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Marianne kay: Improving customer experiences that matter

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Improving customer experiences that matter

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Marianne kay: Improving customer experiences that matter

  1. 1. Improving Customer Experiences That Matter Marianne Kay Analyst, Digital Clarity Group JBoye 2015 - Aarhus, Denmark
  2. 2. About Digital Clarity Group We work with: !  Digital leaders (enterprise technology adopters) !  Technology vendors (so6ware companies) !  Service providers (digital agencies and system integrators) We offer: !  Consultancy (strategic advice, technology & agency selec>ons) !  Research (interviews, surveys, direct observa>ons) !  Thought Leadership (industry events, conferences, webinars, workshops) Digital Clarity Group helps business leaders navigate the digital transforma>on and turn digital disrup>on into compe>>ve advantage.
  3. 3. Agenda !  Changing landscape of consumer expectations !  Strategic inflections !  Customer Experience Management !  Understanding your customer !  Customer Journey Mapping @marianne_ua | @just_clarity | #JBoye15
  4. 4. 4
  5. 5. Customer experience is... !  Key business differentiator !  Highly individual !  Not always about technology @marianne_ua | @just_clarity | #JBoye15
  6. 6. “A customer’s holistic perception of a company and its offerings based on the customer’s interactions with the company…” Customer experience is... @marianne_ua | @just_clarity | #JBoye15
  7. 7. 7 You can’t buy that
  8. 8. June 28, 2007 @marianne_ua | @just_clarity | #JBoye15 8
  9. 9. In 5 years or less . . . !  100,000,000 iPads (2.5 yrs., pre mini) !  1,000,000,000 facebook users !  2,000,000,000 smart phones by 2016 !  102,000,000,000 apps downloaded 2013 !  16 years of Angry Birds every hour !  Blackberry and Nokia flailing !  Apple and Google respected IT suppliers @marianne_ua | @just_clarity | #JBoye15
  10. 10. @marianne_ua | @just_clarity | #JBoye15 2020 Can you imagine??
  11. 11. Ubiquitous access to knowledge
  12. 12. @marianne_ua | @just_clarity | #JBoye15 Their megaphone is massive
  13. 13. Grove’s strategic inflection point Source: Based on Andy Grove, Only the Paranoid Survive, 1996 Business success STATUS QUO Business failure
  14. 14. Grove says that strategic inflections can come from anywhere: “new technologies, new competition, new regulations, new customer values and habits,” etc. – anything that has a significant impact on the business itself or the industry as a whole. @marianne_ua | @just_clarity | #JBoye15
  15. 15. CEM is today’s “fundamental” SI Business success STATUS QUO Business failure Impact: Failure to provide superior customer experiences leads to irrelevance and business decline @marianne_ua | @just_clarity | #JBoye15
  16. 16. The “dissonance gap” STATUS QUO Marks the divergence between “business as usual” and what you should be doing to accommodate and leverage the new paradigm. @marianne_ua | @just_clarity | #JBoye15
  17. 17. Only 1% feel their expecta>ons for good customer service are always met Source: Haaris Interac>ve survey of North American consumers, 2011. Commissioned by RightNow.
  18. 18. Say they have switched business to a competitor due to poor customer experience Source: Haaris Interac>ve survey of North American consumers, 2011. Commissioned by RightNow.
  19. 19. Say they will pay a premium for great customer experience Source: Haaris Interac>ve survey of North American consumers, 2011. Commissioned by RightNow.
  20. 20. Source: Okeeffe & Company survey of 1,342 senior execu>ves, 2012. Commissioned by Oracle. Global executives say the cost of not providing “positive, consistent, and brand relevant experiences” is 20% of total revenue
  21. 21. How much is at stake? $5,900,000,000,000 ($5.9 trillion) 25 Source: Accenture, 2013 Global Consumer Pulse Research. Photo: hbp://www.t-na>on.com/free_online_ar>cle/most_recent/ train_like_a_man_5_the_real_paleo_exercise
  22. 22. CEM: making it happen “It’s about rethinking the business with the consumer at the center and then aligning technology, analytics and organizational investments to support it.” Stefan Olander, VP of Digital Sport, Nike @marianne_ua | @just_clarity | #JBoye15
  23. 23. What do consumers think of us? @marianne_ua | @just_clarity | #JBoye15
  24. 24. Twitter trumps condiments 28 Source: hbp://www.newmediaandmarke>ng.com/brands-have-to-master-complaint-management/customer-complaints-561
  25. 25. Mental reconnaisance !  super-objective !  subtext !  objectives !  counter-objectives !  stakes
  26. 26. Exercise !  Describe the experience your company currently delivers in relation to one product or service and for one chosen customer segment (such as a student, a parent, an existing customer). @marianne_ua | @just_clarity | #JBoye15
  27. 27. Exercise Describe the same experience from the customer point of view. Create a customer journey map. Indicate: !  moments of truth !  key points of influence !  pain points @marianne_ua | @just_clarity | #JBoye15
  28. 28. Customer Journey Map @marianne_ua | @just_clarity | #JBoye15
  29. 29. COPE = Create Once Publish Everywhere Content Web Print Social App RSS Video Thanks to Deane Barker. See: hbp://www.slideshare.net/blendinterac>ve/copeing-mechanism-the-peril-and-promise-of-create-once-publish-everywhere Deane Barker, Blend Interac>ve Karen McGrane, karenmcgrane.com
  30. 30. CEM is COPE-IER = COPE for segments, in journey stages Content Social Video Print Web App RSS See: hbp://www.slideshare.net/blendinterac>ve/copeing-mechanism-the-peril-and-promise-of-create-once-publish-everywhere A B C D B C B C
  31. 31. 35 Personalization often turns into Phase 2 that never comes
  32. 32. Summary !  Customer journeys are building blocks of CEM !  Customer journey should include: –  Customer’s perspective –  Research (not assumptions) –  Customer goals –  Emotions –  Touch points –  Moments of truth @marianne_ua | @just_clarity | #JBoye15
  33. 33. Analyst at Digital Clarity Group !  mkay@digitalclaritygroup.com !  https://uk.linkedin.com/in/mariannekay !  @marianne_ua Marianne Kay

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