2011
    8. 8. CXM STRATEGY - THE SIX STEP PROCESS INSIGHT Customer values MEASURE DEFINE and sustain Your brand success promise Transforming the global customer experience ENGAGE DESIGN your external your audience experience ALIGN your organisationCopyright Smith+Co. 2012 All rights reserved.
    9. 9. CXM STRATEGY - INSIGHT INSIGHT Customer values MEASURE DEFINE and sustain Your brand success promise Transforming the global customer experience ENGAGE DESIGN your external your audience experience ALIGN your organisationCopyright Smith+Co. 2012 All rights reserved.
    10. 10. “ What First Direct did was to realizethat people were changing their habitsand would want to bank 24 hours aday, 7 days a week. So that was theinsight… I think all great brands haveinsight.Peter Simpson, Commercial Director
    11. 11. BRANDS AS CURATORS
    12. 12. WHAT DO CUSTOMERS VALUE?12
    13. 13. CXM STRATEGY – YOUR BRAND PROMISE INSIGHT Customer values MEASURE DEFINE and sustain Your brand success promise Transforming the global customer experience ENGAGE DESIGN your external your audience experience ALIGN your organisationCopyright Smith+Co. 2012 All rights reserved.
    14. 14. WHAT DO THESE BRANDS STAND FOR?
    15. 15. WHAT DOES YOUR BRAND STAND FOR?
    16. 16. CXM STRATEGY – EXPERIENCE DESIGN INSIGHT Customer values MEASURE DEFINE and sustain Your brand success promise Transforming the global customer experience ENGAGE DESIGN your external your audience experience ALIGN your organisationCopyright Smith+Co. 2012 All rights reserved.
    17. 17. 12 MILLION FOLLOWERS
    18. 18. SOCIAL REVOLUTIONFacebook mobile users are 2X more active than desktop users.Source: Gartner Research; Smartphone, Tablet, and PC Forecast, December 2010.
    19. 19. CONTACT CENTRE EVOLUTION Efficient Experiential • IM (Interaction Management) • CEM • Inbound • Multi-directional and channel • Cost focused • Customer focused • Customer Support • Customer AdvocacyEfficiency Effective • CRM Inefficient/Ineffective • Outbound • Revenue focused • Customer Loyalty EffectivenessCopyright Smith+Co. 2012 All rights reserved.
    20. 20. GETTING IT WRONG WITH SOCIAL MEDIA
    21. 21. GETTING IT RIGHT…
    22. 22. THE NEW SOCIAL STATUS © Copyright Smith+Co 2012 All rights reserved.
    23. 23. CXM STRATEGY – INTERNAL ALIGNMENT INSIGHT Customer values MEASURE DEFINE and sustain Your brand success promise Transforming the global customer experience ENGAGE DESIGN your external your audience experience ALIGN your organisation © Copyright Smith+Co 2012 All rights reserved.
    24. 24. A GREAT COMPANY TO DO BUSINESS WITH We will be the preferred choice for international express users in China because we offer the best customer experienceTNT Global Express China mission
    25. 25. A GREAT PLACE TO WORK We will be the preferred choice for employees in China, because we have the most exciting company cultureTNT Global Express China mission
    26. 26. UNDERSTAND OUR CUSTOMERS“Sure We Can” EFFECTIVE CULTURE PROCESSES CUSTOMER EXPERIENCE
    27. 27. CXM STRATEGY – EXTERNAL COMMUNICATION INSIGHT Customer values MEASURE DEFINE and sustain Your brand success promise Transforming the global customer experience ENGAGE DESIGN your external your audience experience ALIGN your organisationCopyright Smith+Co. 2012 All rights reserved.
    28. 28. ‘finger lickin’ good’Finger Lickin’ Good Eat Your Fingers Off
    29. 29. It takes a strong man to make a tender chicken It takes an aroused man to make achicken affectionate
    30. 30. come alive with the Pepsi generationPepsi will bring yourancestors back from the dead
    31. 31. HOW DIDSTARBUCKSGET IT RIGHT?• Think different• Position smart• Brand global• Partner local• Commit long-term
    32. 32. CXM STRATEGY - MEASUREMENT INSIGHT Customer values MEASURE DEFINE and sustain Your brand success promise Transforming the global customer experience ENGAGE DESIGN your external your audience experience ALIGN your organisationCopyright Smith+Co. 2012 All rights reserved.
    33. 33. MAKE MEASUREMENT JUST-IN-TIME AND PERSONAL
    34. 34. MANAGING THE EXPERIENCE Marketing Brand image Brand promise CEO Human Operations resources Brand delivery42 © Copyright Smith+Co 2008. All rights reserved.
    35. 35. THE SIX DISCIPLINES NEEDED Translating global brands into a local STRATEGY customer experience strategy UNDERSTANDING Developing a clear understanding of each local customer base Designing locally relevant customer DESIGN experiences CULTURE Building a global customer-centric culture Tracking both global and local metrics in MEASUREMENT order to measure success Implementing global customer experience GOVERNANCE governanceForrester report. Global Processes to help deliver local customer experiences. August 2012
    36. 36. You can download the free‘Bold-how to be brave inbusiness’ app from Apple.http://www.boldthebook.com

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