© Chantel Botha 2010<br />Creating a kick ass Customer ExperienceUniversity of Stellenbosch Business School 2011Presented ...
© Chantel Botha 2010<br />Client Experience Defined<br />A client experience is an interaction between an organisation and...
© Chantel Botha 2010<br />Emotions Evoked<br />
Customer Experience Motif<br />Lewis Carbone <br />Clued In: How to Keep Customers Coming Back Again and Again<br />
Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications:...
Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications:...
Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications:...
Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications:...
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />The Ultimate Question 		Fred Reichheld<br />
© Chantel Botha 2010<br />How likely is it you would recommend us?<br />
© Chantel Botha 2010<br />How to calculate NPS<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />Experiment …. Lets tweet @RBjacobs<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications:...
Expected Service<br />Non-traditional competitors create expectations<br />The playing field has changed<br />The rules ha...
© Chantel Botha 2010<br />Live shop video<br />
Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications:...
How we have experiences?Gist processing<br />© Chantel Botha 2010<br />
20 Brands with the most loyal customers<br />© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
© Chantel Botha 2010<br />
Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications:...
© Chantel Botha 2010<br />Listen to and understand your clients & their experiences<br />Deliberately design experiences a...
© Chantel Botha 2010<br />Listen to and understand your clients & their experiences<br />Deliberately design experiences a...
© Chantel Botha 2010<br />1<br />Listen to and understand your clients & their experiences<br />There are various ways to ...
Informal client discussions
Client focus groups
Mystery shopping
Listen to telephone calls</li></ul>Use this and define the desired experience for your client<br />“Client Experience Defi...
© Chantel Botha 2010<br />Listen to and understand your clients & their experiences<br />Deliberately design experiences a...
© Chantel Botha 2010<br />2<br />Deliberately design experiences and stage every interaction<br />We are used to looking a...
Moment mapping </li></ul>Looking at the process from a client point-of-view<br />
© Chantel Botha 2010<br />2<br />Deliberately design experiences and stage every interaction<br />Look at your world and t...
Read books
Connect with experience gurus
Use common sense</li></ul>“The Purple Cow” remarkable does not merely mean neat, but it means worth remarking about – Seth...
Evoking specific emotions
Avoiding disappointments for clients</li></ul>Innovate the client experience<br />
"..within four days of the song going online, the gathering thunderclouds of bad PR caused United Airlines' stock price to...
© Chantel Botha 2010<br />2<br />Deliberately design experiences and stage every interaction<br />Converting an angry clie...
Act on feedback
Fix the problems permanently
Learn for the future</li></ul>Front-line staff should be empowered to solve problems for clients<br />Aviva ran an “Angry ...
© Chantel Botha 2010<br />3<br />Foster a client centric culture and appoint people who can delight<br />Being client cent...
Expose them to the voice of the client
Tell them what the desired experience is
Provide continues feedback
Wove client centricity into the DNA of the organisation
Give your own employees a remarkable experience</li></ul>Deliberate design of each interaction and each person’s stage per...
© Chantel Botha 2010<br />3<br />Foster a client centric culture and appoint people who can delight<br />In order for you ...
Look at the entire client lifecycle and see your organisation like the client would
Solve problems together and be honest about where experiences go wrong
Have the “Experience Definition” in sight and use that as the true north to ensure the design of consistent experiences</l...
© Chantel Botha 2010<br />Listen to and understand your clients & their experiences<br />Deliberately design experiences a...
© Chantel Botha 2010<br />3<br />Foster a client centric culture and appoint people who can delight<br />Client centricity...
© Chantel Botha 2010<br />3<br />Foster a client centric culture and appoint people who can delight<br />The Ritz-Carlton ...
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Customer Experience Excellence

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Considerations when designing your branded customer experiences. Class presented to University of Stellenbosch Business School - Customer Experience Excellence Program.

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Customer Experience Excellence

  1. 1. © Chantel Botha 2010<br />Creating a kick ass Customer ExperienceUniversity of Stellenbosch Business School 2011Presented by Chantel Botha, Customer Experience Consultant at SanlamTwitter @chantelbotLinkedIn http://za.linkedin.com/in/chantelbotha<br />
  2. 2. © Chantel Botha 2010<br />Client Experience Defined<br />A client experience is an interaction between an organisation and a client. It is a blend of an organisation’s physical performance, the senses stimulated and emotions evoked, each intuitively measured against client expectations across all moments of contact. <br />Client’s Experience of the <br />Value Proposition<br />Price<br />Product<br />Service<br />Emotional<br />Time<br />Product/Packaging<br />People<br />Processes<br />Sales/Distribution<br />Colin Shaw<br />Beyond Philosophy<br />
  3. 3. © Chantel Botha 2010<br />Emotions Evoked<br />
  4. 4. Customer Experience Motif<br />Lewis Carbone <br />Clued In: How to Keep Customers Coming Back Again and Again<br />
  5. 5.
  6. 6. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions: <br />
  7. 7. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions: <br />
  8. 8. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions: <br />
  9. 9. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions: <br />
  10. 10. © Chantel Botha 2010<br />
  11. 11. © Chantel Botha 2010<br />The Ultimate Question Fred Reichheld<br />
  12. 12. © Chantel Botha 2010<br />How likely is it you would recommend us?<br />
  13. 13. © Chantel Botha 2010<br />How to calculate NPS<br />
  14. 14.
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  16. 16. © Chantel Botha 2010<br />
  17. 17. © Chantel Botha 2010<br />
  18. 18. © Chantel Botha 2010<br />Experiment …. Lets tweet @RBjacobs<br />
  19. 19. © Chantel Botha 2010<br />
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  21. 21. © Chantel Botha 2010<br />
  22. 22. © Chantel Botha 2010<br />
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  24. 24. © Chantel Botha 2010<br />
  25. 25. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions: <br />
  26. 26. Expected Service<br />Non-traditional competitors create expectations<br />The playing field has changed<br />The rules have changed<br />
  27. 27.
  28. 28.
  29. 29. © Chantel Botha 2010<br />Live shop video<br />
  30. 30. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions: <br />
  31. 31. How we have experiences?Gist processing<br />© Chantel Botha 2010<br />
  32. 32. 20 Brands with the most loyal customers<br />© Chantel Botha 2010<br />
  33. 33. © Chantel Botha 2010<br />
  34. 34. © Chantel Botha 2010<br />
  35. 35. © Chantel Botha 2010<br />
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  42. 42. © Chantel Botha 2010<br />
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  49. 49. © Chantel Botha 2010<br />
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  51. 51. © Chantel Botha 2010<br />
  52. 52. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions: <br />
  53. 53. © Chantel Botha 2010<br />Listen to and understand your clients & their experiences<br />Deliberately design experiences and stage every interaction<br />1<br />2<br />Foster a client centric culture and appoint people who can delight<br />Measure and manage your client’s experiences<br />3<br />4<br />
  54. 54. © Chantel Botha 2010<br />Listen to and understand your clients & their experiences<br />Deliberately design experiences and stage every interaction<br />1<br />2<br />Foster a client centric culture and appoint people who can delight<br />Measure and manage your client’s experiences<br />3<br />4<br />
  55. 55. © Chantel Botha 2010<br />1<br />Listen to and understand your clients & their experiences<br />There are various ways to collect voice of the client …<br /><ul><li>Surveys
  56. 56. Informal client discussions
  57. 57. Client focus groups
  58. 58. Mystery shopping
  59. 59. Listen to telephone calls</li></ul>Use this and define the desired experience for your client<br />“Client Experience Definition”<br />Collecting and understanding the Voice of the Client<br />
  60. 60. © Chantel Botha 2010<br />Listen to and understand your clients & their experiences<br />Deliberately design experiences and stage every interaction<br />1<br />2<br />Foster a client centric culture and appoint people who can delight<br />Measure and manage your client’s experiences<br />3<br />4<br />
  61. 61. © Chantel Botha 2010<br />2<br />Deliberately design experiences and stage every interaction<br />We are used to looking at processes from the in-side out … now we look from the outside-in<br />By standing in the client shoes and experiencing our business the way they do, we can start differentiating ourselves from the rest<br />We can also design experience with clients<br />Experience design tools<br /><ul><li>Client Journey
  62. 62. Moment mapping </li></ul>Looking at the process from a client point-of-view<br />
  63. 63. © Chantel Botha 2010<br />2<br />Deliberately design experiences and stage every interaction<br />Look at your world and the client interactions in it as if you are seeing it for the first time…<br /><ul><li>Learn from other industries
  64. 64. Read books
  65. 65. Connect with experience gurus
  66. 66. Use common sense</li></ul>“The Purple Cow” remarkable does not merely mean neat, but it means worth remarking about – Seth Godin <br />Focus on <br /><ul><li>Exceeding expectations
  67. 67. Evoking specific emotions
  68. 68. Avoiding disappointments for clients</li></ul>Innovate the client experience<br />
  69. 69.
  70. 70. "..within four days of the song going online, the gathering thunderclouds of bad PR caused United Airlines' stock price to suffer a mid-flight stall, and it plunged by 10 per cent, costing shareholders $180 million. Which, incidentally, would have bought Carroll more than 51,000 replacement guitars."<br />10,905,813 views<br />
  71. 71. © Chantel Botha 2010<br />2<br />Deliberately design experiences and stage every interaction<br />Converting an angry client into a loyal client is the ultimate…<br />Use these opportunities when things go wrong to learn and grow<br /><ul><li>Invite feedback from clients
  72. 72. Act on feedback
  73. 73. Fix the problems permanently
  74. 74. Learn for the future</li></ul>Front-line staff should be empowered to solve problems for clients<br />Aviva ran an “Angry Customer Forum” to help improve the experience for their customers<br />Problem management<br />
  75. 75. © Chantel Botha 2010<br />3<br />Foster a client centric culture and appoint people who can delight<br />Being client centric is not one person’s job …<br /><ul><li>Show employees what your experiences are
  76. 76. Expose them to the voice of the client
  77. 77. Tell them what the desired experience is
  78. 78. Provide continues feedback
  79. 79. Wove client centricity into the DNA of the organisation
  80. 80. Give your own employees a remarkable experience</li></ul>Deliberate design of each interaction and each person’s stage performance will deliver results!<br />Communicating with employees<br />
  81. 81. © Chantel Botha 2010<br />3<br />Foster a client centric culture and appoint people who can delight<br />In order for you to deliver a consistently good experience at every interaction, you need to<br /><ul><li>Collaborate with other areas that the client may interact with
  82. 82. Look at the entire client lifecycle and see your organisation like the client would
  83. 83. Solve problems together and be honest about where experiences go wrong
  84. 84. Have the “Experience Definition” in sight and use that as the true north to ensure the design of consistent experiences</li></ul>Cross-organisational coordination<br />
  85. 85.
  86. 86. © Chantel Botha 2010<br />Listen to and understand your clients & their experiences<br />Deliberately design experiences and stage every interaction<br />1<br />2<br />Foster a client centric culture and appoint people who can delight<br />Measure and manage your client’s experiences<br />3<br />4<br />
  87. 87. © Chantel Botha 2010<br />3<br />Foster a client centric culture and appoint people who can delight<br />Client centricity is not a project, it is a philosophy that is woven into the way we make decisions and complete tasks…<br />When initiatives are identified, project management disciplines may be required to implement specific fixes<br />Empowerment and ownership is crucial whether it is a project or a small fix<br />Front-line employees need empowerment to influence the experience as it happens<br />Ownership of implementation<br />
  88. 88. © Chantel Botha 2010<br />3<br />Foster a client centric culture and appoint people who can delight<br />The Ritz-Carlton credo states <br />“We are ladies and gentlemen serving ladies and gentlemen”<br />We serve each other in order to serve our clients.<br />Focus on …<br /><ul><li>Putting yourself in the other person’s shoes
  89. 89. Collaboration
  90. 90. Respect
  91. 91. Understanding
  92. 92. Communication</li></ul>Keep the common goal in mind “Clients who talk about us”<br />Internal Service Culture<br />
  93. 93. © Chantel Botha 2010<br />3<br />Foster a client centric culture and appoint people who can delight<br />Commitment and client centric decision making from senior management is essential …<br />Too often we make decisions to save cost, and we do not consider the long term consequences of those actions on client loyalty.<br />The aim of client centricity is to create mutually beneficial long term financial and emotional relationships!<br />Client Centred Decision Making<br />
  94. 94. © Chantel Botha 2010<br />Listen to and understand your clients & their experiences<br />Deliberately design experiences and stage every interaction<br />1<br />2<br />Foster a client centric culture and appoint people who can delight<br />Measure and manage your client’s experiences<br />3<br />4<br />
  95. 95. © Chantel Botha 2010<br />4<br />Measure and manage your client’s experiences<br />In order to really understand and change we need to know what the client’s real experiences are. It would be ideal to track and measure every interaction that he has with your company<br />We measure loyalty by using Net promoter score<br />“Would you recommend CompanyX to a friend?”<br />Employee performance measurement need to be aligned to client centricity philosophy<br />Exceptional experiences should be rewarded!<br />Client Experience Measurement Framework<br />
  96. 96. © Chantel Botha 2010<br />
  97. 97. © Chantel Botha 2010<br />
  98. 98. © Chantel Botha 2010<br />Lets map a Client Journey<br />
  99. 99. © Chantel Botha 2010<br />We use a story board to plot the client’s journey from a client point of view<br />
  100. 100. © Chantel Botha 2010<br />We look at the process out-side-in <br />
  101. 101. © Chantel Botha 2010<br />Lets do Moment Mapping<br />
  102. 102. © Chantel Botha 2010<br />Design Deliberate Client ExperiencesMOMENT MAPPING<br />Exceeding<br />expectations<br />+<br />Valued<br />Frustrated<br />Stressed<br /><br />+<br /><br />Seated @ <br />table<br /><br />Finish <br />my <br />meal<br />Make <br />a <br />booking<br />Travel <br />to <br />restaurant<br />Place <br />order<br />Welcome<br />Wait<br />Wait<br /><br /><br /><br />Cared for<br />Irritated<br />Hurried<br /><br />_<br />Failing<br />expectations<br />
  103. 103. © Chantel Botha 2010<br />Client Experience Design<br />Physical<br />Advice<br />Price<br />Product (product features)<br />Location<br />Channel (stores, on-line, telephone)<br />Emotional<br />How you feel about product?<br />How you feel about the company and brand?<br />How you feel about yourself while in the interaction?<br />CLIENT<br />Expectations<br />Emotions<br />Delight – Moment of Magic<br />Failures – Moment of Misery<br />What will make them tell a friend?<br />Senses<br />Sight<br />Smell<br />Feel<br />Hear<br />Taste<br />
  104. 104. © Chantel Botha 2010<br />How do we map moments?<br />1<br />White <br />Space<br />Remarkable<br />2<br />3<br />4<br />
  105. 105. © Chantel Botha 2010<br />Non-Touch Points<br />
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  107. 107. © Chantel Botha 2010<br />
  108. 108. © Chantel Botha 2010<br />
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  110. 110. Integrated & Consistent<br />
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  112. 112. © Chantel Botha 2010<br />Discuss insights<br />
  113. 113. © Chantel Botha 2010<br />Thank you!Call me on 083 603 8249Connect with me on Linked In – Chantel BothaFollow me on Twitter @chantelbotEmail me chantelbot@gmail.com<br />

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