This was my keynote presentation, delivered on 4th September 2019 in Bali, at the 2nd Global Summit on Customer Experience. It was organised by Airports Council International (ACI World) and attended by over 300 representatives from various airports around the world.
If you'd like the full presentation with detailed speaking notes, please get in touch on email at vimal@trace-consulting.com.
I'm also happy to consult with your organisation on Customer Experience strategies and implementation, as well as to deliver highly engaging and informative Keynotes focused specifically on matters that concern your audience. Get in touch today.
New Trends Report: Venture Investment Trends in the Travel IndustryRafat Ali
This document summarizes a report on venture capital investment trends in the travel industry. It discusses where smart money is going, including whether it's better to focus on building a global consumer brand or developing B2B technology. The report provides lessons for startups on seeking funding and building businesses. It includes interviews with investors who discuss startup innovation and whether consumer or B2B models are better. A case study looks at one startup's journey from founding to acquisition. The document aims to help travel industry professionals and startups understand current trends in venture funding.
The document discusses the importance of adopting an omni-channel strategy to meet the needs of omni-channel customers. It notes that an omni-channel approach involves integrating both physical and digital touchpoints across owned and third-party channels. It also stresses that to develop an effective omni-channel strategy, companies must map and understand the customer journey, then design their channel mix and customer experience accordingly based on objectives and KPIs. Finally, it emphasizes that successful implementation requires organizational change, cross-functional collaboration, and having the right infrastructure and data to execute the strategy.
Skift + Amadeus: 5 Takeaways for Startups Building the Future of TravelRafat Ali
This document provides 5 takeaways for startups in the travel industry based on interviews with founders and CEOs of emerging travel companies. It begins with an introduction noting the growth of travel startups in recent years through acquisitions and funding rounds. While the digital era has lowered barriers to entry for startups, disrupting the complex travel industry and becoming a key player is still challenging. The rest of the document outlines the 5 takeaways which are: 1) Have a clear answer to the problem you are solving, 2) Stay fanatically focused on customers, 3) Shift from player to coach mentality, 4) Be prepared to adapt and pivot, and 5) Assemble the best minds possible.
This was a keynote delivered at the CAPSE 2019 Civil Aviation Summit in Guangzhou, in May 2019. It was attended by about 150 representatives from a number of Chinese airlines and airports.
Please get in touch if you'd like detailed speaking notes, or if you'd like to invite me to deliver engaging, entertaining and informative presentations at your gathering or conference.
I can be emailed on vimal@trace-consulting.com.
Future Thought - Futurerising @ Bournemouth University Liam Brennan
Presentation on Future Thought for Futurerising @ Bournemouth University February 29, 2012
Compiled by Liam Brennan (Digital Director - Carat Global Management)
Socialising customer experience role of social media in delivering branded ...Vimal Kumar Rai
This is a short presentation introducing how and why social media plays a role in creating branded customer experiences. If you'd like to see a follow up (still a work-in-progress) or contribute to it, please get in touch with me.
THE CX-FACTOR: UNRAVELLING CUSTOMER EXPERIENCE LEADERSHIPsinnerschrader
Customer expectations are increasing and crossing sector boundaries. Knowing your customers’ needs is key for differentiation and loyalty for most organizations. Employees need to be empowered, new business models developed and new partnerships forged. But where does CX belong in a company? How do we measure it? And more importantly, what does it take to deliver great customer experience across the entire organization?
Camilla Eckerdal is Head of CX Design at one of the world’s leading Telco’s – Telia and Stefan Moritz is VP Customer Experience at one of the world’s top-ranking design and innovation consultancies – Veryday.
The document summarizes a presentation by the communications firm Denterlein about their capabilities in representing the transportation company Hailo. It introduces the Denterlein team and describes the firm's areas of expertise. The presentation then outlines opportunities and challenges in Hailo's market, key target audiences, campaign goals, and a proposed three-phase communications strategy and timeline to build awareness for Hailo through traditional public relations, thought leadership, and content generation.
New Trends Report: Venture Investment Trends in the Travel IndustryRafat Ali
This document summarizes a report on venture capital investment trends in the travel industry. It discusses where smart money is going, including whether it's better to focus on building a global consumer brand or developing B2B technology. The report provides lessons for startups on seeking funding and building businesses. It includes interviews with investors who discuss startup innovation and whether consumer or B2B models are better. A case study looks at one startup's journey from founding to acquisition. The document aims to help travel industry professionals and startups understand current trends in venture funding.
The document discusses the importance of adopting an omni-channel strategy to meet the needs of omni-channel customers. It notes that an omni-channel approach involves integrating both physical and digital touchpoints across owned and third-party channels. It also stresses that to develop an effective omni-channel strategy, companies must map and understand the customer journey, then design their channel mix and customer experience accordingly based on objectives and KPIs. Finally, it emphasizes that successful implementation requires organizational change, cross-functional collaboration, and having the right infrastructure and data to execute the strategy.
Skift + Amadeus: 5 Takeaways for Startups Building the Future of TravelRafat Ali
This document provides 5 takeaways for startups in the travel industry based on interviews with founders and CEOs of emerging travel companies. It begins with an introduction noting the growth of travel startups in recent years through acquisitions and funding rounds. While the digital era has lowered barriers to entry for startups, disrupting the complex travel industry and becoming a key player is still challenging. The rest of the document outlines the 5 takeaways which are: 1) Have a clear answer to the problem you are solving, 2) Stay fanatically focused on customers, 3) Shift from player to coach mentality, 4) Be prepared to adapt and pivot, and 5) Assemble the best minds possible.
This was a keynote delivered at the CAPSE 2019 Civil Aviation Summit in Guangzhou, in May 2019. It was attended by about 150 representatives from a number of Chinese airlines and airports.
Please get in touch if you'd like detailed speaking notes, or if you'd like to invite me to deliver engaging, entertaining and informative presentations at your gathering or conference.
I can be emailed on vimal@trace-consulting.com.
Future Thought - Futurerising @ Bournemouth University Liam Brennan
Presentation on Future Thought for Futurerising @ Bournemouth University February 29, 2012
Compiled by Liam Brennan (Digital Director - Carat Global Management)
Socialising customer experience role of social media in delivering branded ...Vimal Kumar Rai
This is a short presentation introducing how and why social media plays a role in creating branded customer experiences. If you'd like to see a follow up (still a work-in-progress) or contribute to it, please get in touch with me.
THE CX-FACTOR: UNRAVELLING CUSTOMER EXPERIENCE LEADERSHIPsinnerschrader
Customer expectations are increasing and crossing sector boundaries. Knowing your customers’ needs is key for differentiation and loyalty for most organizations. Employees need to be empowered, new business models developed and new partnerships forged. But where does CX belong in a company? How do we measure it? And more importantly, what does it take to deliver great customer experience across the entire organization?
Camilla Eckerdal is Head of CX Design at one of the world’s leading Telco’s – Telia and Stefan Moritz is VP Customer Experience at one of the world’s top-ranking design and innovation consultancies – Veryday.
The document summarizes a presentation by the communications firm Denterlein about their capabilities in representing the transportation company Hailo. It introduces the Denterlein team and describes the firm's areas of expertise. The presentation then outlines opportunities and challenges in Hailo's market, key target audiences, campaign goals, and a proposed three-phase communications strategy and timeline to build awareness for Hailo through traditional public relations, thought leadership, and content generation.
The future of customers engagement omni channelFutur Immediat
This document discusses the challenges of engaging customers in a digitized world. It outlines characteristics of user engagement, such as focused attention, positive affect, aesthetics, endurability, novelty, and trust. As the world becomes more digital, experiences will become more important to customers than products alone. Companies must provide engaging experiences across multiple channels to be successful. An "omni-channel" approach is needed to deliver a seamless experience for customers on both online and offline channels.
Hyperboloid is a full service digital production agency founded in 2011 that has created over 100 high-tech products for leading Russian companies and launched 10+ successful startups through its incubator. It provides a wide range of services including business modeling, financial planning, design, development, and more. Some of its startup clients include ShowJet, a digital cinema platform, StickerRide, an advertising platform for cars, and Urban Walks, a tour guide app for New York. It also works with large corporate clients such as Yandex Transport, BKS Bank, and Tinkoff on their mobile and web applications. Hyperboloid follows a lean agile methodology incorporating customer development, prototyping, and iterative development.
Como a inovação influencia as pequenas e médias empresasAcademia PME
[1º Academia PME Summit] Palestra de Fernando Lemos, Vice Presidente de Inovação LATAM na Oracle, com o tema "Como a inovação influencia as pequenas e médias empresas"
eCommerce Helsinki 2016_Anders Innovations & GlobalSign_16th march, 2016, Hel...Timo Halima
This document summarizes an event about identity and access management driving e-commerce success. It includes an agenda with speakers on topics like the e-services maturity model, omni-channel experiences, and case studies. It also discusses trends like the importance of a unified customer experience across channels, the need for easy registration and authentication, and how identity and access management can provide benefits like improved customer experience, cost savings, and new business opportunities, as demonstrated in case studies of companies like Metsä Forest and Stockmann.
Go mobile! how to step change the customer experience (English)Lea Ward
uns through the 5 "How To's" on how to create a mobile strategy that will improve the overall customer experience. From a Cnote seminar held at the 2013 Multichannel conference in Utrecht.
Hospitality companies are using cloud services and data from various sources like social media and sales to improve customer experience, gain insights, and make informed decisions. They are able to improve network operations, communication between employees and customers, and generate more revenue. CEOs are facing challenges to meet rising digital customer expectations around personalization, a single customer view, and mobile-first services.
The future of customers engagement omni channel - slide share optimized ver...Futur Immediat
This document discusses the challenges of engaging customers in a digitized world. It outlines characteristics of user engagement, such as focused attention, positive affect, aesthetics, and endurability. The experience economy is also discussed, where interactions can create emotional responses for customers rather than just visibility of brands. The document notes how digital is no longer a relevant qualifier as everything is digital, and how the internet is evolving into an "internet of everything." It addresses the digitization of users and shifting across channels and devices, the importance of seamless transitions, and using personalization and relevance to cut through noise. Omni-channel experiences are presented as a holistic response to digital shifts in customer behavior.
How trailblazers are reinventing
customer relationships from
point A to everywhere
No matter how much design changes, the basic elements of modern transportation have
remained the same for a century. But that’s all changing, fast. In a global marketplace, consumers
have more choices than ever before and the differences between models and manufacturers
is narrowing.
The real innovation in the industry is coming from the technology that’s transforming everything
from the shopping experience to what happens if you experience a breakdown. Global leaders
like Toyota are leveraging technology to engage their customers at every point along their journey.
At the same time, venerable brands like Triumph motorcycles are using apps to reinvent the rider
experience. Even the railroad train is streamlining service with apps that keep passengers moving
faster than ever. Read on to find out how far transportation has come in the Age of the Customer.
This document provides an analysis of the online travel industry including Expedia. It begins with an overview of the industry supply chain and structure. A PESTEL and Porter's Five Forces analysis are presented. Expedia's business strategy, financial performance, and competitive position are then analyzed. The document concludes with recommendations to strengthen Expedia's position, including acquiring Choice Hotels to gain bargaining power over suppliers and acquiring Sabre to achieve full vertical integration across the industry supply chain.
Acquia, The Digital Business Optimization CompanyCyril Reinhard
This document discusses how digital transformation is important for businesses in today's connected world. It emphasizes the importance of being agile, mobile, social, and providing unique personalized experiences. It promotes building a digital business platform that combines content, community, and commerce across multiple digital channels. The platform described is the Acquia Digital Business Platform, which allows customers like Warner Music Group, NBC Entertainment, Timex, and hospitals to create flexible centralized digital experiences using Drupal open source software.
For years, the promise of mobile salespeople was appealing but difficult to achieve due to limitations of interfaces and bandwidth. However, with the lines blurring between handheld and desktop devices and wireless access and GPS intelligence becoming more universal, sales mobility may now be a reality.
Dragon Trail Interactive is a travel-focused digital marketing and solutions agency, helping clients around the world to reach and engage with affluent Chinese consumers and the Chinese travel industry online. Learn more about the services we provide for both B2B and B2C marketing, including social media, website development, trade engagement, booking and payment solutions, and more.
The document proposes marketing strategies to restructure marketing efforts for a luxury hotel chain with 419 rooms located in Kuala Lumpur, Malaysia. The target markets are businessmen visiting Kuala Lumpur, families looking to stay in a luxury setting, and honeymooners.
The marketing strategies propose focusing on the hotel's luxury rooms and amenities, prominent location near shopping malls, and free breakfast, internet, laundry, parking and room service. Pricing strategies include walk-in rates, group rates, travel agency discounts, and contracted rates. Distribution channels include direct bookings, online travel agents, airlines, and travel agents.
A loyalty rewards card program is suggested to provide points for free
The retail fashion industry is increasingly moving online, with e-retail spending projected to rise 62% by 2016. Personalized shopping experiences, flexible shipping options, and flash deals are some of the leading online retail trends. Emerging technologies like motion tracking and seamless social media integration are also transforming the industry. Many fashion brands and retailers are leveraging social media and group buying platforms to engage customers and drive sales. Over 1 billion people worldwide now use social media, mostly on mobile devices, and social media is influencing purchase decisions for many consumers.
This document discusses the shift from prescribed personalized experiences to cooperative experiences where users have more control and agency. It provides examples of companies like McDonald's, Tinder, Valve and Uber giving users more options to customize their experiences. Emerging technologies like 5G and AR will enable more ubiquitous customization, but also increase the risk of overstepping user boundaries unless businesses emphasize personal agency and partner with users. The document advocates for businesses to better understand user trust, identify opportunities for more user control, invest in technologies that enable participation, and prepare for increased data regulation.
Identifying customer digital needs and new business areas for an automotive b...Marco De Cesaris
The premium car market in China is changing rapidly.
At the same time the customer structure will change too.
Until 2025 50% of all premium car buyers will be born after 1990 and therefore highly digitalized with a progressive and innovative way of life.
OEMs are re-designing their approach to address customers and are re-shaping the ways to sell products and services.
So two central areas need to be tackled:
Finding most effective ways to understand customer digital needs.
Identifying new business areas and/or re-shape traditional ones, to ensure OEMs success and generate profit growth.
What are the digital touch points alongside the customer journey? Identify those, which in your opinion could be most relevant for profit streaming.
How will you go about generating an outside-in customer perspective on OEM’s digital appearance?
What information will you need and what is going to be a realistic timeline to develop this analysis and derive an action plan for an OEM?
Putting the Experience in Digital Customer ExperienceCognizant
As the digital revolution has gained momentum, it has become widely understood that the “digital customer experience” is the key to engage with, delight and monetize customers in the modern world. However, only a miniscule number of companies believe their customers’ current digital experience qualifies as “excellent,” our primary research reveals.
Digital Transformation in Automotive Industry Chinese-German CAR Symposiumaccenture
China has now the world’s largest netizen population and the largest e-commerce market. With a large population of “always on” consumers, the digital eco-system is evolving rapidly in China and is drastically redefining customer experience management in all key dimensions. Fast development of connected car technology and its new applications have created a new biz platform. What does this mean for car manufacturers?
The document discusses challenges in delivering digital experiences and navigating the crowded tech landscape. It describes how user expectations have evolved, forcing companies to converge experiences across touchpoints. Organizations are also evolving by destroying silos, personalizing interactions, and treating data as the new currency. Creating experiences tailored for individuals, not just segments, along their unique journeys is emphasized.
Building a cross-device audience picture in the travel industry is tougher than it seems. Currently, the ability to create a comprehensive user picture is an uphill technical battle.
Rohit Talwar- The 3 R's of Strategic Survival & Growth for FTE Keynote Vancou...Rohit Talwar
The document discusses strategies for ensuring the long-term survival and growth of airports. It suggests that airports will need to reinvent themselves as integrated ecosystems and rethink their business models to focus on three key areas: rethinking their operating model, reinventing the passenger experience, and revolutionizing revenue streams. The document provides examples of emerging technologies, trends, and strategies that could enable airports to successfully adapt to changes in customer expectations, new innovations, and industry advances over the next 10+ years.
This document summarizes key statistics about internet and social media usage. It highlights that the majority of online content will be user-generated within two years. It also provides tips for digital marketing and best practices for using tools like websites, email marketing, social media, and search engine optimization to engage customers online.
The future of customers engagement omni channelFutur Immediat
This document discusses the challenges of engaging customers in a digitized world. It outlines characteristics of user engagement, such as focused attention, positive affect, aesthetics, endurability, novelty, and trust. As the world becomes more digital, experiences will become more important to customers than products alone. Companies must provide engaging experiences across multiple channels to be successful. An "omni-channel" approach is needed to deliver a seamless experience for customers on both online and offline channels.
Hyperboloid is a full service digital production agency founded in 2011 that has created over 100 high-tech products for leading Russian companies and launched 10+ successful startups through its incubator. It provides a wide range of services including business modeling, financial planning, design, development, and more. Some of its startup clients include ShowJet, a digital cinema platform, StickerRide, an advertising platform for cars, and Urban Walks, a tour guide app for New York. It also works with large corporate clients such as Yandex Transport, BKS Bank, and Tinkoff on their mobile and web applications. Hyperboloid follows a lean agile methodology incorporating customer development, prototyping, and iterative development.
Como a inovação influencia as pequenas e médias empresasAcademia PME
[1º Academia PME Summit] Palestra de Fernando Lemos, Vice Presidente de Inovação LATAM na Oracle, com o tema "Como a inovação influencia as pequenas e médias empresas"
eCommerce Helsinki 2016_Anders Innovations & GlobalSign_16th march, 2016, Hel...Timo Halima
This document summarizes an event about identity and access management driving e-commerce success. It includes an agenda with speakers on topics like the e-services maturity model, omni-channel experiences, and case studies. It also discusses trends like the importance of a unified customer experience across channels, the need for easy registration and authentication, and how identity and access management can provide benefits like improved customer experience, cost savings, and new business opportunities, as demonstrated in case studies of companies like Metsä Forest and Stockmann.
Go mobile! how to step change the customer experience (English)Lea Ward
uns through the 5 "How To's" on how to create a mobile strategy that will improve the overall customer experience. From a Cnote seminar held at the 2013 Multichannel conference in Utrecht.
Hospitality companies are using cloud services and data from various sources like social media and sales to improve customer experience, gain insights, and make informed decisions. They are able to improve network operations, communication between employees and customers, and generate more revenue. CEOs are facing challenges to meet rising digital customer expectations around personalization, a single customer view, and mobile-first services.
The future of customers engagement omni channel - slide share optimized ver...Futur Immediat
This document discusses the challenges of engaging customers in a digitized world. It outlines characteristics of user engagement, such as focused attention, positive affect, aesthetics, and endurability. The experience economy is also discussed, where interactions can create emotional responses for customers rather than just visibility of brands. The document notes how digital is no longer a relevant qualifier as everything is digital, and how the internet is evolving into an "internet of everything." It addresses the digitization of users and shifting across channels and devices, the importance of seamless transitions, and using personalization and relevance to cut through noise. Omni-channel experiences are presented as a holistic response to digital shifts in customer behavior.
How trailblazers are reinventing
customer relationships from
point A to everywhere
No matter how much design changes, the basic elements of modern transportation have
remained the same for a century. But that’s all changing, fast. In a global marketplace, consumers
have more choices than ever before and the differences between models and manufacturers
is narrowing.
The real innovation in the industry is coming from the technology that’s transforming everything
from the shopping experience to what happens if you experience a breakdown. Global leaders
like Toyota are leveraging technology to engage their customers at every point along their journey.
At the same time, venerable brands like Triumph motorcycles are using apps to reinvent the rider
experience. Even the railroad train is streamlining service with apps that keep passengers moving
faster than ever. Read on to find out how far transportation has come in the Age of the Customer.
This document provides an analysis of the online travel industry including Expedia. It begins with an overview of the industry supply chain and structure. A PESTEL and Porter's Five Forces analysis are presented. Expedia's business strategy, financial performance, and competitive position are then analyzed. The document concludes with recommendations to strengthen Expedia's position, including acquiring Choice Hotels to gain bargaining power over suppliers and acquiring Sabre to achieve full vertical integration across the industry supply chain.
Acquia, The Digital Business Optimization CompanyCyril Reinhard
This document discusses how digital transformation is important for businesses in today's connected world. It emphasizes the importance of being agile, mobile, social, and providing unique personalized experiences. It promotes building a digital business platform that combines content, community, and commerce across multiple digital channels. The platform described is the Acquia Digital Business Platform, which allows customers like Warner Music Group, NBC Entertainment, Timex, and hospitals to create flexible centralized digital experiences using Drupal open source software.
For years, the promise of mobile salespeople was appealing but difficult to achieve due to limitations of interfaces and bandwidth. However, with the lines blurring between handheld and desktop devices and wireless access and GPS intelligence becoming more universal, sales mobility may now be a reality.
Dragon Trail Interactive is a travel-focused digital marketing and solutions agency, helping clients around the world to reach and engage with affluent Chinese consumers and the Chinese travel industry online. Learn more about the services we provide for both B2B and B2C marketing, including social media, website development, trade engagement, booking and payment solutions, and more.
The document proposes marketing strategies to restructure marketing efforts for a luxury hotel chain with 419 rooms located in Kuala Lumpur, Malaysia. The target markets are businessmen visiting Kuala Lumpur, families looking to stay in a luxury setting, and honeymooners.
The marketing strategies propose focusing on the hotel's luxury rooms and amenities, prominent location near shopping malls, and free breakfast, internet, laundry, parking and room service. Pricing strategies include walk-in rates, group rates, travel agency discounts, and contracted rates. Distribution channels include direct bookings, online travel agents, airlines, and travel agents.
A loyalty rewards card program is suggested to provide points for free
The retail fashion industry is increasingly moving online, with e-retail spending projected to rise 62% by 2016. Personalized shopping experiences, flexible shipping options, and flash deals are some of the leading online retail trends. Emerging technologies like motion tracking and seamless social media integration are also transforming the industry. Many fashion brands and retailers are leveraging social media and group buying platforms to engage customers and drive sales. Over 1 billion people worldwide now use social media, mostly on mobile devices, and social media is influencing purchase decisions for many consumers.
This document discusses the shift from prescribed personalized experiences to cooperative experiences where users have more control and agency. It provides examples of companies like McDonald's, Tinder, Valve and Uber giving users more options to customize their experiences. Emerging technologies like 5G and AR will enable more ubiquitous customization, but also increase the risk of overstepping user boundaries unless businesses emphasize personal agency and partner with users. The document advocates for businesses to better understand user trust, identify opportunities for more user control, invest in technologies that enable participation, and prepare for increased data regulation.
Identifying customer digital needs and new business areas for an automotive b...Marco De Cesaris
The premium car market in China is changing rapidly.
At the same time the customer structure will change too.
Until 2025 50% of all premium car buyers will be born after 1990 and therefore highly digitalized with a progressive and innovative way of life.
OEMs are re-designing their approach to address customers and are re-shaping the ways to sell products and services.
So two central areas need to be tackled:
Finding most effective ways to understand customer digital needs.
Identifying new business areas and/or re-shape traditional ones, to ensure OEMs success and generate profit growth.
What are the digital touch points alongside the customer journey? Identify those, which in your opinion could be most relevant for profit streaming.
How will you go about generating an outside-in customer perspective on OEM’s digital appearance?
What information will you need and what is going to be a realistic timeline to develop this analysis and derive an action plan for an OEM?
Putting the Experience in Digital Customer ExperienceCognizant
As the digital revolution has gained momentum, it has become widely understood that the “digital customer experience” is the key to engage with, delight and monetize customers in the modern world. However, only a miniscule number of companies believe their customers’ current digital experience qualifies as “excellent,” our primary research reveals.
Digital Transformation in Automotive Industry Chinese-German CAR Symposiumaccenture
China has now the world’s largest netizen population and the largest e-commerce market. With a large population of “always on” consumers, the digital eco-system is evolving rapidly in China and is drastically redefining customer experience management in all key dimensions. Fast development of connected car technology and its new applications have created a new biz platform. What does this mean for car manufacturers?
The document discusses challenges in delivering digital experiences and navigating the crowded tech landscape. It describes how user expectations have evolved, forcing companies to converge experiences across touchpoints. Organizations are also evolving by destroying silos, personalizing interactions, and treating data as the new currency. Creating experiences tailored for individuals, not just segments, along their unique journeys is emphasized.
Building a cross-device audience picture in the travel industry is tougher than it seems. Currently, the ability to create a comprehensive user picture is an uphill technical battle.
Rohit Talwar- The 3 R's of Strategic Survival & Growth for FTE Keynote Vancou...Rohit Talwar
The document discusses strategies for ensuring the long-term survival and growth of airports. It suggests that airports will need to reinvent themselves as integrated ecosystems and rethink their business models to focus on three key areas: rethinking their operating model, reinventing the passenger experience, and revolutionizing revenue streams. The document provides examples of emerging technologies, trends, and strategies that could enable airports to successfully adapt to changes in customer expectations, new innovations, and industry advances over the next 10+ years.
This document summarizes key statistics about internet and social media usage. It highlights that the majority of online content will be user-generated within two years. It also provides tips for digital marketing and best practices for using tools like websites, email marketing, social media, and search engine optimization to engage customers online.
Rohit Talwar - Tomorrow's Airport: Developing a Roadmap to the Future for FT...Rohit Talwar
This document discusses a workshop on developing a roadmap for the future of airports held in Vancouver in 2012. It outlines several key themes to be addressed, including macro trends impacting aviation, designing the airport passenger experience, extending non-flight services, and ensuring airports are prepared for future changes. Specific topics discussed include emerging technologies, customer insights, industry strategies, the passenger journey, retail/dining options, and new business models. Attendees were asked to consider challenges and opportunities for their organizations in developing future-proof airports through 2025.
The importance of digital Mktg, International Congress and Convention Associa...Francesco Berrettini
ICCA; International Congress and Convention Association, Iberian Chapter, EPIC SANA Algarve, Portugal.
How digital can support the activity of companies of congress and conventions
Iberian chapter
Aleksandar Bojović - Internet Marketingbsckragujevac
This document provides an overview of internet marketing and e-commerce. It discusses key concepts like B2B, B2C, C2C marketing and the importance of segmentation, targeting and positioning for online businesses. It also covers topics like creating an effective website, using email marketing, online advertising, developing affiliate programs and creating online communities.
This document provides an overview of internet marketing strategies and techniques. It discusses topics such as creating an effective website, developing an online presence through social media and forums, utilizing email marketing, and measuring the success of digital marketing campaigns. The key points covered are developing a marketing plan, defining objectives and target audiences, optimizing content and design, and analyzing metrics like click-through and conversion rates.
- Personalization should span all channels — because your customer is omnichannel and uses multiple touch points in his or her journey with your organization.
- The fragmentation of channels and customer data makes digital and offline personalization extremely challenging.
- A unified data layer helps consolidate “data signals” from across channels to form a complete, 360-degree view of the customer that enables personalized experiences.
- It is imperative to apply ethical standards to how data should be used and joined as you direct your organization toward deeper omnichannel personalization.
Building Next-Gen Enterprise Using Digital TransformationNIIT Technologies
This paper encapsulates the importance of Digital Strategy in building a brand and providing the fuel to fire growth in enterprise businesses. Gone are the days when online channels were used as mere travel booking tools. As we move into an era of the hyper connected world, businesses can no longer see technology in isolation. High expectations of ‘digitally aware’ travelers and the large amount of information available pose a unique challenge. Enterprises need to analyze if they have really been able to derive maximum potential from this digital surge, and turn it into a competitive advantage in their favor.
Wikibrands 2018 Focus - Futureproofing & Transformation Sean Moffitt
Not an agency, not a consultancy, not a software co. just the world's best futureproofing and disruption trailblazers led by Sean Moffitt & Mike Dover.
CEOs talk to consultancies. CIOs talk to technology companies. CMOs talk to agencies. Strategists talk to research firms, Business and organizational change can't be this tribalized.
Wikibrands' imperative, raison d'être, direction, assets, 3 benefits and 15 types of client engagements enclosed . www.wiki-brands.com @wikibrands
Track B-3: Delivering Actionable Experiences Through Effective Digital Marketingscoopnewsgroup
The document discusses delivering actionable experiences through effective digital marketing. It describes how human-centered design was used at Amtrak to develop customer journey maps and uncover insights. It also outlines 10 leading customer experience practices such as using CRM systems effectively and designing experiences based on customer preferences. The document then discusses how digital marketing technology can be used to make, manage and measure experiences across different touchpoints to transform customer experiences.
This document summarizes findings from qualitative interviews with 61 representatives from advertisers, advertising and media agencies, and publishers regarding digital challenges. It finds that the digital transformation journey is long for established offline businesses but short for "digital native" newcomers. The core challenges identified include adapting communication, channels, audiences, markets, and digitization efforts to the new digital environment. While client needs like digital humanization, integration across online and offline, a common language, and simplifying complexity are shared across parties, there is room for suppliers and publishers to better meet these needs. The document concludes that both humanizing algorithms and algorithmizing processes can help address tensions in navigating the digital transformation.
Digital transformation is disrupting B2B industries similarly to how it disrupted B2C. Customers now research and make purchases online, increasing competition. Traditional leaders struggle to keep up while newer, digital-focused companies gain ground. The document outlines the benefits of the B2B Online conference for learning how to develop strategies and implement technologies to improve digital operations, customer experiences, and business performance in this changing landscape.
This document discusses how airlines can generate ancillary revenue by facilitating brand connections and advertising opportunities throughout the passenger journey experience. It outlines how advertisers have high expectations for targeted audiences, speed, rich media, and return on investment. Airlines have advantages in reaching audiences across the entire travel experience. The document recommends airlines adopt best practices from terrestrial media companies by streamlining processes and providing data to prove return on investment. Examples from Air Canada, Virgin Atlantic, and LAN Airlines demonstrate how different touchpoints throughout the travel experience can be used to connect brands with passengers.
This document discusses digital engagement and customer experience strategies for travel companies. It notes that Sitecore has over 30,000 websites, 1,500 brands, 4,000 employees and partners with over 10,000 developers in 50+ countries. Their vision is to help organizations build meaningful customer relationships. The rest of the document provides advice and examples for travel companies on how to map customer journeys, engage customers across touchpoints, measure engagement, and use personalization to improve the customer experience. EasyJet is highlighted as a success story that increased plane load factors through simple personalization on their homepage.
Similar to A blueprint for future of customer experience (20)
Best Places to Stay in New Brunswick, Canada.Mahogany Manor
New Brunswick, a picturesque province in eastern Canada, offers a plethora of unique and charming places to stay for every kind of traveler. From the historic allure of Fredericton and the vibrant culture of Saint John to the natural beauty of Fundy National Park and the serene coastal towns like St. Andrews by-the-Sea, there's something for everyone. Whether you prefer luxury resorts, cozy inns, rustic lodges, or budget-friendly options, the best places to stay in New Brunswick ensure a memorable stay, allowing you to fully immerse yourself in the province's rich history, stunning landscapes, and warm hospitality.
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3. 3
Airports are unique
Customer groupsBusiness network
Non-user
stakeholders
Airlines
Aeronautical
business units
Non-
aeronautical
business units
Airport
Firm
Transport network
Retail and non-
aeronautical
services
Real estate
development
Infrastructure and
aeronautical
services
Consultancy and
managerial services
Activities and events
Service packages
Aviation trade
Individuals
Commercial
trade
Aeronautical
revenues
Non-aeronautical
revenues
Non-businessB2B B2C
Network relationship
4. 4
Why is Customer Experience Important
Business Evolution
Mass manufacturing
The era of the
Customer
Distribution and
information
The era
of data
1960
Goods
Age of
Distribution
1900
Commodities
Age of
Industrialization
1990
Services
Age of
Information
2019
Excellence
Age of
Excellence
Undifferentiated Competitive
Age of
Customer
2010
Experiences
Differentiated Personalised
5. 5
Why is Customer Experience Important?
Brands that create extraordinary experiences achieve financial returns more than
double the market
Digital Physical
15. 15
Peak-End Moments disproportionately influence customer
Experience
People often remember an experience by the way they felt at:
The start:
Though not
that much
The Peak Times:
The Highs, Lows, Intense and
Extremely Memorable Times
The End:
The Lasting
Feeling
18. 18
Purpose
“To accelerate the
world's transition to
sustainable energy.”
“Build the best product, cause
no unnecessary harm, use
business to inspire and
implement solutions to the
environmental crisis.”
'To create a better everyday life
for the many people',
Connect People to what’s
important in their lives
through friendly, reliable,
and low-cost air travel
“To inspire and nurture
the human spirit – one person,
one cup and one neighborhood
at a time.”
“To make people happy”
19. 19
Analysis of Airport Vision Statements
Frequency and percentage of airport vision statements addressing the following elements
56
20
17
17
15
15
10
8
4
0 10 20 30 40 50 60
Self-concept
Public image
Customers
Philosophy
Products/Services
Tourism/Place
Staff
Profitability
Geographical Market
Source: Airport branding: content analysis of vision statements Rafael Castro Southern Cross University Gui Lohmann, PhD Griffith Aviation
22. 22
People
Commercial
3 groups of people:
Aviation-related Passengers
3 areas to focus on:
Going the extra mileCulture (stories) Metrics
23. 23
Because… Of Training Instruction NOT inspiration
Instruction(What)
Inspiration (Why?)LOW HIGH
HIGH
Most
Customer
Service
Cultures
This is where you need to be
28. 28
Having lived and worked in 8 cities and travelled to countless others, I’m driven by the pursuit of
Customer Excellence, particularly within the travel, retail and aviation ecosystem. My career has
spanned multiple travel domains including passenger and cargo sales and operations, customer
service, inflight products and services, inflight content and connectivity, travel retail, loyalty and
most recently, B2B social media and digital marketing.
I’m fascinated by the impact of technology on business and consequently on consumer behaviour and experience. I enjoy joining the
dots across the travel ecosystem strategically and in an agnostic manner, in the process redefining how sales, marketing, operations,
customer service and human resources need to combine effectively in this modern, rapidly-evolving, digital and socially-connected era.
#Heartware is of greater concern to me than hardware. Find my content by looking for the hashtag #FlyVrai.
Here are just a few of the businesses that I am consulting with or have invested in:
• Airbuy – connecting travellers to travel retailers. A B2B, AI-powered, multi-sided customer engagement platform helping airports,
airlines, retailers and other channel partners grow ancillary revenues. https://www.airbuyinc.com
• Motus – a B2B cross-platform advertising solution; leveraging programmatic advertising powers for offline (inflight) environments,
and also for on-ground, in-airport advertising. http://motus.ai
• PAX – a B2C & B2B solution creating inspirational, beautiful travel & trip journals. https//go.getpax.io
• LEAPS – a B2B & B2C new generation global loyalty and rewards multi-party platform, providing local fulfilment solutions.
https://www.leapsloyalty.com
• Best Bottle – a B2B & B2C wine lifestyle platform seeking to disrupt the way the world enjoys wine. https://winebestbottle.com
• DLA Ignite – the world’s leading B2B social media change management company. We enable and empower organisations to
leverage social media for sales, marketing, business development, customer service and HR. https://www.dlaignite.com
LinkedIn: www.linkedin.com/in/vimalrai | Email: vimal@trace-consulting.com | Web: https://trace-consulting.com/
Editor's Notes
“Business as usual is dead – Gerd Leonhard.
Video link on Youtube: https://youtu.be/ystdF6jN7hc
Good morning. Selamat pagi.
Business as usual is dead. I thought that was a powerful way to kick off a GLOBAL Summit around Customer Experience…
We are now in a world that is not just hyper-connected but constantly changing, digitising. We are plunging headlong into Artificial Intelligence. Deep fakes and honest truth on social media is making it difficult for us to separate fact from fiction.
Do we think that just because we are airports, we cannot be disintermediated? Have you heard of Space X and Hyperloop? New York to Shanghai in under 40mins (39 to be preceise). You are either going to be in a rocket through space, or in a narrow metal tube known as Hyperloop, travelling at 1,200km/h. Clearly, we are not going to have much time for duty free shopping…
In a survey done recently, ICLP found that Gen X & Millenial travellers (a few of us in the audience here today!), place greater emphasis on things like accessible parking, choice of retail and F&B, efficient security etc than older age groups. In fact they would use these parameters to choose certain airports over others.
Regardless of their relevance, airports are like temporary homes for everyone using them. From airport staff, to airline crew to the millions of transitory passengers and sometimes visitors, airports are often iconic institutions and sometimes homes away from home.
Today I am going to suggest to you a blueprint for creating the next generation of customer experience at your homes.
But wait, airports are unique environments like? Nothing like hotels, or restaurants which have a very defined set of stakeholders, usually working for one organisation, with one boss, and not that many competing interests.
Airports on the other hand have at least 4 different types of stakeholders – including non-users, airlines, aeronautical and non-aeronautical business groups. There are multiple B2B and B2C relationships, sometimes with the exact same player. There’s a whole host of services and products from real estate to infrastructure to F&B and retail…and at least 3 different customer groups you have to contend with.
Think of all this as your SERVICESCAPE. The Ecosystem within which you operate, where everything from the scent & smells, to the spatial layout and functionality, and the symbols and signs have a heavy impact on all these groups of users. Hotels & Restaurants are the same. More importantly, the one common theme all of us have – whether airports, shops, hotels or restaurants – PEOPLE. Both customers and employees.
Human beings have needs, wants, expectations and desires. AIR ports may simply become PORTS…their tenants and customers may change, but the experience they will have to deliver is never going to go out of style.
As the theme of this conference is: MULTIPLE JOURNEYS – have to be considered. Not just passengers, but security, immigration, airlines, commercial bodies etc.
Fast forward to this decade, and it’s all about big data, IOT, personalization and more recently artificial intelligence and augmented or virtual reality. As in the video you saw earlier, Science Fiction is becoming Science Fact. We no longer talk about “degrees of separation” or “broad segments” of consumers, we are now focused on granular excellence, targeting and personalization. Remember the scandal caused by Cambridge Analytica? You should watch the Netflix documentary The Great Hack if you like this stuff.
Bottom line – we are now in a world with near perfect distribution and democratization of information. Data is the new Gold. Customers are often more well informed about your products and services than you are, mainly because you are still looking at information for the average customer, or information for specific groups, but each customer is aware of what is necessary and relevant for ME.
In fact almost 90% of businesses around the world actually say they compete on customer experience today, when it was only 10% back in 2010. (https://blogs.gartner.com/jake-sorofman/gartner-surveys-confirm-customer-experience-new-battlefield/)
So the likes of Gartner, Forrester, Bain & Co, McKinsey etc. etc. have done loads of research.that shows things like:
If you have a positive customer experience you will mention it to an average of 9 people.
But if it’s negative, you tell an average of 16 people
Customers with a positive experience spend up to 140% more than those with a negative experience
Customers with positive experience stay customers 5yrs longer
You can reduce your operational cost by up to 33% by delivering a better customer experience
The logic that connects customer experience to bottom-line results is simple. If people love doing business with you, they become promoters. Promoters are the customers that every company wants more of. They’re less likely to defect. They buy more products and services over time. They sing your praises to friends, colleagues and complete strangers over social networks, in online reviews, through blogs and in every conceivable channel. They cost less to serve, and they provide constructive feedback. All of these behaviors have direct, quantifiable economic benefits.
6
7
We have now explored and understood why customer experience is important. AND so we come to a very important question – WHAT EXACTLY IS CUSTOMER EXPERIENCE?
Show of hands – how many of you thought about any 1 of these 4 things when I asked you to imagine Good or Bad Customer Experience just now?
In my interactions with the organizations I have worked for, there are some common themes I have noticed. And the themes largely reflect the attitudes of the people in their siloed departments. Whenever we talk about Customer Experience, these days the topic tends to revolve around technology and data. It’s all about software, AI, VR, testing hypothesis, agile implementation through proto-typing etc.
But that isn’t customer experience. Pick any 10 customers randomly in an airport and ask them, and I bet you not one of them will use any word that is related to data, process, AI, VR, agile etc.
When I talk to customer service people, customer experience seems like it’s a departmental responsibility. Aftersales, Handling complaints. If I talk to operations and front-line people, customer experience refers to the rules and processes they have to follow.
None of these on their own is Customer Experience. These are nothing more than markers, tools or platforms through which you interact with your customers and they connect with you. But on their own, these do not define the totality of the “Customer Experience”.
Yet this is frequently the way we approach any discussion about Customer Experience.
There are 3 key elements that qualify anything as an “experience” for customers. These may be obvious, logical but we often overlook.
The question is do they ALL need to be in place? Or just any one? Let’s explore:
Interaction – usually this is between at least 2 people, although increasingly technology is smart enough that interaction can now be between an inanimate object and a human being. E.g. bot, machine, hardware (images of smart boarding gate in Bangalore, online chatbot, robot in Seoul airport). Obviously humanity is not yet at a stage where we are concerned about the experience between 2 inanimate objects.
2. Outcome – there has to be some sort of an outcome. Positive or Negative. An outcome is a personal judgement call. Either you get what you wanted or you don’t, or it’s some kind of compromise. Postive outcomes make you happy. Negative ones make you dissatisfied and likely to continue arguing. Compromises can go either way depending on how much you’ve compromised. Impt to also understand you don’t always control all the outcomes. One outcome is the decision you make – provide an answer to the question, offer access to the lounge, etc. – but the other outcome is the customer’s sense of satisfaction. This is something you cannot control.
Experience is simply this:
Customer Experience is about how people feel. It’s not the process, the technology, the app, but it’s all about how people feel when they have interacted with you. It’s their perception of your brand after they have finished their interaction with you. It’s what they say about your brand when you’re not in the room. It’s the stories they remember, and repeat year after year.
p.s. https://quoteinvestigator.com/2014/04/06/they-feel/ according to this there is no basis for the origin of this quote to be attributed to Maya Angelou (as is commonly done). Hence no attribution…
But WHY? Why is it that Customer Experience is about feelings?
To understand why customer experience is about feelings, we need to delve a little deeper into our brains to understand how our brains drive our decision-making in any context or situation.
Reptilian:
500mn years ago
Controls core bodily functions, fight-or-flight behaviours
Impulse and survival instincts
No capacity for language
Responds to FOMO, fear of losing
Limbic:
Developed 250mn years ago; known as Mammal brain
Controls emotions, feelings, memories, trust, loyalty, hopes, dreams
Gut feelings, drives innovation & risk
No capacity for language
Dopamine driven: desires experiences and joy
This is why we bungee jump, skydive, travel, buy luxury goods
Neocortex:
cerebral/human brain, last one to evolve
Higher order cognitive thought, sensory perception, abstract thinking
Capacity for language, logic, reason, science, art, music
Split into Left (analytical, logical) and Right (creative, intuitive)
So now that you understand this about the brain, here are 3 key takeaways when it comes to Customer Experience, which can be applied to understanding your staff and passengers equally.
FIRST: Good or Bad experience is Determined First by Emotions
We actually do is make instinctive, 'gut' choices. We judge people in about 3 seconds by the way they look and what they wear – it is unconscious, and because of biases we make judgement calls on them based on that. If I had come up here on stage in t-shirt and shorts, you’d definitely have not had a good experience listening to me because you wouldn’t have believed me.
With up to 35,000 decisions to make daily, and being subject to more than 4,000 advertising impressions daily, we suffer from information and advertising overload. This is why for example, we almost automatically smile back at someone who is smiling to us first; we can’t help it!
In fact scientists say our Reptilian and Limbic brains are in charge of decision making up to 97% of the time!
Example: IKEA. We love it right? Ikea is the epitome of System 1 thinking.
Example: traveller stress at airport. Lots of research around how less stressed pax will spend more money at retail & F&B.
Example: Spa, stress, massage no music. How would you feel if there was no music, green tea, hot towels etc.?
SECOND: Customers don’t always think or behave logically. But they do behave predictably in similar situations.
This is difficult to accept. Modern economic and financial markets are based on rationality of decision-making. But if everyone were rational, we wouldn’t be flying in Jets, buying luxury goods or travelling in First Class.
Customers are frequently driven by unconscious motivation, driven largely by biases (up to 200 of them!) and laziness. We actually do is make instinctive, 'gut' choices and then reverse engineer a set of rational criteria to justify that choice in order to fool ourselves into believing that we are not being unreasonable.
Typically, there are 2 systems of decision making that we all use. System 1 – where the brain acts fast, intuitive and without conscious effort, while relying on our associative memory of often-seen words, images, actions and emotions to form quick conclusions and decisions. System 2 is slower, more lazy but analytical, rational and more deliberate way of thinking.
To save precious energy, our brain tends to spend as little energy as possible when solving problems and making decisions. However, without analytic and systematic System 2 thinking, we make predictably irrational mistakes all the time. In fact, most of us consciously identify ourselves with System 2, but a vast amount of research shows that System 1 is in charge up to 97% of the time. In other words, our Reptilian and Limbic brains are in charge of most of our decision-making.
Illogical behaviour is largely System 1 thinking in action – passengers who get angry with airport or airline staff for the weather; passengers who spend hundreds of dollars buying a flight ticket but missing it because of duty free shopping. Or passengers who won’t donate $1 to Red Cross but will spend $5 on a cup of coffee from Starbucks.
THIRDLY: And this is probably the most important: Peak-End Moments Disproportionately Influence Customer Experience.
The Peak-End Rule is a psychological tool that explains how people remember their experiences. Instead of considering the average or sum of a total experience, the Peak-End Rule says that we remember the highest (best or most positive) or lowest (worst or most negative) points of an experience and how it concluded. Our memories therefore consist of a series of highlights or events rather than a thorough record of facts and events.
The bad news about emotions being primary determinants of customer experience is that negative ones tend to dominate over the positive ones.
That means for example: a bad flight experience on the way home from a vacation can take away from the overall trip, even if the vacation was fantastic. Last week Sara’s birthday and we went to an Italian restaurant for dinner. We brought our cake but didn’t ask them for anything else. They brought candles, all the servers sang, took a polaroid, gave her a card and a $100 voucher, and gave us parents a complimentary carafe of wine! Did I remember what we ate? No! What wine it was? It’s the highlights that I remembered and particularly because it was an event (birthday).
The brain likes beginnings and endings and tends to overlook what’s in between.
This is the reason why every “micro-moment” within a customer journey at an airport for example, is an opportunity to leave an indelible, positive imprint on their emotions. In times of trouble, go above and beyond. Do the best service recovery possible.
So with all that said, how do we craft a blueprint for the future of Customer Experience.
I suggest 3 pillars – Purpose, People and Product.
This is your product. If you don’t have it, if your product is not a Wow, if you don’t amaze people..
Then you’re just “Meh”.
Enough said, I’m not going to talk about product. We are often stuck with the “hard” product that we have for 5-10-15 years, maybe more. My intention is to look at how we can practically enhance the customer experience IN SPITE of the HARDWARE.
Will focus only on PURPOSE & PEOPLE.
Purpose: Have a compelling Vision and Distil that into a Mission
Businesses want to focus on what is known and in focus: metrics, numbers, dollars, profits, time, resources. These things are measurable (rational), orderly, logical and calculable. They are also to a large extent controllable - this is important. They are subject usually only to how they are used - hence we talk about disciplined application of resources. Ongoing sustainability of performance. Profits and loss as a measure of that.
All good, left-brain, System 2 thinking.
What businesses forget is you’re dealing with human beings where System 1 thinking and remember: your reptilian & limbic brains are responsible for up to 97% of your decision making.
In other words – if your purpose (mission and vision) is not compelling, inspiring, motivational, aspirational, life-changing, it is of no use to your team and staff. Absolutely useless. Nothing more than words on paper.
Employee experience, customer experience is FUZZY. On a daily basis at work, System 1 thinking dominates.
Your mission needs to be made part of culture, belief systems, INTUITIVELY, not just a process. Not just a “how-to”.
I invite you to take a look at some of the most inspirational companies across industries and read their mission and vision statements.
Source: Airport branding: content analysis of vision statements Rafael Castro Southern Cross University Gui Lohmann, PhD Griffith Aviation
And I invite you to compare those missions to your own in your individual airports.
A study was done back in 2016 by a PhD student of airport vision and mission statements around the world, and an overwhelming majority of airports focused on who they were rather than their customers or a motivational philosophy.
And staff? Just about 10% of airports talk about their staff in their mission statements.
2. Align People
We’ve all heard companies say that People are our greatest resource. And yet if you think about it, we haven’t changed the way we manage or motivate our people in the last 100 years. Our human resource paradigm has stayed the same even thought business models have changed and the world and competitive ecosystem has changed.
From the 1900s to today, bureaucracies, systems, tools have become obsolete and changed. We have reimagined the way we deal with customers. We have reimagined our marketing. But we still treat our employees in the same way. Back in the 1900s they were low-skilled, today no longer. Today they are part of social networks, highly intelligent, mobile, with needs and aspirations – just like our customers.
It seems the more change we have on the outside, the more we want to capture and cage and control our people on the inside.
What if instead we focused on inverting the pyramid – where the lowest paid employees who typically end up having the highest face time with the customer – end up getting proportionately more of both extrinsic and intrinsic motivations?
Example of Leicester City in 2015/16 English Premier League Season.
They had an outside chance (5000-1) of becoming champions, mainly because they had nearly been relegated in the previous season. New Italian manager (whose English wasn’t great) who had been sacked by his previous club in Italy (which did get relegated…). A team whose total combined value of $35m was just 10% that of some of the traditional “big” teams in the Premier league.
They were motivated with hunger, desire, a mission, and lots of pizza as a reward.
2. Metrics
- Customer service metrics focused on efficiency and cost.
Unable to really focus on emotion if just focused on cost efficiency
What is the emotionally acceptable amount of time to be spent per interaction? Depends on what outcome is desired by the customer…(example - if want to know which way to the gate: 4 seconds; if have a query or a complaint, then definitely a lot longer). User context is important therefore requiring different metrics. Automation drives efficiency but little else. Need to change the metric mix.
Zappos has thrown out the old rulebook around call handling time. CHT is only about understanding what resources are required - commerce related. More time = more loyalty, more ability to cross-sell, upsell etc. (Apply to airport environment).
Customer service process design, training is important. A lot of metrics are not actionable - was the agent empathic - yes/no. Like NPS also not useful in terms of actionable insights.
DBS losing credit card scenario. Metric is no longer around efficiency (which requires a focus on the core). Metric is around helping the customer. Someone who loses their card also loses their purse/wallet. Much more traumatic. Rejigged process to focus on the whole trauma and help you to connect to everything else you need - info about police, how to replace competitors credit cards, insurance etc. No tech. Only need to change the script, lists of information. Apply human thinking. Understand what customer needs as part of the broader issue in their life.
3. Going the extra mile – INSPIRATION (next slide)
Inspiring our people seems to be a really tough thing to do…
3. Going the extra mile – INSPIRATION
We always think about WIFM instead of WIFO.
We train on instruction, not inspiration.
Wear, say, think, do etc. this not that. Manuals. Policy and process. Rules and regulations.
If you want to learn how to practice WIIFO, have a parent train you. That’s how I learnt to focus not on me but on the other person.
Bank post-call survey: would you hire this person? Think about this as a single KPI with some of your top-tier loyalty, First Class members who are top decision makers.
2. Stop merely servicing- think of Hospitality ahead of service. Service is the sequence of actions, tasks and procedures done with consistency. Mechanics, The How-To of any transaction. Service is fast becoming a commodity. It is expected to be built into the product. Service is the skill. Hospitality is the spirit. (You can train for any skills but not for spirit). Service is bounded around methodology. Hospitality is open hearted, hopeful, confident, generous.
3. Don’t settle for mediocrity – point out when something is wrong but only with the spirit of making it better. Be KIND.
4. Praise willingly – everyone craves to be recognised, seen and acknowledged. Find an opportunity to praise. People get criticised far more than they are praised. Make the person shine because that person will remember you for it and keep trying that. Verbal memories are given preference in our brains over visual and experiential memories.
5. Be Proactive, not Reactive – remember hospitality instead of merely transaction or service? Service is about delivering needs & wants of guests while hospitality is anticipating their expressed and unexpressed needs & wants. Hospitality is the positive emotional response elicited in guests because of the service delivered.
We forget service, but we will forever remember hospitality.
And on that note I leave you with one concluding thought.
If you forget everything else from today, here is the new 2020 Paradigm for the Age of Excellence.
It begins with a strong focus and communication of your PURPOSE. This includes not just re-thinking the PURPOSE of your business or operation within your department or team or company, but also being able to communicate this PURPOSE as a MISSION for everyone around you. This is WHY you exist as a company.
Communicate your PURPOSE most importantly to your PEOPLE. This includes not only Customers but also your teams, staff, colleagues. When you look after your people, and if there is purpose driving them, you can be sure that everything else naturally finds its place.
Only when you have your PURPOSE at your core, and PEOPLE ready to take meaningful action, should we then we talking about our Products (and Services).
Behaving in this way (esp in terms of marketing, advertising, HR, operations etc.) ensures that we are prepared in the best way possible for SUCCESS. Remember your customers may not remember your products, or its benefits and features. But they will ALWAYS remember how you made them FEEL. This is powerful. Probably the most powerful weapon you have in your business arsenal.
Last slide – to remind people of how valuable human empathy, emotion is going to be.
As the world becomes more and more technologically-driven, what cannot be digitised will become extremely valuable. Human-to-human interaction – what I call #HEARTWARE - is going to become the only HONEST and TRUSTWORTHY basis for customer experience in the future.