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The CMO in a Customer-Activated Enterprise

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The 3 CMO imperatives: …

The 3 CMO imperatives:
1) Know your customers as individuals
2) Deliver value at every touch
3) Open-up to customer influence
CMO Forum, Shanghai 2014

Published in: Marketing

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  • 1. The CMO in a Customer-Activated Enterprise Findings from the IBM Global C-Suite Study, 2013 LUCA DESTEFANIS IBM, Asia Pacific AmCham Shanghai CMO Forum February 20th, 2014 © 2013 IBM Corporation
  • 2. remember ? 4P? 1 ! 2 © 2014 IBM Corporation
  • 3. Understanding customers as individuals is becoming a key priority area for all CxOs Shifting Focus: Customers As Individuals 54% 33% Focus on customers as segments Focus on customers as individuals Neutral CxO predict to improve the level of customer understanding in the next 3-5 years High level of customer understanding drives superior financial performances 35% 76 % 117 Today % more 35 % 76% 3–5 Years 3 Source: 2013 Global C-suite Study 29% 62 % more Underperformers 47% Outperformers © 2014 IBM Corporation
  • 4. China Mobile leverages customer data to offer personalized recommendations ➔ analyze user behavior to build profiles and develop personalized service offerings ➔ recommend personalized applications on their smart phones, and suggests the best device for users when they are ready to upgrade ➔ build on user profile to extend customer usage of VAS as well as carrier loyalty © 2014 IBM Corporation
  • 5. KNOW YOUR CUSTOMERS AS INDIVIDUALS ➔ Instrument all the key touchpoints to gather the right data about each customer ➔ Connects social media data, transaction data and other information to paint a more vivid picture of each customer ➔ Run real time customer analytics (descriptive, predictive, prescriptive) to generate new ideas on whom to serve, and how to best serve that individual ➔ Use social mining techniques to identify and target micro-segments, and to refine product / services offering ➔ Build the capability to do this at a massive scale 5 © 2014 IBM Corporation
  • 6. Focus on Customer Experience is not new. But still, the biggest challenge for CMOs Change of focus: Customer Experience Management 34% CEO 41% Today CFO CHRO CIO 9% 13% 3–5 Years 29% 38% 28% 46% 75% CMO 77% Few companies have a fully integrated digital-physical strategy Focus on improving the customer experience drives superior financial performances 31% 26% more Underperformers 39% Outperformers 6 Source: 2013 Global C-suite Study 42% % 29more Underperformers 54% Outperformers © 2014 IBM Corporation
  • 7. The North Face is bringing online the in-store shopping experience ➔ design the online customer experience around customer needs ➔ bring online the expertise of the best personal shopper through cognitive computing ➔ rather than forcing people to conform to systems, create a systems that conform to the ways people naturally process information © 2014 IBM Corporation
  • 8. CREATE VALUE AT EVERY TOUCH ➔ Create personas and experience journey map that deeply understand and consider customer needs, drivers and emotions ➔ Design tailored experiences that connect the company and like-minded customers ➔ Creates and automates in real time a system of engagement to deliver these personal interactions ➔ Break down company silos, integrate channels ➔ Build a system of shared valued and behaviors that focuses employee activity on improving the customer experience 8 © 2014 IBM Corporation
  • 9. Leading companies are moving from being customer-centric to being customer-activated Shifting Focus: Organizational Openness 28% 52% Operational control Organizational openness Neutral Where CxOs want to include customers Collaboration with customers drives superior financial performances New product and service definition 82% 71% Product/service testing Customer policies and procedures development Business strategy development Pricing structure development Environmental and social policies development 59% 33% Today 9 Source: 2013 Global C-suite Study 75% 39% 72% 60% 43% 48% 90% 56% 50% 54 % more Underperformer s 60% Outperformers 3–5 Years © 2014 IBM Corporation
  • 10. Lego opens up to consumer influence, enabling and rewarding co-design ➔ bring Design out of the Design Department: first across all company functions, and then out of the corporate boundaries ➔ “Cuusoo” website engages consumers to develop ideas for future Lego products ➔ Lego promises 1% of net sales to ideators following idea commercialization © 2014 IBM Corporation
  • 11. OPEN UP TO CUSTOMER INFLUENCE ➔ Break down organizational filters, internalize consumer influence ➔ Leave room for others to co-create with you, providing a platform for open innovation ➔ Explore and exploit new capabilities to help customers achieve their desired results where and when they want more quickly and efficiently ➔ Pursue continuous innovation and experimentation ➔ Reward customers for co-designing with you 11 © 2014 IBM Corporation
  • 12. 1. KNOW YOUR CUSTOMERS AS INDIVIDUALS 2. CREATE VALUE AT EVERY TOUCH 3. OPEN UP TO CUSTOMER INFLUENCE 12 © 2014 IBM Corporation
  • 13. Luca Destefanis destluca@cn.ibm.com m: 156 0192 5102 tw: @lucadeste ibm.com/csuitestudy 13 © 2014 IBM Corporation

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