Notes Version: From Volcano Ash To Customer Satisfaction

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Notes Version: From Volcano Ash To Customer Satisfaction

  1. 1. 9/30/2011 From Volcano to Ash to Customer Satisfaction• Tuesday, October 4th from 11:30 to 12:15.• Session level: Advanced• Track: Retention & Loyalty Picture Source: www.natural-calamity.info WELCOME The The The Facebook Customer New Experience Experience Dilemma 1
  2. 2. 9/30/2011 The facebook story +10 Millions passengers unable to travel over the whole period Source: European Commission The The TheFacebook Customer NewExperience Experience DilemmaThe facebook story• HELP our customers that were stranded• A team of 20 employees from different departments• Worked from 5 AM to 2 PM each day• Used Facebook, Twitter, flysas.com (homepage), SMS• Instant messaging, Smart phones, access to the updated info and hotline to right people 2
  3. 3. 9/30/2011 The results did open eyes• 5,000 questions posted 99% answered within five minutes• SAS message displayed more than 1 million times• More than 17.000 new fans in one week (+270%)• Tons of positive media-coverage• Index 40 to 90 measuring “caring” in online conversations• Awards internationally Two pregnant women stuck d in Spain were contacted via FB and were put on the fist flight home Learning points and reflections Customer Journeys WoS Effect ORGANISATIOANAL CHANNEL OMG →Yes! Contact price CEM CRM / MARKETING CUSTOMER SATISFACTION New Agenda 3
  4. 4. 9/30/2011 The The TheFacebook Customer NewExperience Experience Dilemma How to commercialize from this A. B. C. D. E. Awareness Contractual stage Managing the contract Reviews Contract renewalA1. B1. B2. C1. C2. D1. D2. E1. • Lessons learned • The organsiation responded automatically • Customer journey mapping activities One focus: To keep or increase Customer Satisfaction scores through great customer experience Defining CEM CEM is a leadership discipline which purpose is to ensure that the company delivers extraordinary positive customer experiences. When delivering extraordinary experiences the company differentiates positively and stimulates profitable customer behavior Extraordinary experiences is very much about balancing the rational and emotional experience to give the customer . CEM DIFFERENTIATION EFFECT ON RESULTS +10% +9% +5% Source: A study about The effects of CEM by Copenhagen Business School and SJP A/S 4
  5. 5. 9/30/2011 How we get CEM* started • Normally CEM is a top-down project Pre-analysis • Focus on business critical and CJM** areas – corporate customers (BtB) • 3 phase model (see graphic) Pilot show case • A setup with our agency Wunderman together with CEM* specialists from the Implementing company SJP A/S. CEM* Note: *Customer Experience Management **Customer Journey Mapping Customer Journey Maps A. B. C. D. E. Awareness Contractual stage Managing the contract Reviews Contract renewalA1. B1. B2. C1. C2. D1. D2. E1. Critical touchpoints A. B. C. D. E. Awareness Contractual stage Managing the contract Reviews Contract renewal A1. B1. B2. C1. C2. D1. D2. E1. Flyer satisfactio n survey where SAS is evaluated 5
  6. 6. 9/30/2011Triggerbased dialogues and CJM• CJM and CEM gave birth to several activities• The activity Welcome Home• Customer Service and Facebook• Reporting takes the trigger dialogues from an operational to a more tactical and strategic levelRe-think product definition Earn Feel Burn Simplify Listen Make you fly Inspire Learn Share Play Connect The The TheFacebook Customer NewExperience Experience Dilemma 6
  7. 7. 9/30/2011Everything is fine…or?• Loyalty programmes including our FFP called EuroBonus• Downward sloping tendency• Even though we are as popular as ever• Loyal customers do not order as we expect them to do PeAre we naive as marketers? “Loyalty, by definition and in practice, is a concept that suggests a kind of fidelity that transcends personal advantage. I am loyal to my country. If asked to defend it, I would put my Life at risk, as millions throughout history have done. I am loyal to my family. If they are threatened, I will protect them at any cost, as many do every day… But can I be similarly ‘loyal’ to a brand of toothpaste, soap, beer, airline service or office equipment? Not this side of a mental institution!” Lester WundermanWe are facing a new agenda• Monologue to dialogue*• Share experience from 10 to 10,000**• low-cost communications, data-processing, rapid innovation, and great increased consumer expectations***• Fragmented markets due to increased choices and new options***Sources: * The future of marketing: From monologue to dialogue, EIU 2006. **Forrester Research.***Not for free by Saul J. Berman, Feb 2011 7
  8. 8. 9/30/201120012011 Impact on relationships and loyaltyWhat actions can we take? “CustomerCustomers Marketers partnership is a shared journey to create a future for Customer DrivenMass exposure Innovation both parties that is better than either Customer could haveCustomer power Partnership developed alone” Customer Source: Leading on theIntelligence and Experience ”real” values Edge of Chaos, Emmett C. Management Murphy and Mark A. Murphy 8
  9. 9. 9/30/2011 What actions can we take?• Accept the facts of the new agenda 125 25 25 25• New marketing KPIs should focus on 25 25 Customer Flow, Conversion and Average cyclus/flow 10 0• Re-design products, services and 500 400 10 80 solutions including loyalty programmes• Innovation is seen as the ”saver” * 10 60• Combine Customer Insights with 125 10 20 25 Business development ** ©Jacob Bentzen 2011Sources: *CMO Index Denmark 2011 ** Not for free by Saul J. Berman, Feb 2011 Business not as usual • A perspective of what we can do • Nearly every industry is widely available low-cost disruptions originating from 5 market trends • Revenue innovation by maximizing profitability from existing revenue streams and indentify new ones • Solution is doing more with existing assets 1. Segment after behaviour (existing and future behaviour) 2. Grow revenue organically in the near term using framework from pricing, payer, and packaging innovation strategies 3. Experiment 4. Repeat Sources: Not for free by Saul J. Berman, Feb 2011 Conclusions • The Facebook case learned us how to spread important messages with gains and almost cost free • Like after the volcano eruption – marketers today face a new agenda and is forced to re-think their strategy • Loyalty programmes looses its power of relationships • Marketing departments can well be needed to drag in other disciplines as business innovation to cope with the new agenda 9
  10. 10. 9/30/2011 What do you think…. ?Tack!Or thank you as you say in English. Jacob Bentzen Manager CRM Strategies SAS Scandinavian Airlines +45 3232 3551 jb@sas.dk Visit us at flysas.com sas.no sas.se sas.dk www.facebook.com/sas www.twitter.com/sas www.flickr.com/sasgroup www.youtube.com/flysas 30 10

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