Quantifying Customer Experience - Presented at Customer Experience Design 2013

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Quantifying Customer Experience - Presented at Customer Experience Design 2013

  1. 1. 1Quantifyinggreg StewartSMS Management & Technologywww.smsmt.com@clarityrules#CX136 may 2013of customeranalytics
  2. 2. questions
  3. 3. A CX LEADER’S CHALLENGEandtotry and make a difference?If I do, will it be
  4. 4. CFOThey count . They want .
  5. 5. customer analytics practices
  6. 6. 1.0 2.0 3.0 4.0four eras
  7. 7. Thurston HowellCrystal BallTripFall1.0 2.0 3.04.0
  8. 8. 1.0 2.0 3.0 4.0
  9. 9. to get from youryou are usingWhatQuestionsthings that you canaskyou can ask questionsand answers are returnedHow youexploredata
  10. 10. 1.0outinside
  11. 11. 1.0era 1.0 – inside out
  12. 12. 1.0main symptom of 1.0:A is justtheof each business unit.
  13. 13. he isn’t.to get from yourWhatQuestionsHow youexploredata
  14. 14. 2.0inoutside
  15. 15. era 2.0 – outside in
  16. 16. :Customer’s Point of Viewentity identificationtop process owners
  17. 17. Guiding PrinciplesCustomer JourneyOpportunitiesSMS ServicesRIGHT VISIONSTAGESACTIVITIESDOINGTHINKINGFEELINGTrip Initiation Enrolment Finalise Trip Post-TripCollege e-Enabled Field Trip Experience Map• Where should I organise the trip?• When is a good time to go?• What processes do I need to follow?• I’m excited about this trip!• I’m worried it won’t get approval from the PrincipalObtain approval Schedule resources Give permissionView itineraryGo paperless &move towardsonline processesAdopt automatedworkflow wherepossibleIntroduce “cloud”spaces for remotecollaborationDevelop web forms,portals, and appsBuild platforms topush notifications toSMSs & emails• Do we have enough information about this trip?• How much will this cost?• Who else is going?• Can we pay online?• Happy that Wesley College allowed us to nominate the preferredcommunications channel• Wish we are able to see other parents’ responses• I need to have an up-to-date view of the responses tohelp me finalise arrangements• What do I do if there is not enough responses?• Stressed that this is taking longer than expected• Worried about getting things wrongRIGHT INVESTMENT RIGHT INFORMATION RIGHT INTEGRATION RIGHT OUTCOMESSubmit internaltrip request formMr. Smith(HistoryTeacher)Receive tripapprovalOrganise volunteers,buses, etc.Mr & MrsLincoln(Parents)View tripitineraryReceive tripdetailsSubmit permission slipsMake paymentMr. Smith(HistoryTeacher)MonitorresponsesAnswerquestionsConfirmarrangementsNotify parentsReceiveconfirmationFor queries / difficulties encounteredConsolidate responses Schedule resources Gather feedback Share experienceMr. Smith(HistoryTeacher)Mr & MrsLincoln(Parents)Sarah(Student)Share photos• I need to know if the students enjoyed themselves• Next time, I will need to plan more carefully• Excited to share photos with students and parentsOrganise paymentDiscussexperienceGettripratingsAllow knowledgere-use anddiscoveryEncourage sharing& participationsthrough onlinecommunitiesBuild-in intelligenceto merge & reportinformation fromdisparate sourcesTripTripoccursParticipateFor unexpectedchangesContinuous, non linear Non linear, but time basedLinear ProcessesBusiness Performance Improvement (BPI)Information & Data Management (IDM)Systems Integration (SI)Program & Project Services (PPS)Project ManagementSystem Architecture Social Media IntegrationBusiness IntelligenceCustomer Experience ImprovementWorkflow AutomationTransformationBusiness Case
  18. 18. Experiences have a life cycle19
  19. 19. Experiences have a life cycle20Want Consider Evaluate Buy Experience Advocate Bond
  20. 20. Social media monitoring
  21. 21. IMAGE – TWITTER, FACEBOOKSentiment analysis
  22. 22. 23BI Reports
  23. 23. top process ownersentity identificationcustomer journey mappingCustomer decision journeySocial media monitoringChief Customer OfficerCustomer satisfaction:Customer’s Point of View
  24. 24. 2.0 analytics activitiesMeasuringTickGeneratingshowingperformance andstats bybusiness unit/productetc…Tick
  25. 25. oh dear…a little knowledge is adangerous thinggood idea,bad executionall the kit, butstill pretty s#&t
  26. 26. some
  27. 27. some
  28. 28. some
  29. 29. some
  30. 30. some
  31. 31. WhyQAAnswers notcorrelated withrevenue
  32. 32. customerdelightingexceeding expectationsExcellence
  33. 33. Recall
  34. 34. Question: Strong correlation togrowth?4%Source: Satmetrix: The Power behind a single number,
  35. 35. chasing
  36. 36. funding
  37. 37. he isn’t.he is asking questionsanswers are and in fixed structuresWhatQuestionsHow youexploredatato get from your
  38. 38. something
  39. 39. 3.0in –but betteroutside
  40. 40. era 3.0 – business outcomes
  41. 41. BetterQuestion
  42. 42. to get from youryou are usingWhatQuestions
  43. 43. A CX LEADER’S CHALLENGEandtotry and make a difference?If I do, will it be
  44. 44. of CX measureQuantitativeQualitativeOutcome(what happened to the customer?)(how did they feel about it?(What will they do as a result?)
  45. 45. The high priest of Loyalty research
  46. 46. Net Promoter ScoreProbably the most measure of customer intentionOpen Source SimpleSurprisingly Robustand versatile
  47. 47. Legitimising investment incustomer experience
  48. 48. Question: Strong correlation togrowth?80% 4%Source: Satmetrix: The Power behind a single number,
  49. 49. what’s itwhat’s the of loyalty?from a to a ?by 10 points?
  50. 50. Value estimate the of theaverage customer in each segment1.Look at thebetween , and2.Hypotheses – find in yourexperience design that affect NPS3.Work on those4.
  51. 51. NPS Gives TEETH to customermetrics1.0 1.0 1.0
  52. 52. NPS Gives TEETH to customermetrics1.0 1.0 1.0wallet share
  53. 53. NPS Gives TEETH to customermetrics1.0 1.0 1.0retentionwallet share
  54. 54. NPS Gives TEETH to customermetrics1.0 1.0 1.0referralsretentionwallet share
  55. 55. NPS Gives TEETH to customermetricsbad-mouthingcost to servewallet share1.0 1.0 1.0referralsretentionwallet share
  56. 56. Your industry’s & YOURS7.6xreferralscost to servewallet sharebad-mouthingcost to servewallet share1.0 1.0 1.0
  57. 57. 1.01.90.65NPS Gives TEETH to customer metrics
  58. 58. Some examples
  59. 59. Cautionary tales“NPS is , but it’s .There are lots of things youhave to do to andmake it .
  60. 60. cautionary tale - samplingPromoters45%Neutrals 22%Detractors33%
  61. 61. cautionary tale - samplingPromoters45%Neutrals 22%Detractors33%Promoters20%Neutrals 29%Detractors51%
  62. 62. 64“ ”Our NPS is 20A guy from (a well-known Australian Brand), two months agocautionary tale – oversimplifying
  63. 63. What’s good?
  64. 64. Segment – with a two tier systemTier oneOverallTier twoDiscretedetails
  65. 65. Associate
  66. 66. Actionable insight0.56499lorem0.56499lorem0.56499ipsum0.56499ipsumRelated to aRelated toRelated toRelated to aRelated to a
  67. 67. Use NPS to prototype serviceit creates afor leaders
  68. 68. to get from youryou are usingWhatQuestions
  69. 69. to get from youryou are usingWhatQuestionsyou can ask questionsand answers are returnedHow youexploredata
  70. 70. datadisco-very
  71. 71. 73AnalyticExtensive data modelingtorespondWorks withinIssues with traditional BI
  72. 72. reporting isn’t good enough“ isso last year.”
  73. 73. exploring beats reporting“link.”
  74. 74. 76BI Reports
  75. 75. BI ReportsBusiness discovery
  76. 76. Business DISCOVERY over BusinessIntelligenceNPS DataCRM DataSegmentationDataServices OwnedDataBilling infoChurnIVR Data - #calls,route, scriptsFinancial DataUsage dataService outagesProvisioning infoASSOCIATED IN INSIGHTENGINEYOUR DATA EXPLORE & DISCOVERTHAT POSES AQUESTIONLEADS TO ATHOUGHTIDEALEADING TOINSIGHT
  77. 77. 79Let me show youSource: our technology partner: Qlikview
  78. 78. Why is NPS low?
  79. 79. ask a question of yourdear data:WhatQuestionsdear data:
  80. 80. predictiveanalytics
  81. 81. to seepatternsenoughdata
  82. 82. Take Business DISCOVERY…NPS DataCRM DataSegmentationDataServices OwnedDataBilling infoChurnIVR Data - #calls,route, scriptsFinancial DataUsage dataService outagesProvisioning infoASSOCIATED IN INSIGHTENGINEYOUR DATA EXPLORE & DISCOVERTHAT POSES AQUESTIONLEADS TO ATHOUGHTIDEALEADING TOINSIGHT
  83. 83. ...and add in a layer of analyticsNPS DataCRM DataSegmentationDataServices OwnedDataBilling infoChurnIVR Data - #calls,route, scriptsFinancial DataUsage dataService outagesProvisioning infoASSOCIATED IN INSIGHTENGINEYOUR DATA EXPLORE & DISCOVERTHAT POSES AQUESTIONLEADS TO ATHOUGHTIDEALEADING TOINSIGHT
  84. 84. it’s about likelihoodBased onrisk ofrisk oflikely tolikely tolikely tolikely tolikelihood ofwhat do you want to find out?likely to
  85. 85. Source: Getty Imagesit’s about
  86. 86. better decisionsNBONBA
  87. 87. NBA and NBObetter customer decisions, in real timeSource: our technology partner: ibm spss
  88. 88. what’s itbetter8.4xSimon Taranto - Amexmarketing campaignincrease100% ibmto target profitablecustomers33% ibmon predictive analytics250% independent
  89. 89. he isn’t.he is asking questionsanswers are and in fixed structuresshe is asking questionsshe can get answers aboutshe can ask questions about what’sWhatQuestionsHow youexploredatato get from your
  90. 90. it’s about likelihoodBased onis quite a lot
  91. 91. segmentation
  92. 92. no more sampling
  93. 93. Insure the box
  94. 94. A CMO will haveavailable to filter forinsights than will beproduced by thearray
  95. 95. era 4.0 – rocket surgery
  96. 96. era 4.0 – pre hypothesis analysiswhat if youwhere to look?with data..
  97. 97. what if youdon’t have to?
  98. 98. 4.0topologicalanalysisabduction and
  99. 99. topologicaldata analysisExplorewithout an hypothesis
  100. 100. It finds similar nodesIt folds the data set togetherShapes reveal the relationshipsYou explore for meaning and actionimage: ayasdi.com
  101. 101. createusing shape and colourimage: ayasdi.com
  102. 102. BasketballImage: HD Wallpapers
  103. 103. image: ayasdi.com
  104. 104. image: ayasdi.com
  105. 105. image: ayasdi.com
  106. 106. image: ayasdi.com
  107. 107. just thinkwhat could you do withanalyticseverything we listed insegmentationunexpected discoveries inrefinementcustomer-specific or staff specificmarketinguber
  108. 108. he isn’t.he is asking questionsanswers are and in fixed structuresshe is asking questionsshe can get answers aboutshe can ask questions about what’sheWhatQuestionsHow youexploredatato get from your
  109. 109. 1.0 insights2.0 insights3.0 insightsinsights4.0insights youWhatQuestionsHow youexploredata
  110. 110. A CX LEADER’S CHALLENGEandtotry and make a difference?If I do, will it be
  111. 111. 113thank yougreg StewartSMS management & Technologywww.smsmt.comgreg.stewart@smsmt.com@clarityrules#CX13

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