Customer Experience Strategy: Meeting Changing Expectations & Dynamics in Service

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This session, featuring Dr. Catriona Wallace from research firm Fifth Quadrant, will unveil new research from salesforce.com and Fifth Quadrant looking at the customer experience maturity of Australian companies and how this maps to consumer expectations for service and brand engagement. Come along to learn how social, mobile and cloud is changing the way brands are providing customer service.

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Customer Experience Strategy: Meeting Changing Expectations & Dynamics in Service

  1. 1. Customer Experience Strategy:Meeting Expectations and ChangingDynamics in ServiceJohn WardRegional Sales Director,salesforce.com/salesforceanz@salesforce#SalesforceCeBIT
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  3. 3. Presentations available fromsalesforce.com/au/cebit
  4. 4. Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995:This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertaintiesmaterialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the resultsexpressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemedforward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial itemsand any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerningnew, planned, or upgraded services or technology developments and customer contracts or use of our services.The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering newfunctionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in ouroperating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectualproperty and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, ourrelatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of ourservice and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to largerenterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in ourannual report on Form 10-Q for the most recent fiscal quarter. This documents and others containing important disclosures are available onthe SEC Filings section of the Investor Information section of our Web site.Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currentlyavailable and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions basedupon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-lookingstatements.
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  6. 6. Dr Catriona WallaceCEO, Fifth Quadrant
  7. 7. Customer experience (CX) definedThe internal responseof an individual totheir interactions withan organisationsproducts, people,processes,technologies andenvironments.Internal responseincludes the thoughts,feelings, senses,physical reactions andemotions experiencedas a result of theexperience.
  8. 8. Customer experience is multi dimensionalCustomerEngagementProcess &technologyMulti-channelCommun-icationProductsServiceValue
  9. 9. Consumers agree “If I alwaysreceived excellent customerservice from a company I wouldbe happy to pay more money fortheir products or services”Consumers agree “When I receivebad customer service, I activelyavoid buying more products orservices from that same companyagain”77%37%Customer experience impacts customer value and retentionand therefore long term business valueConsumers agree “I wouldactively advise my friends / familyto avoid a company if they gaveme poor customer service”80%Source: 2013 salesforce.com Customer Experience Study
  10. 10. % consumers using channelmore often than a year ago• 40% Email• 37% Web self-service• 23% Web chat• 22% Facebook• 17% CSRConsumers are rapidly expanding the range of waysthey engage with organisationsSource: 2013 salesforce.com Customer Experience Study43% using mobile device moreoften than a year ago
  11. 11. As customers bounce around channelsexpectations for a seamless service are high47%53%Used more than 1channelUsed 1 channel only78%Not repeatinginformation74%Companycombining infocollected fromdifferentinteractions toprovideseamlessservice67%Companyknowinghistory acrossdifferentchannels% Consumer Importance – Top 3Number of channels used for lasttransactionSource: 2013 salesforce.com Customer Experience Study
  12. 12. Customers Organisations Customer Experience• Simplicity• Transparency• Consistency• Collaborative• Traditional, product-orientedbusiness models no longerwork• Responsive, customer-drivencultures• Single, personalisedrelationship with ALLcustomers• Anticipate customer needs• Identify and solve issues beforethey affect customersatisfactionCustomer experience management is now morecomplex
  13. 13. Organisations currentlyhave an enterprise-widecustomer experiencestrategyOrganisations rate theirexecutive team as beingsupportive of customerexperience strategy51%53%Despite the importance of customer experienceorganisations are yet to fully embrace it…Source: 2013 salesforce.com Customer Experience Study
  14. 14. Have customerexperiencestrategyExistence ofsub strategieswithin customerexperiencestrategyLevel of C-Level SupportAustralian organisations have been segmented basedon their CX maturity
  15. 15. CX maturity is proven to drive better businessperformance0246810120% 20% 40% 60% 80% 100% 120%ImpactonRevenueGenerationIndexCustomer Experience Maturity IndexSource: 2013 salesforce.com Customer Experience StudyTop 30% CX OrganisationsBottom 30% CX Organisations
  16. 16. More mature CX organisations offer a wider rangeof contact methods to customers…Source: 2013 salesforce.com Customer Experience Study0%10%20%30%40%50%60%70%80%90%100%Web Self-service Web Chat Facebook Mobile Device% implementation by 2018Top 30% CX Orgs Bottom 30% CX Orgs No CX StrategyChannels Devices
  17. 17. …and are investing more in social media, integrated customermanagement and web chat technologyFuture Technology Investment% Top 30% CX Strategy OrganisationsSource: 2013 salesforce.com Customer Experience StudySocial media technology 73%Integrated customer management 73%CRM 67%Web chat 67%Internal collaboration tools 67%Mobile device management 67%
  18. 18. Social media’s influence77% consumers have changed their mind about buying aproduct or service because of comments/recommendations madeon social mediaSource: 2013 salesforce.com Customer Experience Study
  19. 19. Currently maintain aFacebook channel forcustomer serviceOf organisations will havesome social media customerservice operating by 201867%38%Social media investment and implementation isforecast to grow significantlySource: 2013 salesforce.com Customer Experience Study
  20. 20. However there are significant challenges still to overcomeMarketing most responsible for social mediamanagement – 9% contact centre(22% amongst Top 30% CX Organisations)Rate themselves as well placed to effectivelyresource social media operations
  21. 21. 1 2 3 4 5 6Listening andMonitoringCommunityEngagementPrimary SalesChannelMarketingPlatformCustomer ServiceChannelCustomerCommunicationsChannelSocial Media Evolution
  22. 22. 1 2 3 4 5 6Listening andMonitoringCommunityEngagementPrimary SalesChannelMarketingPlatformCustomer ServiceChannelCustomerCommunicationsChannelSocial Media Evolution
  23. 23. Currently operatecustomer service via amobile deviceOf organisations willhave some mobilecustomer serviceoperating by 201882%34%Mobile device implementation is set to expandrapidlySource: 2013 salesforce.com Customer Experience Study
  24. 24. However there are significant challenges still to overcomeAgree: “It is easy to use my mobile device tointeract with a company”Agree: “It is quicker to use my mobile deviceto resolve my query than other channels”“Happy” with experience of using mobiledevice to resolve queries
  25. 25. Implementation challenges……Social media implementation–40% - security/privacy concerns–37% - lack of resources–26% - cost–23% - not having the right technology/ beingable integrate with other systemsMobile device implementation–35% - lack of the right technology–32% - lack of resources–29% - security/privacy concernsSource: 2013 salesforce.com Customer Experience Study
  26. 26. Key messages1. Consumers have more channel choice thanever before but expect seamless CX2. Companies that adopt and have a mature CXstrategy generate more revenue thancompanies that do not3. Although companies are investing in socialand mobile channels, they are not fullyintegrated and therefore deliver inconsistentexperiencesSource: 2013 salesforce.com Customer Experience Study
  27. 27. Further DiscussionJohn Ward Regional Director, Service Cloud APACDr Catriona Wallace, CEO, Fifth Quadrant
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