Smith+co шон смит

  • 493 views
Uploaded on

 

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
493
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
11
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Customer Experience Management+
  • 2. Managing Director of shaunsmith+co  Author of best selling books on brand and customer experience  Consulting internationally for 20 years © Copyright Smith+Co 2008. All rights reserved.
  • 3. CEM+ Customer Experience Management+™ 3 © Copyright Smith+Co 2008. All rights reserved.
  • 4. Introductions  Your name and organisation  What is your major challenge in delivering your brand? 4 © Copyright Smith+Co 2008. All rights reserved.
  • 5. Some facts…  Those firms in the top quartile, in terms of strength of their relationship with customers, achieve loyalty levels three times higher than bottom quartile brands  Those companies that enjoy higher levels of brand loyalty achieve price/earnings ratios twice those of average companies  Even in an economic downturn, 50% of consumers will pay more for a better customer experience Sources: 1) Carlson Marketing Group Relationship Builder Survey 2) Satmetrix Systems Customer Loyalty survey 3) Customer Experience Impact Report. RightNow Technologies 5 © Copyright Smith+Co 2008. All rights reserved.
  • 6. The changing economy  Product orientation – share of manufacturing  Market orientation – share of market  Value orientation – share of mind 6 © Copyright Smith+Co 2008. All rights reserved.
  • 7. From product brands to lifestyle brands 7 © Copyright Smith+Co 2008. All rights reserved.
  • 8. From service brands to experience brands 8 © Copyright Smith+Co 2008. All rights reserved.
  • 9. Customer Customer Experience loyalty Management+ staircase Experiences Emotional Services Valuable Products Functional 9 © Copyright Smith+Co 2008. All rights reserved.
  • 10. 10 © Copyright Smith+Co 2008. All rights reserved.
  • 11. Impact on growth Source: Satmetrix. Exploring the relationship between Net Promoter and Word Of Mouth in the computer hardware industry. 2008 © Copyright Smith+Co 2008. All rights reserved.
  • 12. “Customer experience is bigger than customer service in that it is the full, end-to-end experience. It starts when you first hear about Amazon from a friend, and ends when you get the package in the mail and open it.” – Jeff Bezos, CEO 12 © Copyright Smith+Co 2008. All rights reserved.
  • 13. What builds great brands? List the labels in an order that describes how you believe brand value and profitability is created Brand Loyalty 13 © Copyright Smith+Co 2008. All rights reserved.
  • 14. The CEM+ profit chain Profitability and growth Brand loyalty Customer behaviour Customer satisfaction The Customer Experience Employee behaviour Adapted from “Putting the Service Employee satisfaction Profit Chain to Work,” Harvard Business Review, March/April 1994 The Employee Experience Leadership Adapted from “Putting the Service Profit Chain to 14 Work,” Harvard Business Review, March/April 1994 © Copyright Smith+Co 2008. All rights reserved.
  • 15. The CEM+ six step process 6 1 Customer experience audit External communication proposition Create brand platform 5 people 2 processes products Internal Customer communication experience design 4 3 15 Source: Brands and Branding. Profile Books. 2003 © Copyright Smith+Co 2008. All rights reserved.
  • 16. Customer Experience audit 6 1 Customer experience audit External communication proposition Create brand platform 5 people 2 processes products Internal Customer communication experience design 4 3 16 Source: Brands and Branding. Profile Books. 2003 © Copyright Smith+Co 2008. All rights reserved.
  • 17. What do customers value? 17 © Copyright Smith+Co 2008. All rights reserved.
  • 18. 18 © Copyright Smith+Co 2008. All rights reserved.
  • 19. Value strategies • Operational Excellence: Ryan Air – Competitive pricing – Speedy order fulfilment – On time delivery • Product Leadership: Sony – Functionality – Features – Performance • Customer Experience: Ritz Carlton – Quality of relationships with customers – Exceptional or individual service – Completeness of solutions Source: The Discipline Of Market Leaders Treacy and Wiersema. Addiison Wesley.1995 ©Copyright shaunsmith+co. 2008. All rights reserved.
  • 20. The CEM+ process 6 1 Customer experience audit External communication proposition Create brand platform 5 people 2 processes products Internal Customer communication experience design 4 3 20 Source: Brands and Branding. Profile Books. 2003 © Copyright Smith+Co 2008. All rights reserved.
  • 21. What do these brands stand for? 21 © Copyright Smith+Co 2008. All rights reserved.
  • 22. What do these companies stand for? ● Innovation ● Service ● Quality ● Value ● Prestige ● Technical excellence ● Selection ● Convenience ● Price 22 © Copyright Smith+Co 2008. All rights reserved.
  • 23. Value disciplines: Virgin Customer Intimacy 1 10 5 0 3 2 Operational Product Excellence Leadership © Copyright Smith+Co 2008. All rights reserved.
  • 24. Value disciplines: Ryan Air Customer Intimacy 1 10 5 0 3 2 Operational Product Excellence Leadership © Copyright Smith+Co 2008. All rights reserved.
  • 25. Value disciplines: Singapore Airlines Customer Intimacy 1 10 5 0 3 2 Operational Product Excellence Leadership © Copyright Smith+Co 2008. All rights reserved.
  • 26. Understanding our customers We have identified our most profitable customers We know what are target customers expect and value We know the value drivers that build loyalty in our market We know how our customers rate the current experience we provide against these value drivers We understand to what extent, and why our target customers prefer our brand to that of our competitors 1. Review your scores and identify one or two actions that you can take in your organisation. 26 © Copyright Smith+Co 2008. All rights reserved.
  • 27. “A brand is a promise and you have to keep your promises” 27 © Copyright Smith+Co 2008. All rights reserved.
  • 28. Case study two: First Direct “What First Direct did was to realise that people were changing their habits and would want to bank 24 hours a day, 7 days a week. So that was the insight,… I think that all great brands have insight” – Peter Simpson, Commercial Director Source: Uncommon Practice –People who deliver a great brand experience. S.Smith 28 and A. Milligan. FT.Prentice Hall 2002 © Copyright Smith+Co 2008. All rights reserved.
  • 29. 29 © Copyright Smith+Co 2008. All rights reserved.
  • 30. 30 © Copyright Smith+Co 2008. All rights reserved.
  • 31. EVERY 8 SECONDS SOMEBODY SOMEWHERE RECOMMENDS FIRST DIRECT TO A FRIEND Black & white banking 31 © Copyright Smith+Co 2008. All rights reserved.
  • 32. Customer loyalty 32 © Copyright Smith+Co 2008. All rights reserved.
  • 33. Customer loyalty 33 © Copyright Smith+Co 2008. All rights reserved.
  • 34. Advocacy drives growth Banking: Effect of Word of Mouth (Net Promoter Score) on Income Growth Source. Advocacy Drives Growth. Dr. Paul Marsden. London School 34 of Economics. December 2005. © Copyright Smith+Co 2008. All rights reserved.
  • 35. “The clear winner in the banking industry was First Direct, which received a 42% rating compared with the sector average of -4%. Fans liked the fact that customer service staff were accessible, friendly and knowledgeable...” Source: Annual NPS awards. Satmetrix June 2010
  • 36. The CEM+ process 6 1 Customer experience audit External communication proposition Create brand platform 5 people 2 processes products Internal Customer communication experience design 4 3 36 Source: Brands and Branding. Profile Books. 2003 © Copyright Smith+Co 2008. All rights reserved.
  • 37. Imagine you are in a hotel room…. 37 © Copyright Smith+Co 2008. All rights reserved.
  • 38. designing the new experience 38 © Copyright Smith+Co 2008. All rights reserved.
  • 39. Customer Journey Customer Getting to the Comfort until Getting to Check-In In-Flight Comfort Arrival Touchline airport Flight Destination Customer ● Stressful ● Long, ● Want/need ● Planes are ● Unkempt ● Traffic Experience ● Complicated frustrating lines to work uncomfortable ● Unshowered ● Unfamiliar Issues ● Parking ● Security ● Want/need by nature ● Clothes a place ● Lugging hassles to relax ● Long-time spent mess in a seat ● Boredom CUSTOMER EXPERIENCE Pleasure Pain 39 © Copyright Smith+Co 2008. All rights reserved.
  • 40. Virgin customer journey Customer Getting to the Comfort until Getting to Check-In In-Flight Comfort Arrival Touchline airport Flight Destination Customer ● Stressful ● Long, ● Want/need ● Planes are ● Unkempt ● Traffic Experience ● Complicated frustrating lines to work uncomfortable ● Unshowered ● Unfamiliar Issues ● Parking ● Security ● Want/need by nature ● Clothes a place ● Lugging hassles to relax ● Long-time spent mess in a seat ● Boredom CUSTOMER EXPERIENCE Pleasure Pain 40 © Copyright Smith+Co 2008. All rights reserved.
  • 41. Virgin – brand Icons Customer Getting to the Comfort until Getting to Check-In In-Flight Comfort Arrival Touchline airport Flight Destination Customer ● Stressful ● Long, ● Want/need ● Planes are ● Unkempt ● Traffic Experience ● Complicate frustrating lines to work uncomfortable ● Unshowered ● Unfamiliar Issues ● Parking ● Unnecessary ● Want/need by nature ● Clothes a place ● Lugging (only to relax ● Long-time mess necessary to spent in a seat the airline) ● Boredom CUSTOMER EXPERIENCE Design ● Transport to ● “Drive-though” ● Clubhouse ● Full-sleeper ● Arrival valet ● Chauffeured features airport check-in with Internet seats ● 18 showers delivery to provided ● Airline knows access, fax, ● Mood lighting ● Makeup & destination ● Driver where you are library ● Gradual dawn shave ● Comfortable handles ● Salon, ● Bar ● Heated ride door-to- luggage messages, floors door beauty ● You decide meals ● Clothes ● Knowledgeab ● Sound pressed le local driver room, driving ● Hot & Cold range, Breakfast skiing machine 41 © Copyright Smith+Co 2008. All rights reserved.
  • 42. Defining the new customer experience We have set up a partnership between marketing, HR and Operations to define and deliver the customer experience We have defined a brand promise that differentiates us in the eyes of our target customers We have mapped our customer touchline in terms of identifying the key points of contact our customers have with us and how our promise should be delivered at each We have defined how to improve our services and processes to deliver our customer promise in a way that is consistently valuable to target customers We have defined the specific employee behaviours required to deliver the new experience 1. Review your scores and identify one or two actions that you can take in your organisation. 42 © Copyright Smith+Co 2008. All rights reserved.
  • 43. coffee time 43
  • 44. “I’ve always said I would put my employees first, customers second and shareholders third, but if you do that… the customers and the shareholders benefit anyway” – Richard Branson, Chairman Source: Uncommon Practice- People who deliver a great brand experience 44 Shaun Smith and Andy Milligan. FTPrentice Hall 2002. © Copyright Smith+Co 2008. All rights reserved.
  • 45. The CEM+ process 6 1 Customer experience audit External communication proposition Create brand platform 5 people 2 processes products Internal Customer communication experience design 4 3 45 Source: Brands and Branding. Profile Books. 2003 © Copyright Smith+Co 2008. All rights reserved.
  • 46. 46 © Copyright Smith+Co 2008. All rights reserved.
  • 47. THE BURBERRY EXPERIENCE MODULES Delivering the Burberry Experience in our Store Module 1 – Be Professional Module 2 – Be Perceptive Module 3 – Be Proactive Module 4 – Be Passionate Module 5 – Persevere Module 6 – Personalise Module 7 – Partnership 47 / TFWA – May 10 2010
  • 48. THE BURBERRY EXPERIENCE PILOT HIGHLIGHTS FINANCIAL RESULTS • KPIs over the first 6 months compared to 2 months pre-initiative: –15% points better performance in change in LFL sales growth –0.3% points better performance in UPT PRE-PILOT BURBERRY EXPERIENCE PILOT % Change LFL SALES P %Change R R (E P 48 / TFWA – May 10 2010
  • 49. WHAT WERE THE RESULTS?- 2010 The top three factors that shoppers consider before recommending a brand are merchandise, service and store atmosphere. Two standouts across several criteria are British fashion house Burberry and French luxury outfit Louis Vuitton, with 77% of shoppers saying they would recommend Burberry to family and close friends...” Source: The Luxury Institute April 2010 49 / TFWA – May 10 2010
  • 50. WHAT WERE THE RESULTS? -2010 50 / TFWA – May 10 2010
  • 51. Delivering your customer experience We have continuing internal communications to build clarity and commitment around implementing the customer experience Our leaders have been trained as champions of our customer experience and are leading its implementation We have created training to equip our employees to deliver the customer experience We have a scorecard of indicators that provide leaders with objective and timely feedback on how well we are delivering against our promise Our HR practices are reinforcing our brand values 1. Review your scores and identify one or two actions that you can take in your organisation. 51 © Copyright Smith+Co 2008. All rights reserved.
  • 52. The CEM+ process 6 1 Customer experience audit External communication proposition Create brand platform 5 people 2 processes products Internal Customer communication experience design 4 3 52 Source: Brands and Branding. Profile Books. 2003 © Copyright Smith+Co 2008. All rights reserved.
  • 53. Vorsprung durch Technik 53 © Copyright Smith+Co 2008. All rights reserved.
  • 54. The Ultimate Driving Machine 54 © Copyright Smith+Co 2008. All rights reserved.
  • 55. What makes a great brand? Trustworthy 97% Credible 96% Tells the truth 96% Never lets me down 93% The company has values and ethics 92% Consistent 91% Interesting and worth talking about 86% Innovative 85% Inventive 84% Recommended by people I know 78% Been around for a long time 41% Seen everywhere 39% The biggest 15% 55 Source Grey Worldwide. Eye On Australia survey © Copyright Smith+Co 2008. All rights reserved.
  • 56. © Copyright Smith+Co 2008. All rights reserved.
  • 57. © Copyright Smith+Co 2008. All rights reserved.
  • 58. Be engaged… every 58 © Copyright Smith+Co 2008. All rights reserved.
  • 59. The CEM+ process 6 1 Customer experience audit External communication proposition Create brand platform 5 people 2 processes products Internal Customer communication experience design 4 3 59 Source: Brands and Branding. Profile Books. 2003 © Copyright Smith+Co 2008. All rights reserved.
  • 60. Finally... It requires leaders Marketing Brand image Brand promise CEO Learning, performance management, reinforcement Human Operations resources Brand delivery 60 © Copyright Smith+Co 2008. All rights reserved.
  • 61. A tale of two CEO’s 61 © Copyright Smith+Co 2008. All rights reserved.
  • 62. Creating alignment Innovation Customer skills understanding & insight Product development Service capability delivery Product & Customer Brand services experience Customer Icons processes Brand Recruitment/ promise induction External Branded People & Communications brand training behaviour communications Performance management Leadership & Internal management communications development © Copyright Smith+Co 2008. All rights reserved.
  • 63. Aligning the organisation People What must be unique about our culture and our people? Customer Brand Strategy Purpose Experience Proposition Product/Service What service What strategic What can we What must be experience must choices will What do promise that will distinctive about our we create to drive we stand create products and services? deliver this achievement of for/aspire competitive proposition? our purpose and to be? advantage? vision? Process What internal processes do we need to enable us to deliver our What must we measure at each stage? proposition? © Copyright Shaun Smith Co 2007. All rights reserved
  • 64. Leading the customer experience Leaders believe that giving customers a better experience will lead to profitable growth Our company’s top executives demonstrate their commitment to our customer experience strategy Leaders make decisions that are consistent with our customer experience strategy Leaders measure and monitor the quality of the customer experience Our leaders recognize employees who put customers first 1. Review your scores and identify one or two actions that you can take in your organisation. 64 © Copyright Smith+Co 2008. All rights reserved.
  • 65. Case Study © Copyright Smith+Co 2008. All rights reserved.
  • 66. 66 © Copyright Smith+Co 2008. All rights reserved.
  • 67. A case study... Source: Advocacy Drives Growth. Dr Paul Marsden. London School of Economics December 2005. © Copyright Smith+Co 2010. All rights reserved.
  • 68. “O2 was top of the mobile network scorecard. It gained a rating of 24% compared with an industry average of 3%” Source: Annual NPS awards. Satmetrix June 2010 © Copyright Smith+Co 2010. All rights reserved.
  • 69. The experience you deliver to your customers every day, through every transaction, direct and indirect either builds value for your brand or destroys it. 69 © Copyright Smith+Co 2008. All rights reserved.
  • 70. CEM+ Customer Experience Management+™ www.shaunsmithco.com © Copyright Smith+Co 2008. All rights reserved.