Changing the ‘experience’ of customer experience
Upcoming SlideShare
Loading in...5
×
 

Changing the ‘experience’ of customer experience

on

  • 3,124 views

Slide deck from 07-12-2011 Webinar with SAP and Management IQ. Talks about how to do Customer Service better by focusing customer experience, and how to accommodate the current issues in Customer ...

Slide deck from 07-12-2011 Webinar with SAP and Management IQ. Talks about how to do Customer Service better by focusing customer experience, and how to accommodate the current issues in Customer Service in the design.

Statistics

Views

Total Views
3,124
Views on SlideShare
2,576
Embed Views
548

Actions

Likes
5
Downloads
167
Comments
0

9 Embeds 548

http://www.smm3.org 524
http://feeds.feedburner.com 9
url_unknown 6
http://xss.yandex.net 3
http://twitter.com 2
http://www.techgig.com 1
http://xss.yande 1
http://xss.yand 1
http://xss.yandex 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution-NonCommercial-ShareAlike LicenseCC Attribution-NonCommercial-ShareAlike LicenseCC Attribution-NonCommercial-ShareAlike License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Changing the ‘experience’ of customer experience Changing the ‘experience’ of customer experience Presentation Transcript

  • changing the „experience‟ of customer experience presented by esteban kolsky thinkJar
  • the traditional customer experience
  • between 42 percent and90 percent of interactions happen in customer service
  • 80% of companies thinkthey are doing a great jobat delivering experiences… …8% of their customers agree
  • customers use ofsocial channels explodedhighest source of traffic60% want answers40% to give feedback80% want coupons
  • squeezing out customer service be more be social strategy be be crossempowered business channel model customer service governance technology be be mobilecollaborative
  • two imperatives for the future awesome create newexperiences architecture customer centricity
  • be more be social strategy beempowered be cross business channel model customer service governance technology be be mobilecollaborative
  • constant evolution of customer servicetechnology solution pain point service customer new strategic requests uses channels channel emerge phone emerge usage customer call contact UC service center center 1960 1995 2005
  • migrating to experiences in 2011+ function function business function experience rules rules survey social noise* survey channel channel customer (maybe) customer (maybe) community*social noise is service, support, marketing, sales, accounting, financials, etc.
  • form alliances to find SMEs to help service with customer needs
  • case study – be more• US state government• online chat, aimed at multiple segments• found, trained, and scheduled SMEs throughout organization• satisfaction rose, both employee and citizens• time to close tickets dropped• found insights to improve operations throughout
  • be more be social strategy be be crossempowered business channel model customer service governance technology be be mobilecollaborative
  • 2010-2012 investmentssource: ovum
  • finding empowerment• information – agents have access to right systems – agents know how to use all systems – agents can contribute knowledge• action – let them do more, create layers of action• flexibility – provide a stipend to be used per agent discretion• monitor, reward, and coach (carrot and “stick”)
  • design HR plansto train, empower and entice agents to grow
  • case study - empower• information – nationwide insurance deployed data dashboards for agents, productivity grew 25-40%• information – software publisher agents are responsible for knowledge-base, morale skyrockets• action – large retailer testing employees discretion with returns, excellent satisfaction• flexibility – large global hotel chain provides employees with daily stipend to improve experiences for guests (costs less)
  • be more be social strategy be be crossempowered business channel model customer service governance technology be be mobilecollaborative
  • social media is just starting…source: tsia
  • …expectations are growing quickly…source: ovum
  • …investment is not keeping upsource: ovum
  • find your niche in social, begintesting and POC, plan LT solution
  • case study - social• delta airlines, twitter became one more piece of strategy• adapted to needs of social channels (24x7, fast response, single contact, influence)• empowered agents to act, often without confirming• brought other people to help with issues, topics out of their reach (pr, agencies) but ultimately – it is about people helping people• they found their model, not for everyone
  • be more be social strategy be be crossempowered business channel model customer service governance technology be be mobilecollaborative
  • channel management evolution silo semi-integrated integrated single channel multi-channel cross-channel e e r k d d d d d d k k k k k k w d w p r r r r r r k uc p m s w e c p m m r c c s d s 1980 1995 2010s – sms, w – web, e – email, c – chat, p – phone, m- social media, d – data, k- knowledge
  • adopt a new architecture client products operations db customersales billing shipping hr service customer interaction hub clients partners employees
  • focus on cross-channel experiences how effectively does your company manage the following aspects of a customer experience somewhat very haven ’t done ineffective effective effective measuring customer 7% 16% 42% 33% satisfaction tracking what customers 11% 15% 43% 30% do online segmenting 10% 18% 38% 30% customers measuring customer 13% 19% 41% 24% profitability measuring customer loyalty 11% 24% 38% 25% linking customer information from different sources 20% 23% 40% 16% convincing customers to use self-service 22% 27% 39% 10% tracking what customers do across different channels 21% 30% 33% 14%source: forrester
  • determine needs and setup cross-channelstrategy – now!
  • case study – cross channel• global bank• problem delivering consistent experiences – customers “channel hop” to solve service issues – customers want a single transaction• deployed channel tracking and monitoring – consolidated reporting cross-channel interactions – adapted data model and operations to fulfill cross-channel• satisfaction increased dramatically (25%+)
  • be more be social strategy be be crossempowered business channel model customer service governance technology be be mobilecollaborative
  • mobile will be bigger than desktop by 2014 today we have moremobile than ‘fixed’ devices consumers don’t care to differentiate
  • mobile experience design notes• no one knows how to do it, just test it out• begin work on it – now!• key areas of focus – infrastructure – experience across platforms – atomized applications – volume planning – retail, commerce tie-in – think micro-payment – bonus: collaboration, social and mobile (2013+)
  • for now, simply identify areas where mobile could help
  • case study – mobile• Groupama –insurance company• built own application for mobile self-service – replaced traditional phone calls – visual IVR – integration to phone for callback function – social integration as well for true cross-channel• Ties commerce (quotes), account management, payments, more functions – end-to-end experience – flexible and expandable
  • be more be social strategy be be crossempowered business channel model customer service governance technology be be mobilecollaborative
  • customer service 5.0? collaborative  collaborate to understand the customer job-to-be- E2.0 done  collaborate to co-create with the customer to meet her desired outcomes  collaborate to act on Social customer insights CRM  collaborate to understand and provide the customer experience they expect from youthe collaborative enterprise
  • build a collaborative enterprise internal actionable layer unit crm system-of-record “social” analytics integration layer management community enginecommunities erp scm external collaborative enterprise systems of record
  • social is an action, focuson outcome of it: collaboration.
  • case study – be collaborative• SAP premier customer network• offers key accounts ability to participate in community, collaborate with SAP resources• access to key resources, information, other customers• SAP can look at interactions, find worthy data• help customers get their work done, provide integrated platform for co-innovation, feedback, sharing knowledge
  • changing the „experience‟ ofcustomer experience esteban kolsky thinkjar @ekolsky +ekolsky http://thinkjar.net