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changing the experience<br />esteban kolsky, thinkJar LLC<br />
Is this how you do experiences?<br />© http://www.life.com/image/53373238<br />
what is an experience<br />the total sum of all conscious events<br /><ul><li>all providers create experiences for their p...
experiences can be joint or separate events
experiences are either rational or emotional
experiences involve all five senses (maybe six?)
experiences are designed
money buys, and demands, experiences
public utilities, monopolies and governments can also create experiences</li></ul>3<br />
rational v emotional experiences<br />rational<br />emotional<br /><ul><li>easier to develop and manage
depends on logical tradeoffs in the client’s mind
each experience requires a balance between effort and results
rational experiences can be easily matched or improved
it only depends on the company
price, discounts, quality, and value, and benefits are examples of rational experiences
depends only the client’s sentiments
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Para fest 2010 changing the experience

Slides presented at ParaFest 2010 - changing the experience - May 5, 2010

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Para fest 2010 changing the experience

  1. 1. changing the experience<br />esteban kolsky, thinkJar LLC<br />
  2. 2. Is this how you do experiences?<br />© http://www.life.com/image/53373238<br />
  3. 3. what is an experience<br />the total sum of all conscious events<br /><ul><li>all providers create experiences for their products or services
  4. 4. experiences can be joint or separate events
  5. 5. experiences are either rational or emotional
  6. 6. experiences involve all five senses (maybe six?)
  7. 7. experiences are designed
  8. 8. money buys, and demands, experiences
  9. 9. public utilities, monopolies and governments can also create experiences</li></ul>3<br />
  10. 10. rational v emotional experiences<br />rational<br />emotional<br /><ul><li>easier to develop and manage
  11. 11. depends on logical tradeoffs in the client’s mind
  12. 12. each experience requires a balance between effort and results
  13. 13. rational experiences can be easily matched or improved
  14. 14. it only depends on the company
  15. 15. price, discounts, quality, and value, and benefits are examples of rational experiences
  16. 16. depends only the client’s sentiments
  17. 17. not controlled by the company
  18. 18. the experience must tap into clients’ feelings and sentiments to be effective
  19. 19. lower quality emotional experiences are possible
  20. 20. price of goods or services is usually higher to accommodate the price of the experiences
  21. 21. builds over time only</li></ul>4<br />
  22. 22. converging pressures on customer service<br />commoditization<br />demand<br />customer<br />service<br />satisfaction<br />loyalty<br />costs of<br />service<br />5<br />
  23. 23. customer centric shift<br />evolution<br />&<br />maturity<br />efficiency<br />effectiveness<br />company<br />customer<br />sales<br />experience<br />service<br />experience<br />loyalty<br />value<br />6<br />
  24. 24. paradigm or generational shift<br />whomever demands the change determines planning or reaction<br />paradigm shift – societal shift, companies must react<br />generational shift – business model shift, companies can plan<br />1960s<br />1970s<br />1980s<br />1990s<br />2000s<br />generational<br />generational<br />generational<br />paradigm<br />paradigm<br />7<br />
  25. 25. paradigm or generational shift<br />baby boomers<br />generation x<br />generation y<br />social<br />evolution<br />loyalty<br />economy<br />internet<br />www<br />personal<br />computes<br />service<br />economy<br />1960s<br />1970s<br />1980s<br />1990s<br />2000s<br />generational<br />generational<br />generational<br />paradigm<br />paradigm<br />8<br />
  26. 26. shifting relationship models<br />traditional 1:1<br />relationship<br />socially enhanced <br />1:1:m relationship<br />s<br />c<br />r<br />c<br />r<br />m<br />m<br />
  27. 27. the social experience<br />business function<br />survey<br />experience<br />social noise<br />function<br />function<br />rules<br />rules<br />channel<br />channel<br />customer<br />(maybe)<br />customer<br />community<br />
  28. 28. traditional CRM (1.0)<br />direct<br />integration,<br />optional<br />legacy<br />systems<br />data<br />warehouse<br />erp<br />partner<br />sales<br />marketing<br />customer service<br />reports<br />email<br />phone<br />sms<br />chat<br />in-person<br />social channels<br />feedback<br />management<br />channels<br />c –customer<br />p –partner<br />e – employee<br />c<br />p<br />e<br />
  29. 29. the new SCRM<br />p<br />m<br />legacy<br />systems<br />data<br />warehouse<br />erp<br />cloud<br />sales<br />marketing<br />customer service<br />feedback<br />management<br />social business rules<br />channels<br />m - community<br />c –customer<br />p –partner<br />e - employee<br />c<br />p<br />e<br />m<br />
  30. 30. a social business model<br />
  31. 31. validation<br />planning and methodology<br />accountability<br />end-to-end efficiency and effectiveness index<br />implementing<br />measurement<br />design<br />existing<br />processes<br />involve the <br />client<br />experiences<br />designed on<br />paper<br />involve<br />stakeholders<br />client<br />segmentation<br />virtual<br />designs<br />create<br />experiences<br />pilot<br />projects<br />establish<br />priorities<br />select<br />metrics<br />analyze<br />conclusions<br />and insights<br />change log<br />14<br />
  32. 32. efficiency (cheap and fast operations)<br />effectiveness (right answser, <br />right time)<br />customer<br />agent<br />process<br />performance<br />moral<br />loyalty<br />satisfaction<br />preparation<br />end-to-end feedback<br />implementing<br />15<br />
  33. 33. Confused?<br />

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