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    8 Customer Experience Megatre 8 Customer Experience Megatre Document Transcript

    • Temkin  Group  Insight  Report   Eight  Customer  Experience   Megatrends   Looking  Ahead  To  The  Next  3  To  5  Years   By  Bruce  Temkin   Customer  Experience  Transformist   &  Managing  Partner   Temkin  Group   May  2010   Temkin  Group   info@temkingroup.com   617-­‐916-­‐2075   www.temkingroup.com  
    • Eight  Customer  Experience  Megatrends   As  we  examined  the  changes  going  on  across  companies,  we   idenQfied  the  following  eight  trends  that  would  have  a  major   impact  on  customer  experience  efforts  over  the  next  3  to  5  years.   1.  Customer insight propagation… customer insights will drive decisions across the company 2.  Unstructured data appreciation… text analytics will become a critical capability 3.  Customer service rejuvenation online interactions will increasingly use touch-screens 4.  Loyalty intensification… loyalty metrics will be a major element of executive dashboards 5.  Interaction iPod-ization… online interactions will increasingly use touch-screens 6.  Social media assimilation… social media will get absorbed into the fabric of companies 7.  Digital/physical integration… experiences will blend mobile devices with retail locations 8.  Cultural renovation… engaging employees will become a key stepping stone for engaging customers Page   2   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • Megatrend  #1:   Customer  Insight  Propaga>on   Inside  of  companies,  most  decisions  are  made  without  any  real   customer  insight.  People  may  have  some  pieces  of  informaQon   about  something  that  has  to  do  with  customers.  But  oYen  Qmes   it’s  spo[y  or  outdated.     Companies  are  increasingly  recognizing  that  they  need  to   integrate  a  deeper  understanding  of  their  customers  throughout   their  company.  That’s  why  Voice  of  the  Customer  (VoC)  programs   are  one  of  the  most  popular  customer  experience  efforts.  A  new   cadre  of  vendors  are  making  it  easier  to  collect,  analyze,  and  share   customer  informaQon  broadly  across  just  about  any  organizaQon.   Key  implicaQons:     •  More  companies  will  create  centralized  customer  insight   teams  to  capitalize  on  a  very  underuQlized  asset,  customer   insight.   •  Market  research  budgets  will  shiY  away  from  project-­‐based   efforts  to  ongoing,  conQnuous  voice  of  the  customer  (VoC)   programs.   •  Companies  will  develop  processes  for  reacQng  more  quickly   to  customer  feedback   Page   3   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • Megatrend  #2:   Unstructured  Data  Apprecia>on   Customers  have  shared  their  feedback  since  the  beginning  of   Qme.  But  companies  haven’t  had  a  way  to  deal  with  those   responses,  so  they’ve  forced  customers  to  translate  their  rich   thoughts  into  simplisQc  mulQple-­‐choice  responses.  Deep  feelings   about  a  company  get  truncated  into  a  5-­‐point,  7-­‐point,  or  even  11-­‐ point  scale;  making  it  difficult  to  uncover  unexpected  issues  or  dig   deep  into  “why”  things  are  happening.   New  applicaQons  are  making  it  considerably  easier  to  analyze   unstructured  data  like  comments  on  surveys,  call  center   verbaQms,  or  social  media  discussions.  These  text  analyQcs   applicaQons  can  quickly  process  thousands  of  pieces  of   unstructured  data  and  discern  what’s  making  customers  happy  or   what’s  making  them  upset.   Key  implicaQons:     •  There  will  be  an  explosion  of  text  analyQcs  applicaQons   within  companies  as  they  see  the  power  of  this  emerging  tool   •  Companies  will  increasingly  idenQfy  and  collect  unstructured   sources  of  data  from  inside  and  outside  their  organizaQon   •  Customer  feedback  systems  will  become  less  reliant  on   mulQple  choice  survey  quesQons   Page   4   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • Megatrend  #3:   Customer  Service  Rejuvena>on   As  companies  have  become  more  “professional”  over  the  last   several  decades,  they’ve  labeled  customer  service  as  a  cost-­‐center.     As  a  result,  the  focus  has  been  on  cost-­‐reducQon  and  operaQonal   efficiency.  That’s  why  many  companies  moved  large  porQons  of   their  customer  contacts  to  lower-­‐cost  regions  of  the  world.   Unfortunately,  this  cost-­‐squeeze  has  created  many  poor   experiences  for  customers.     As  companies  do  touchpoint  analyses  and  customer  journey   maps,  they  oYen  find  that  customer  service  is  a  key  “moment  of   truth”  for  customers.  This  analysis  opens  their  eyes  to  the  reality   that  poor  customer  service  is  creaQng  a  very  negaQve  percepQon   of  their  brand.   Key  implicaQons:     •  Customer  feedback  metrics  will  displace  some  purely   operaQonal  metrics  like  average  handle  Qme  (AHT)  as  key   measurements  for  contact  centers   •  Companies  will  shiY  high-­‐impact  interacQons  away  from   purely  low-­‐cost  contact  center  locaQons  and  providers   •  Companies  will  increased  investment  in  agent  desktop   technologies  and  training     Page   5   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • Megatrend  #4:   Interac>on  iPod-­‐iza>on   One  of  the  major  reasons  that  computers  became  mainstream   was  the  adopQon  of  a  common  entry  device,  the  QWERTY   keyboard,  which  was  invented  in  the  late  1800s  for  typewriters.   This  standard  interface  freed  technology  providers  from  invesQng   in  training  customers  on  data  input.     But  a  keyboard-­‐based  QWERTY  device  is  not  the  ideal  interface  for   the  next  generaQon  of  digital  devices.  Fortunately,  Apple’s  iPod   (and  iPhones,  iPads)  are  doing  the  same  thing  that  QWERTY  did   over  100  years  ago,  teaching  myriads  of  people  how  to  interact   with  a  touch-­‐screen.   Key  implicaQons:     •  There  will  be  an  increasing  number  of  touch-­‐screen   interfaces  on  all  types  of  products,  especially  where   keyboards  are  impracQcal.   •  New  soYware  applicaQons  will  emerge  that  take  advantage  of   this  richer,  quicker  interface.   Page   6   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • Megatrend  #5:   Loyalty  Intensifica>on     Since  the  Harvard  Business  School  was  created  100  years  ago,  a   cadre  of  MBAs  and  future  execuQves  have  been  trained  to   opQmize  shareholder  value.  So  companies  have  run  their  business   on  quarterly  results  like  sales,  profits,  and  capital  expenditures.   Why?  Because  they  had  access  to  that  data.   Over  the  last  several  years,  many  execuQves  have  realized  that   shareholder  value  is  not  an  objecQve;  it’s  actually  the  outcome  of   building  stronger  customer  loyalty.    Companies  have  started  to  use   measures  like  Net  Promoter  Scores  (NPS)  to  establish  clear  metrics   around  loyalty.   Key  implicaQons:     •  ExecuQve  teams  will  increasingly  add  loyalty  metrics  to  their   monthly  and  quarterly  business  dashboards   •  Financial  analysts  will  increasingly  look  for  loyalty  metrics  as   a  part  of  quarterly  earnings  calls   •  Companies  will  increasingly  invest  in  understanding  and   affecQng  the  drivers  of  customer  loyalty   Page   7   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • Megatrend  #6:   Social  Media  Assimila>on   The  meteoric  rise  of  social  media  sites  like  Facebook,  TripAdvisor,   and  Twi[er  has  generated  a  lot  of  acQvity  and  interest.  Most   companies  have  established  some  Social  Media  teams  and   programs.     But  Social  Media  is  not  really  a  new  thing  for  companies;  it   represents  just  another  interacQon  channel  with  customers.   Companies  will  increasingly  fold  Social  Media  acQviQes  into  the   core  acQviQes  of  the  company.   Key  implicaQons:     •  Customer  service  organizaQons  will  become  increasingly   social;  blending  agent  interacQons,  self-­‐service  applicaQons,   and  mulQ-­‐channel  knowledgebases  with  customer-­‐to-­‐ customer  interacQons   •  Social  media  listening  efforts  will  get  incorporated  into   overall  voice  of  the  customer  (VoC)  programs.   •  Social  media  tools  like  wikis,  Facebook,  and  blogs  will  be   increasingly  used  to  facilitate  and  sQmulate  communicaQons   within  organizaQons.   Page   8   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • Megatrend  #7:   Digital/Physical  Integra>on   As  mobile  phones  become  an  increasingly  important  digital   device,  online  experiences  are  no  longer  limited  to  homes  and   offices;  they  can  happen  anywhere.  Consumers  can  go  online   while  they  are  doing  acQviQes  like  browsing  through  a  mall  or   eaQng  at  a  restaurant.    In  addiQon,  iPhones  introduced  consumers   to  the  noQon  of  task-­‐specific  applicaQon  downloads.       In  this  environment,  companies  can  no  longer  think  about  online   as  a  separate  and  disQnct  channel.  They  will  need  to  design   experiences  that  blend  together  online  and  offline  interacQons.   Key  implicaQons:     •  A  customer’s  locaQon  will  be  an  increasingly  important  piece   of  meta  data  that  companies  use  to  customize  interacQons   •  MulQ-­‐channel  experience  teams  will  emerge  to  design  mobile   applicaQons  within  retail  stores   •  MarkeQng  teams  will  increasingly  incorporate  mobile  devices   in  mulQ-­‐channel  markeQng  campaigns     Page   9   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • Megatrend  #8:   Cultural  Renova>on   Companies  are  increasingly  recognizing  that  “unengaged   employees  can’t  create  engaged  customers”  which  is  one  of  my     “6  Laws  Of  Customer  Experience.”  So  many  firms  are  starQng  the   process  of  focus  on  the  culture  of  their  firms;  making  sure  that   they  create  an  environment  that  aligns  employees  with  the  vision,   mission,  and  brand  of  the  company.   Cultural  change  takes  several  years  to  take  hold;  so  significant   changes  won’t  show  up  in  companies  immediately.  But  when   change  happens,  it  will  very  difficult  for  compeQtors  to  replicate.       Key  implicaQons:     •  HR  execuQves  will  be  increasingly  tapped  to  lead  strategic   culture  iniQaQves   •  “Manage-­‐by-­‐the-­‐numbers”  senior  execuQves  will  get   replaced  by  more  employee-­‐centric  leaders     •  Companies  will  increasingly  define  and  discuss  their  core   values     Page   10   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • About  the  author,  Bruce  Temkin   Bruce Temkin, Customer Experience Transformist & Managing Partner of Temkin Group, is widely viewed as a leading expert in how organizations build differentiation with customer experience. He has worked with hundreds of large organizations on the business strategies, operational processes, organizational structures, leadership, and culture required to create and sustain superior customer relationships. Bruce is the author of the blog Customer Experience Matters (experiencematters.wordpress.com) which is one of the most popular blogs on customer experience. He regularly posts insights on topics such as customer experience, branding, and leadership. During his 12 years with Forrester Research, Bruce led the company's business-to-business, financial services, and customer experience practices. As a Vice President & Principal Analyst, he was the most-read analyst in the company for 13 consecutive quarters and was one of the most highly demanded consultants and speakers in the industry. Bruce authored several Forrester’s most popular research reports on customer experience and created Forrester’s Customer Experience Index, which rates more than 100 firms on their overall customer experience. Bruce has been widely quoted in the press, including such media outlets as New York Times, Los Angeles Times, and Business Week. An accomplished public speaker, Bruce has delivered keynote speeches at many company and industry events. Bruce holds a master’s degree from the MIT Sloan School of Management, where he concentrated in business strategy and operations. He also holds an undergraduate degree in mechanical engineering from Union College. Page   11   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com  
    • About  the  Temkin  Group   Temkin Group is a customer experience consulting firm. We have one simple goal for our clients: increase customer loyalty by becoming more customer- centric. Any company can improve portions of its customer experience. But it takes more than a few superficial changes to create lasting differentiation. The Temkin Group combines customer experience thought leadership with a deep understanding of the dynamics of large organizations to help senior executives accelerate their customer experience efforts. We work with our clients to build four critical competencies: Purposeful Leadership, Engaged Employees, Compelling Brand Values, and Customer-connectedness. Temkin Group was founded based on four core beliefs: 1.  Customer experience drives loyalty. Our research and work with clients has shown that interactions with customers influences how much business they’ll do with you in the future and how often they recommend you to friends and colleagues. 2.  Improvement requires systemic change. Companies can improve customer interactions in isolated areas, but they can’t develop competitive advantage until customer experience is embedded in their operating fabric. 3.  It’s a journey, not a project. Building the capabilities to consistently delight customers doesn’t happen overnight. Companies need to plan for a multi-year corporate change initiative. 4.  We can help you make a difference. Transformation efforts aren’t easy, but leading your company to be more customer-centric is worth the effort. Temkin Group can help organizations accelerate their results and avoid many of the bumps along the way. Page   12   Copyright  ©  2010  Temkin  Group.  All  rights  reserved.   www.temkingroup.com