Creating an Extraordinary Customer Experience

10 steps to create an extraordinary customer experience

Yes, a real person, a human being.I have my needs and wants, to get through the day, and to achieve what I must. But I also have my hopes, dreams and ambitions. For too long you have treated me as a name or number.You group me into what you call a segment, or sometimes just a mass market. But I’m not prepared to tolerate that anymore. I am me. Don’t treat me like somebody else. Sometimes I might be very similar to others, but I can also be very different and discerning. In the old world, I realise I didn’t have much choice. I needed you more than your needed me.But things have changed. Now I have the power. Now I’m in control. You need me, more than I need you. It’s time you started doing business on my terms”

attention participation Functional inspirational Push Pull interruption Engagement market MovementtheGeniusWorks.com

1837 Candles and Marketing soap products function First colour print ads1900 First radio ads Laundry products Brand Direct selling Management Hair care Synthetic to consumers Detergents Radio soap operas Oral care Home cleaners First TV ads1950 Inhouse TV Supply chain Coffee Flouride toothpaste programming management Disposable nappies 1-800 Numbers Salted snacks Global category Cable TV management Enzyme detergents Cosmetics 2 in 1 shampoos Digital ads Corporate venturing Pet food 2 Tooth Whitening in 1 shampoos pg.com2000 Customer is boss Reflect.com Source: Marketing Genius

Outside inwww.theGeniusWorks.com theGeniusWorks.comCopyright Peter Fisk 2010

“People are builders. They build to educate, to heal, to shelter andcomfort families.They build to connect with each other, to share their art andknowledge for the benefit of humanity.Everything people build requires strength to weather the forces ofnature and time. It requires a solid foundation.By helping people to solve their building challenges in communitiesaround the world, we are a vital part of that foundation.Our products are everywhere, from the smallest villages to thelargest cities – linking communities, providing shelter, and enablingsociety’s sustainable growth.As a global industry leader, Cemex will continue building a betterworld for the next 100 years”

Customer vision theGeniusWorks.com

Customer strategy theGeniusWorks.com

‘Best’ customers theGeniusWorks.com

Energising people Energisers “Aspirations” “Distinguishers” Building affinity and loyalty Advantages “Wants” “Differentiators” Building relevance and preference Essentials “Needs” “Must Dos” Building awareness and trustwww.theGeniusWorks.com theGeniusWorks.comCopyright Peter Fisk 2010

Rational Emotional Needs Wants Objectives Ambitions Products Solutions Features BenefitsConsistency PersonalisationTransactions Experiences Rewards Relationships Information Education Automation HumanMaintenance Enablement Satisfaction Surprise Completion Achievement

Changing contextwww.theGeniusWorks.comCopyright Peter Fisk 2010

Segmentation You have chosen your target Target Customers are different market, based on its potential to market physically, but even more so in deliver profitable, sustainable their needs and motivations, growth. However not all and potential long-term value customers are equal. to your business. Demographic Needs-based Value-based segmentation segmentation segmentationSegmentation enables you target Each target segment should be the most valuable customers in treated differently, based on your market, in much more Target distinctive propositions, channels relevant and compelling, segments and relationships that engage and accessible ways. them profitably long-term. © Genius Works 2008 www.thegeniusworks.com

Umpqua Bank

Value Proposition Customer value proposition The target customer Who? (Who is the target segment) The customer context What? (What they want to achieve) + The distinctive benefits Why? (How you help them do it better) + The relative price position How much? (% more or less than alternatives) - The customer trade offs What not? (What they could get else where) - Value to customer = © Genius Works 2008 www.thegeniusworks.com

Value Propositions © Genius Works 2008 www.thegeniusworks.com

Co-Creation Co-think Co-support Co-designCo-sell Co-develop Co-comm Co-decide

ThreadlessDesign a t-shirt ... Win $2500 ... Customers decide

Threadless50 cool designs each month ... By people like you

Pull Buy Solutions Benefits Dialogue Permission Perceived value RelationshipOn customers terms Push Sell Products Features Broadcast Interruption Price TransactionOn business terms

Tripadvisor

Bringing people together ... Across the world

Interesting Welcomed shops by crew Explore options ` `Positive for travel Friendly ` staff Flight Enjoy food Sleep ` Book online relatively easy ` called Find ` ` ` Problem lounge Read ` ` with card ` Landing Do work Drinks ` ` ` ` ` ` Board aircraft Video not ` working Congestion on roads ` Cannot find business ` lounge ` Take off `Negative Few parking spaces Another queue at security ` Long walk to gate Wait for bags to ` arrive Long queue at check-in ` ` Air traffic delay Queue for ` taxi to hotel

Le Pain Quotidien Interesting Welcomed shops by crew Explore options ` `Positive for travel Friendly ` staff Flight Enjoy food Sleep ` Book online relatively easy ` called Find ` ` ` Problem lounge Read ` ` with card ` Landing Do work Drinks ` ` ` ` ` ` Board aircraft Video not ` working Congestion on roads ` Cannot find business ` lounge ` Take off `Negative Few parking spaces Another queue at security ` Long walk to gate Wait for bags to ` arrive Long queue at check-in ` ` Air traffic delay Queue for ` taxi to hotel

Brand experience Passive experience Brand as an Brand as an Scripted educator entertainer Unscripted delivery delivery Brand as a Brand as a guide coach Active experience

Experience Map 1 Explore Book Drive to Find a Queue at websites flight airport car park check in Board Walk to Relax in Find Queue at aircraft gate lounge lounge security Safety Have Watch Eat Sleep briefing drinks TV food onboard Arrive at Queue Wait for Queue at Leave hotel for taxi bags passport aircraft The example maps the typical experience of = Each step of the experience a business air traveller, in this case with 20 from the customer’s steps, although in reality there are often perspective many more.

Experience Map 2 Explore Book Drive to Find a Queue at websites flight airport car park check in Board Walk to Relax in Find Queue at aircraft gate lounge lounge security Safety Have Watch Eat Sleep briefing drinks TV food onboard Arrive at Queue Wait for Queue at Leave hotel for taxi bags passport aircraft In the example of 20 steps, 7 have been = Steps of the experience initially “deleted” because they add little that do not add value value to the customer, although some tasks to customers may still be essential, but done differently.

Experience Map 3 Explore Book Drive to Valet Check-in websites flight airport parking online Board Relax in Lounge Fast aircraft lounge by gate security Personal Have Watch Eat Sleep briefing drinks TV food onboard Arrive at Preorder Bags Onboard Leave hotel taxi waiting passport aircraft = Finding ways to “streamline” In the example, the experience now Streamline or improve the efficiency of steps has 8 streamlined steps, plus 1 that previously didn’t add value deleted outright. to customers

Experience Map 4 Explore Book, Limo websites check in service and plan to airport Personal Direct to boarding Relax in airside and brief lounge lounge Flexible bar cafe Relax onboard onboard Limo to Arrive at hotel w Leave Onboard hotel bags aircraft passport preload In the example, 20 steps have now been = Finding ways to “elaborate” reduced to only 12. 5 steps have been Innovate steps to add more value to elaborated, whilst 1 has been streamlined the customer and 8 deleted. Every step is now positive, including the ending.

Personal Service “Doing” • Consistent the right thing • Professional for customers • Reliable “Knowing” • Intelligent why you are • Thoughtful doing it • Collaborative “Being” • Personal emotionally • Relevant with customers • Intuitive Individualised service

Service RecoveryAffinity Premium affinity Service failure Service recovery Time

3000 “lead users” co-create customised products and recommend others 4.0 million worldwide users register their details enabling a personal dialogue and relationship 8.6 million worldwide users participate directly with Lego in their online community, but are not registered by name20.4 million customers worldwide bought a Lego set in the past 12 months for their own or other active households

“On a scale of 0 to 10 10 % customers who are promotershow likely are you to 9recommend us to a 8colleague?” % customers who are passive Net 7 Promoters minus Promoter 6 Score detractors 5 4 3 % customers who are detractors 2 1 Example 0 Jan Feb Mar Apr Customer A 9 8 7 5 Customer B 5 8 9 9 Jan Feb Mar Apr Customer C 5 6 8 7 Promoters 20% 0 40% 20% Customer D 4 6 9 8 Passives 20% 40% 60% 60% Customer E 7 6 8 8 Detractors 60% 60% 0 20% NPS (%) -40 -60 40 0

Deliver Results

Economic value Actual profits of previous years Estimated profits of future years Adjusted profits of future years (discounted for uncertainty)(more accurately, we considerthe “economic” profit, whichtakes into the cost of capital) Economic “value” is the sum of the likely future profits Previous This Future years year years © Genius Works 2008 www.thegeniusworks.com

Brand Value Brands Intangible assets Relationships Other$57 billion purchase$12 billion revenues Tangible$2.3 billion profits assets © Genius Works 2008 www.thegeniusworks.com

Customer-centric Best product Best relationshipThe product-centric business Add value through features Add value through service Competitive obsession Customer obsession Treat customers equally Treat customers differently Wide range of products Personalise solutions Selling and delivering Collaborative and enabling Short term transactions Long term relationships Revenue and volume Profit and value The customer-centric business % market share % best customers % new products % wallet share % satisfaction % advocacy New customers, existing products Existing customers, new products Sales driven, push Buyer driven, pull Customers come to us We go to customers Connect with intermediaries Connect with end users Broadcast campaigns Personal conversations Mass media Experiential Awareness and attraction Engagement and retention Internally focused Externally focused Product management Relationship management Technological innovation Market innovation Product profit centres Customer profit centres Planning and consistency Agility and responsiveness Left brain, X-type people Right brain, Y-type people © Genius Works 2008 www.thegeniusworks.com

The Journey Customer-centric Customer profit centres Customer units Global partnerships Account teams Relationships managers Informal teams Customer teamsProduct/country-centric © Genius Works 2008 www.thegeniusworks.com

The changeChange will happen if A x B x C > DwhereA = an inspiring vision of the what the future organisation will be likeB = the reasons why the current organisation cannot continueC = the first practical steps to get towards the future organisationD = people’s resistance to change, and preference to stay as they are © Genius Works 2008 www.thegeniusworks.com

A better vision.Achieving extraordinary results

Peter Fisk peterfisk@peterfisk.comBestselling author www.theGeniusWorks.comInspirational speaker www.BrandGenius.comBusiness advisor and facilitator www.CustomerGeniusLive.com

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Creating an Extraordinary Customer Experience

by Peter Fisk on Dec 12, 2010

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Creating an Extraordinary Customer Experience — Presentation Transcript