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Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
Customer Experience Matrix Mechanics and Geeky CRM Cx CEM
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Customer Experience Matrix Mechanics and Geeky CRM Cx CEM

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Customer and marketing analytics using CxC Customer Experience Matrix as rules framework. Big data, omnichannel and multichannel marketing, programattic markiting, CRM and internet of things make …

Customer and marketing analytics using CxC Customer Experience Matrix as rules framework. Big data, omnichannel and multichannel marketing, programattic markiting, CRM and internet of things make customer management, campaign management business processes exponentially more complex requiring a Customer Experience Framework, The CxC Customer Experience Framework enables managers to "automate what works and spend their time innovating."

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  • The Customer Experience Matrix requires a customer-involved contact. For example, a customer does not enter the experience because they “were sent a direct mail piece,” nor “email without response confirmation etc.
    The Matrix a. senses response b. directs actions, resources, content c. prompts other interaction points
    Differentiation by channel relates to ability to connect to customer history (affiliate program means predecessor contact is “Third Party for at least “awareness”). This point to significance of knowing source origin and ultimate destination options (for foreword and vertical prompting)
  • Transcript

    • 1. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 1 The CxC Customer Experience Matrix Combines Customer & Business Perspectives, Cost, Processes
    • 2. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 2 Customer Experience MatrixTM: Repair DisposeSelection SupportUsePurchaseAwareness Customer Process x x x xxxx x x x x x xxxx xxxxx xxx xx x xx xxxx Business Process
    • 3. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 3 Customer Experience MatrixTM: Community Outdoor Affiliate TV Radio Newspaper Direct Mail Email Web Call Center Signage Events Retail Billboard Repair DisposeSelection SupportUsePurchaseAwareness Customer Process x x x xxxx x x x x x xxxx xxxxx xxx xx x xx xxxx Channel 30% 90%25% 70% 20% 15%$ $ $ $ $ $ $=LTV
    • 4. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 4 Customer Experience MatrixTM: Community Outdoor Affiliate TV Radio Newspaper Direct Mail Email Web Call Center Field Sales Events Retail Branch Repair DisposeSelection SupportUsePurchaseAwareness Customer Process x x x xxxx x x x x x xxxx xxxxx xxx xx x xx xxxx Channel 30% 90%25% 70% 20% 15%$ $ $ $ $ $ $=LTV
    • 5. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 5 Strategic Target Focus Areas Web Visits Gross Enrolled Net Enrolled Fall System Client Counts with Projections 7,308,276 24,170117,637428,293 36,568 12,398 0.5003%1.6096%5.8603% 0.3307% 0.1696% 1. Increase “Attended” 8,500 (.XX%) via XX follow-up contacts (calls, letters, email) to “Responded Select” growing net enrolled XXX (use funnel formula) 2. Grow “Gross Enrolled” via XX follow-up contacts (calls, letters, email) to “Responded Select” growing net enrolled XXX (use funnel formula) 3. Reduce Withdrawals XXX via XX follow-up contacts (calls, letters, email) to “Gross Enrolled and Withdrew win back” growing net enrolled XXX (use funnel formula) 4. Grow Net Enrolled via XX follow-up contacts to (calls, letters, email) to “Attended” growing net enrolled XXX (use funnel formula) 42 3 1 3 Pg Action Registered Cancelations Immediate Term: Phase I Initiatives
    • 6. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 6 Simple Customer Value Growth ROI Calculator (Top Line Revenue) No 1. Grow Response Rate 0.000% Yes 2. Grow Registered Rate 1.000% Yes 3. Grow Enrollment Rate 1.000% Yes 4. Reduce Withdrawal Rate -1.000% First Year Benefit $2,650,178.15 Based on annual projections this chart calculates ROI Benefits of increased conversion performance at each stage of lead conversion process This is the first year return expected with $400,000 investment. $10.3M three year return includes list and mail efficiencies realized in year 2 & 3.
    • 7. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 7 1. How do you get businesses to recognize the value of customer experience? How do you define customer experience? 2. How do you help businesses/your business create process and discipline around developing excellent customer experiences? 3. How do you make the right choices around customer experience design? How do you know you are doing the right thing? 1. Designing experiences that exceed expectations 2. Distinguish where the function of customer experience contributes to process-sales, communications, research 3. Distinguish key touch points of the design 4. Avoid common mistakes 5. Designing with specific motives, 6. And objectives that can easily be adapted and changed Questions Answered By CxC Customer Experience Matrix
    • 8. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 8 Scenario Example: Situation Description • Business Context – direct marketing – 600 products with 50,000 promotions/year – control issues
    • 9. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 9 Situation Description • Promotion Spending Decisions – volume: • high number of decisions • quick response required • many alternatives to consider – complexity • many types of promotions • executed by separate groups • impact multiple departments
    • 10. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 10 Customer Experience MatrixTM: Repair DisposeSelection SupportUsePurchaseAwareness Customer Process x x x xxxx x x x x x xxxx xxxxx xxx xx x xx xxxx Business Process
    • 11. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 11 LTV Calculation • Data Available – transaction records • date • customer ID • product ID • promotion ID • revenue • promotion cost • product cost Transaction Type: First Order= earliest date per Customer ID Replacement Order = other order where (product ID = First Order product ID) Cross Sell Order = all others
    • 12. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 12 LTV CalculationTransactio Cross Sell Order Replacement Order First Order Product Cost Marketing Cost Revenue Order Count Value Type xxxxxxxxxxxx xxxxxxxxxxxx xxxxxxxxxxxx
    • 13. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 13 Total LTV First Order Promo Cost Replacement + Cross LTV Replacement Product Cost Cross Sell LTV Cross Sell Promo Cost ROI Calculations First Order ROI = Replacement ROI = Cross Sell ROI=
    • 14. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 14 Calculation Comments • double counting is OK • treats each ROI as independent of others (is best guess unless know otherwise) • particularly questionable for Replacement ROI • apply discount rate to account for risk • still need to estimate incremental impacts This is really, really, really Important!
    • 15. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 15 Estimating Incremental Impact Square Root Rule: change in revenue = square root of change in promotion cost • captures diminishing returns • replace with better info if available
    • 16. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 16 Preparing the Analysis • set program parameters: – an increase / decrease test (e.g., 20%) – minimum incremental ROI to consider – minimum aggregate LTV to consider – ranking metric: ROI or LTV? – Do both and more – We have big data capabilities – create more derived values representing multiple strategies and scenarios
    • 17. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 17 Preparing the Analysis • calculate actual ROIs for each promotion • calculate average ROIs across all promotions – promotions with below-average ROI are candidates for reduced investment – promotions with above-average ROI are candidates for increased investment
    • 18. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 18 Preparing the Analysis • calculate estimated incremental results for each candidate • filter based on thresholds • rank on selected metric and report
    • 19. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 19 Analysis Results • Ranked opportunities by 6 action types: – acquisition increase – acquisition decrease – replacement (product cost) increase – replacement (product cost) decrease – cross sell increase – cross sell decrease • Estimated impact of each change
    • 20. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 20 Customer Experience MatrixTM: Community Outdoor Magazine TV Radio Newspaper Direct Mail Email Web Call Center Field Sales Events Retail Dealer Repair DisposeSelection SupportUsePurchaseAwareness Customer Process x x x xxxx x x x x x xxxx xxxxx xxx xx x xx xxxx Channel 30% 90%25% 70% 20% 15%$ $ $ $ $ $ $=LTV +Invest +Divest +Invest+Invest +Invest +Invest+Invest +Invest +Invest +Invest +Invest+Invest +Invest +Divest +Divest +Divest +Divest +Divest +Invest+Invest
    • 21. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 21 Sample Analysis - Summary
    • 22. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 22 Sample Analysis - Drilldown
    • 23. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 23 Actual Findings • Estimated 10% increase in company LTV vs. current base promotions • Opportunities beyond current base would produce additional benefits • Rules and process transparency spawns innovation
    • 24. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 24 Next Steps • move beyond promotion keys to specific decisions e.g. keyword analysis • more detailed LTV models, more precise estimates of incremental results • automated execution of recommendations • more frequent data feeds • analyze results of accepted recommendations
    • 25. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 25 Business Rule Perspective Rules embedded in system: 1. increase or decrease investment in programs with above or below average ROI 2. limit consideration to programs above specified ROI and LTV thresholds 3. rank opportunities based on LTV or ROI 4. could also have rule to terminate programs failing to meet specified goals 5. could consider calculations to be rules OK, today This is even More Important!
    • 26. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 26 Rule Management Framework • capabilities – rule complexity – scalability / response time – integration across rules – integration across systems – Novice user tools, visualization, testing • administration – rule definition (processes, skills required, security) – rule verification – rule change management • value measurement – utilization reporting – results reporting – cost / benefit analysis – Process:Rule Visualization This is what We should Talk about 908.542.1134
    • 27. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 27 Applications vs. Framework • capabilities – rule complexity: low – scalability / response time: high – integration across rules: high – integration across systems: low • administration – rule definition: via programming – rule verification: via programming – rule change management: via programming • value measurement – utilization reporting: none – results reporting: possible – cost / benefit analysis: possible
    • 28. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 28 Lessons Learned • rule-based analysis can make business intelligence actionable • even simple rules can identify major opportunities • use pre-calculations to make complex decisions with simple rules • LTV is long-term measure; must also consider immediate profits, cash flows • framework enables continuous improvement • framework provides transparency for greater business participation
    • 29. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 29 Thank You! Michael R Hoffman Client X Client mrhoffman@clientxclient.com www.clientxclient.com 908-542-1134
    • 30. Usual Response to “We are already doing this” – (white space is opportunity) 1. Awareness 2. Information 5. Negotiation 4. Selection 6. Contract 12. Care/Support 7. Logistics 9. Delivery 10. Acceptance 13. Repair 14.Community 8. $Collection 11. Use 3. Identification Geography Digital Store 3rd Party Direct Community Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 30 *Yes, Big IOT Opportunity with CxCFramework
    • 31. Geography Digital Store 3rd Party Direct Community 20 20 20 2020 20 20 20 20 20 20 20 20 20 20 2020 20 20 20 20 20 20 20 20 20 20 20 20 20 2020 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20202020 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 1. Awareness 2. Information 5. Negotiation 4. Selection 6. Contract 12. Care/Support 7. Logistics 9. Delivery 10. Acceptance 13. Repair 14.Community 8. $Collection 11. Use 3. Identification Customer Optimization Wizard – Dashboard for Performance Management Numbers in each cell represent: customers, potential revenue, costs (per and aggregate), customers at risk, customers in process, forecast closed sales, forecast lost customers, forecast referrals, simulation under market conditions. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 31
    • 32. Geography Digital Store 3rd Party Direct Community 20 . 1. Awareness 2. Information 5. Negotiation 4. Selection 6. Contract 12. Care/Support 7. Logistics 9. Delivery 10. Acceptance 13. Repair 14.Community 8. $Collection 11. Use 3. Identification Every Interaction Cell Measures Cost and Revenue Opportunities Interaction Cost Actual Revenue Potential Revenue (I used zoom out from one cell to represent some information contained in each cell) Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 32
    • 33. Geography Digital Store 3rd Party Direct Community 20 20 20 2020 20 20 20 20 20 20 20 20 20 20 2020 20 20 20 20 20 20 20 20 20 20 20 20 20 2020 20 20 20 20 20 20 20 20 20 20 20 11 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20202020 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 1. Awareness 2. Information 5. Negotiation 4. Selection 6. Contract 12. Care/Support 7. Logistics 9. Delivery 10. Acceptance 13. Repair 14.Community 8. $Collection 11. Use 3. Identification Customer Optimization Wizard – Dashboard for Performance Management Alerts indicate opportunity, risks, activity that is outside of plan parameters. Alerts require attention to exploit opportunity, avert risk, or amplify downstream resources, reduce upstream flow, divert/adjust activities (inventory, staff, promotions, pricing). Alerts are delivered according to manager responsibility and controls. The Customer Optimization Wizard may invoke corporate standard policies and make recommendations based on probabilistic outcomes (upstream and downstream scenarios) ALERTS Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 33
    • 34. Geography Digital Store 3rd Party Direct Community 20 20 20 2020 20 20 20 20 20 20 20 20 20 20 2020 20 20 20 20 20 20 20 20 20 20 20 20 20 2020 20 20 20 20 20 20 20 20 20 20 20 11 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20202020 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 1. Awareness 2. Information 5. Negotiation 4. Selection 6. Contract 12. Care/Support 7. Logistics 9. Delivery 10. Acceptance 13. Repair 14.Community 8. $Collection 11. Use 3. Identification Customer Optimization Wizard – Dashboard for Performance Management Move bar along bottom to see impact scenarios for current customer flow. Adjust parameters for multiple scenarios and set independent performance threshold ranges at multiple nodes to test complex market scenarios Resource, Opportunity, Time Scenarios week 1 week 8 week 9 week 10week 6 week 7week 5week 2 week 3 week 4 Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 34
    • 35. Community Geography Digital Store 3rd Party Direct Community Awareness Information Negotiation Selection Contract Care/Support Logistics Delivery Acceptance Repair $Collection Use Identification The Customer Experience Matrix requires a customer-involved contact. (business to business) C. Client contacts business acquaintances, clicks on “business services email”; calls 1-800 Biz Info”; schedules in-person meeting; negotiates 3 month contact; finances expense for 12 months through third party; contacts customer service for “emergency”. C C CC C C C C C C C CC CC Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 35
    • 36. Customer Experience Interface: hover over cell for information Activities Yield Metrics System Owner Data Administration System 1. Awareness 2. Information 5. Negotiation 4. Selection 6. Contract 12. Care/Support 7. Logistics 9. Delivery 10. Acceptance 13. Repair 14. Community 8. $Collection 11. Use 3. Identification Monitor Key Performance Indicators for Every Interaction Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 36
    • 37. Copyright 2014 ClientXClient LLC. www.clientxclient.com. 908.542.1134 Share & Enhance & Share 37 Thank You! Michael R Hoffman Client X Client mrhoffman@clientxclient.com www.clientxclient.com 908-542-1134

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