CRM Process & Technology (for Digitalization Era) By Jatturaput Nilumprachart, Netway Communication Co., Ltd. Modern CRM is a matter of CX&M (Customer Experience and Management) Omni-Channel as a Customer’s Lens Stay multifunctional in one single place: Zendesk Support, Chat, and more Application of CRM Technology with your customers

1. P r o c e s s &
T e c h n o l o g y
In Digitalization Era
CUSTOMER
EXPERIENCE
JATTURAPUT N. | April 20, 2017

3. WALK
THROUGH

4. The Remade Marriage of Marketing and Data Science

6. O N E
S I N G L E
B O A T
M U L T I P L E
P O I N T S O F
S A L E
D I V E R S I F I E D
C U S T O M E R
P E R S O N A S
The seller relies on one
single channel to serve
her customers.
The demands come from
360 degree without
predictive analysis.
The service requests
have unique natures
with specific
requirements.

7. CRM
P R O C E S S
A N D
T E C H N O L O G Y
F O R
D I G I T A L I Z A T I O N E R A
▞ CX&M
A G E N D A
▜ CUSTOMER’S LEN
▚ MULTIFUNCTIONAL
▟ APPLICATIONS
╇ Modern CRM is a matter of CX&M (Customer Experience and Management)╇ Omni-Channel as a Customer’s Lens
╇ Stay multifunctional in one single place: Zendesk Support, Chat, and more ╇ Application of CRM Technology with your customers

8. AGENDA

10. D O N ’ T P R O D U C T S.
P E O P L E
B U Y
▞ CX&M

11. P R O D U C T S.B U Y E X P E R I E N C E.
▞ CX&M
C U S T O M E R S

12. B U Y E X P E R I E N C E.C U S T O M E R S
▚ ▐ ◗
Customers become
more democratized
by multi-layered
channels they have.
▞ ▙ ▶
Purchasing
behaviors are
transformed into
digital transactions.
◆ ▚ ◥
Even if the product
is good, the bad
shopping experience
destroys the value of
thing.

14. IS MUCH MORE
SATISFYING THAN
THE ACQUIRED
STUFFS.
T H E
F E E L I N G O F

16. THE
F O R M U L A
Customer satisfaction Index (CSI) , (CSAT)

17. S A T I S F A C T I O N
=
P E R C E P T I O N - E X P E C T A T I O N
Expectation
PERCEPTION
David H. Maister (1993):
"If the client perceives service at a certain level
but expected something more (or different),
then he or she will be dissatisfied."

18. FRUSTRATED
The customers
do not perceive
values against
what they expected.

19. DISSATISFIED
The customers
Perceive less
values than
what they
expected.

20. MODERATED
against
what
they
expected.
The
customers
are
fulfilled

21. SATISFIED
The customers
are fulfilled
as per what
they expected.

22. OVER-SATISFIED
The customers
are served with
more than what
they expected.

23. Customer
Experience
Management (CX&M)
Customer experience management (CX&M) involves
looking at what customers experience in every part
of their relationship with the business.
This involves evaluating aspects of the advertising
process, the sales process, the support process and
every instance where a business would interact
with its customers, online or otherwise.
REF: technopedia.com

24. Customer
Experience
Management (CX&M)
With CX&M, the focus is on the user experience or the “interface” of
business relationships. It asks business leaders to put themselves in the
customers' shoes and look at what they perceive as they interact with
the business, either online or through different venues. Customer experience
management can be thought of as a kind of user-experience or
user-interface evaluation wherein analysts look at things like online
advertising and marketing, Web forms for orders, digital shopping carts,
digital or phone support, as well as what goes on in brick-and-mortar stores.
For example, an in-depth look at the way a business uses social media and
how its customers respond on platforms like
Facebook would be considered a CX&M project.
REF: technopedia.com

25. SOCIAL MEDIA
LIVE
CHAT
FULFILLMENT
SUPPORT
FAQs
MOBILE
SALES
ACCOUNTING
WEBSITE
CX&M Customer
Interactions

26. C O N N E C T I N G
T H E I N T E R F A C E

27. AGENDA

29. easier than getting a new one.
a satisfied faithful customer is more likely to attract new
buyers than any form of advertising.
6
Retaining a customer is
TIMES

30. Revenue gained by reducing negative
word-of-mouth versus improving positive buzz.
300%

31. Of consumers worldwide trust recommendations from
friends and family more than any form of advertising.
92%

32. CX&M
As a
Customer’s
Len.

33. Concrete
Attribute
Abstract
Benefit or
Value Served
Abstract
Benefit or
Value Served
Customer
Satisfaction
Concrete
Attribute
Concrete
Attribute
Concrete
Attribute
Satisfaction
Measures
Loyalty

34. ▙ B E H A V I O R
▚ D A T A
▛ I N F O R M A T I O N
▜ K N O W L E D G E
▞ I N S I G H T
DIGITAL TRANSFORMATION
FROM SUBJECTIVITY TO OBJECTIVITY
Gaining customer insights is rationalized by the pyramid of
data input. Once the customer behavior is captured, it is
translated and transformed into a business insights which
are ready for your customer experience management.
Realize the descriptive problem.
Collect it in a well-formatted way.
Reset the data for a specific use.
Record the solution and present it.
Serve customers with learned
experience.

35. Critical Incident Technique (or CIT)
The Critical Incident
Technique (or CIT)
collects direct
observations of human
behaviors that have
critical significance and
meet a set of
methodically-defined
criteria.
Behaviors
These observations are
then kept track of as
incidents, which are then
used to solve practical
problems and develop
broad psychological
principles.
Incidents
Solve problems
Psychological
Principles
A critical incident can be
described as one that makes
a contribution—either
positively or negatively—to
an activity or phenomenon.
Critical incidents can be
gathered in various
ways, but typically
respondents are asked
to tell a story about an
experience they have
had.
A set of procedures for
collecting direct
observations of human
behaviour in such a way as
to facilitate their potential
usefulness in solving
practical problems and
developing broad
psychological principles.
By an incident is meant any specifiable
human activity that is sufficiently
complete in itself to permit inferences
and predictions to be made about the
person performing the act.
To be critical the incident must occur in a
situation where the purpose or intent of the act
seems fairly clear to the observer and where its
consequences are sufficiently definite to leave
little doubt concerning its effects.

36. CIT has been used in studies of
information-seeking behavior. The CIT
also constructs a typical scenario of
user behaviors when they interact with
various technologies such as
information systems. So, the business
can extract these by the use of CIT:
Cause,
Description,
Outcome,
of a critical incident
User’s feelings,
Perceptions
of the situation
Actions taken
during the incident
Changes
in their future behavior.

37. 1
CAPTURE
2
FORMULATE
3
COLLECT
4
PRIORITIZE
5
ARRANGE
6
ACTIVATE
7
CATEGORIZE
8
FURNISH
9
FINALIZE
First encounter
Develop a protocol
Ask for information
Set severity level
Sort the incidents
Write it as a attribute
Develop clusters
Resolve the issue
Keep tracks
CIT

38. TOP 10
FACTORS
That Will Increase Conversion Rates

39. 1
Multi-Channel
Shopping
Experience
2
Mobile
Customer
Experience
3
Alternative
Payments
4
Innovative
New Store
Environments
5
Optimized
Staffing
Levels
6
Promotional
Merchandising

40. 7
Customer
Feedback
8
Social
Media
9
Integrated
MP&A
Across
Channels
10
Accurate
Customer
Counting

42. AGENDA

44. Capture
Prioritize
Categorize
Learn

45. Monitor
Offer
Serve
Retrain

46. Anticipate
Autonomate
Engage
Feedback

47. AGENDA

48. 1: Honor and Manage Customers as Assets
A Simple Set of Customer
Behaviors Indicating
Growth or Loss of
Relationship
Volume and
Trend
Revenue and
Profitability
Churned
Customers
Lost Customers Referrals
Customers who are
using products or
services purchased.
Revenues and profits
by customer group or
segment.
Customers who did
not renew in a
subscription-based
model.
Customers who lapsed
or were lost after an
incident.
Referrals received by
customer segment.
Engage, encourage,
and acknowledge
customer referrals in a
genuine manner.
Customer Asset Metrics

49. CHECKLIST

50. 2.
Align
Around
Experience
Your customer journey map is
your business decision blueprint.

51. What is a
Customer
Journey Map?
A visualization of customers’
objectives, needs,feelings,
and barriers throughout the
path-to-purchase of a
product, service, or brand.

52. THE BUILDING BLOCK

53. THE EXAMPLES

54. THE EXAMPLES

55. THE EXAMPLES

56. 3. BUILD A
CUSTOMER
LISTENING PATH
Seek input and understanding at
critical points along the customer
journey.

57. 1
Initiate the
conversation.
We acknowledge your problem. Can
you please tell us what happened?
Listen to UNDERSTAND.
2
Probe for more
details.
React and clarify the specifics
if possible.
Display CARE & EMPATHY.
3
Earn the right to
help.
Ask if they would accept
accept help to resolve issues?
Prove COMMITMENT.
4
Close the
conversation.
Repeat how sorry you are and
thank.. Reiterate next steps.
End with HUMILITY.
Best Practice for
Better Listening
Don’t use this as a
sales call. This call is to
listen, learn, and
express empathy and
caring.
BUILD A CUSTOMER LISTENING PATH.

58. GUIDELINE
Build a blend of quantitative and qualitative
information to tell the story of customers'
lives. Collect feedback from multiple sources.
Don't rely on survey data alone. Unite aided
feedback, gathered when a customer is
invited or prompted to give feedback or
respond to a survey, with unaided feedback,
which customers volunteer daily. Assemble
survey results in concert with multiple sources
of customer insight to provide customer
understanding. Survey data should serve to
validate numerically what you are already
aware of through the real-time feedback
received. When aided and unaided feedback
point to the same issues/opportunities, we
see company debate halt on survey scores.
That is because multiple sources point to the
same thing. There is power in convergence.

59. GUIDELINE
Build one-company categorization of issues
for unaided feedback, so that they roll-up to
volumes that command attention. Many
companies capture this powerful information,
but it is in separate buckets throughout the
operation. The call center has one
categorization they use and report, marketing
has their version, and sales has their own.
Social media is reported separately. Each
comes as an independent report, and none of
it is pieced together. One-company
categorization of issues/reasons and capture
is key to rolling up information in volume.
Volume in unaided feedback is a strong tool
in storytelling because it will show real-time
trends.

60. GUIDELINE
Make it human. Practice experiential listening,
the same method that Adobe uses with their
Leadership Immersion or that Northern Trust
Bank uses with their “human voice of the
customer” audio and video. Don't present
from a spreadsheet. Take customers off the
spreadsheet by stepping people through
hearing calls, watching videos, having to log
in to a complex site, or seeing the spaghetti
bowl of action steps required to sign up for a
trial.

61. GUIDELINE
Present information from multiple sources by
stage of the experience, rather than by survey
question. This presentation is a
game-changer, as explanations of issues and
opportunities always begin by being
grounded in where they exist in the
customer's' experience with you.

62. Know before customers tell you,
where experience are unreliable.
Deliver consistent and desired
experiences.
● Rescue customers at risk
● Grow revenues
● Embed relationship
4. PROACTIVE
EXPERIENCE
RELIABILITY &
INNOVATION

63. Discover
Evaluate
Buy
Use
Benefits
Alternatives
BUILDING
AUTOMATED
RELIABLE CX
Follow-up
to request for
information.
On-boarding &
Follow-up after
contact.
After X numbers of
calling to customer
support.
When less than X% products
purchased in use. Proactive
pre-renewal contact.
Follow-up to
detractor.
Follow-up to lost
customers.
Identify
an incident.

64. 5. Leadership,
Accountability &
Culture
Leadership behaviors required
for embedding the CX.
Enabling employees
to deliver values.

66. MOVE FROM TALK TO ACTION
UNITE THE LEADERSHIP TEAM
How we will grow. How we will not grow capacity-culture-competency
GIVE PERMISSION, BEHAVIORS TO MODEL
Decisions that prove commitment enable people to deliver value.
PROVE IT WITH ACTIONS
One-company accountability congruence in hiring, motivation,
recognition.

67. ENABLE
CROSS-SILO
EXPERIENCE
UNDERSTANDING
AND ACTION
Information from multiple sources tells the true story of your customers’
lives. As you unite as a leadership team, there must be a commitment to
not be reactive survey results of anecdotal one-off information to drive
silo-based actions.
___________________
Build a customer listening path using multiple sources of
customer input. Emancipate your dependency on survey
results by combining volunteer (unaided) feedback,
behavioral experiences, operational performance, and
aided (survey) feedback to tell the story of your
customers' lives. Transition presentations from silo or
survey question dashboards to present collective
information from multiple sources—along the path of your
customer journey.
SILO SILO SILO
Dashboard
provides collective information

69. http://
customerexperience.report