Why do companies need to manage the entire customer experience? New analysis reveals that the entire customer journey - the series of interactions with a brand - is more important than any single touchpoint experience. Leading companies identify and effectively manage a few "key journeys." When companies perfect managing the entire customer journey, they reap significant benefits—including enhanced customer and employee satisfaction, reduced customer churn, increased revenue, lower costs, improved organizational collaboration, and competitive advantage. Presented at the Harvard Business Review webinar. For more on customer decision journeys: http://mckinseyonmarketingandsales.com/topics/customer-decision-journey
Do you understand the experiences of your customers? How about your employees? In this workshop/presentation Shift breaks down Journey Mapping best practices and offers hands-on guidance to perfecting your Journey Mapping skills.
This deck consists of total of thirty four slides. It has PPT slides highlighting important topics of Customer Journey Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
Building A Customer Journey Map PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Building A Customer Journey Map Powerpoint Presentation Slides. This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with seventeen slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Building A Customer Journey Map Powerpoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
Do you understand the experiences of your customers? How about your employees? In this workshop/presentation Shift breaks down Journey Mapping best practices and offers hands-on guidance to perfecting your Journey Mapping skills.
This deck consists of total of thirty four slides. It has PPT slides highlighting important topics of Customer Journey Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
Building A Customer Journey Map PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Building A Customer Journey Map Powerpoint Presentation Slides. This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with seventeen slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Building A Customer Journey Map Powerpoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
Now that you’ve developed your strategy to optimize customer usage, loyalty and renewal, use this Customer Success Action Plan template to outline the activities you and your team will implement in order to reach your goals.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Journey Maps are a popular and important method in customer and user experience optimization. Here are some best practices for creating Journey Maps that will be effective in transforming your customer’s experience. The infographic discusses:
-What journey maps are and why create them
-The high-level steps to create a customer journey map
-The essentials of effective customer journey maps
-The different types of journey maps (ex: Customer Lifecycle, Service Blueprint)
-An example customer journey.
CX Measurement: How Customer-Obsessed Companies Embrace Journey-Based MetricsPointillist
Customer-obsessed companies are achieving a competitive advantage by taking a journey-based approach to CX measurement. Success requires companies to not only fuse data across the customer journey, but also pick the right metrics, organizational structure, culture, processes and technology.
In this presentation featuring guest speaker and Forrester Principal Analyst, Joana van den Brink-Quintanilha, you'll learn how journey analytics can help you:
-Define and track the right CX metrics for individual touchpoints & entire journeys
-Test journey hypotheses and prioritize resources across journeys
-Link CX metrics to your organization's overall KPIs
This template will help you codify your customer success strategy. You can read the blog post and download the template here: http://blog.preact.com/customer-success-strategy-template
From customer success metrics to the customer journey, and from the customers' critical path to your customer success team, this template enables you to present your vision to your executive team.
Epoca presented at Service Design Drinks Milan #3 how to use the customer journey map tool in b2b projects, showcasing a case-study they have been working on in the last years.
How to measure your success as a Customer Success ManagerAmity
As CSMs, we can usually rattle off a number of metrics and statistics that we use to measure our customer's health and success -- but it gets a little less standardized when others ask us how we measure our own success. Renewals and churn are both important metrics to keep an eye on, but they're not the only ones.
In this webinar, we’ve partnered with Sparkcentral to discuss:
- The benefits of a top-down approach when re-evaluating CS team goals
- The importance of CSAT metrics
- Which KPIs to measure if Account Management and CS roles are combined
- Which questions to ask yourself when exploring and assessing your team’s current KPIs and goals
Join Krysta Gahagen and Julia Burnett, two Customer Success Managers from Sparkcentral, for the rundown of which KPIs are truly key for CSMs, and why.
A critical guide to selecting metrics to define a data-driven customer success strategy. Here is the table of contents:
- Metrics are for Decisions
- The Nature of Metrics
- Metrics Can Be Difficult
- Customer Success Metrics
Customer Lifetime Value (CLV)
Customer Churn Rate
Net Promoter Score (NPS)
Customer Health Score
Support Ticket Volume
Customer Log-in Counts Customer Acquisition Cost (CAC)
Product Activity Score
CSM Subjective Score
Customer Newsletter CTR
Background Signals
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
The Strategic Account Plan is designed to help the account management team effectively prepare and stay focused on the customer’s business objectives and goals to ensure they achieve the planned results, create a consistent experience for the customer, and ultimately identify how they can make a positive impact on the customer’s business.
Disrupting the Disruptors: Accenture Post and Parcel Industry Research 2018accenture
With digital changing consumer demands, our new research looks at how the Post and Parcel digital model continues to evolve as it seeks to drive efficiency, digitize delivery and create new revenue. Learn more: https://accntu.re/2JE8ooI
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Companies that want to turn excellent customer experience into growth need to master Customer Journeys. Customer Journeys (the set of interactions a customer has with a brand to complete a task) and less moments of truth are what matter for a customer. Companies that master not only see an improvement in customer experience, loyalty, and operational productivity; they also see above-market growth.
McKinsey's Jennifer Stanley goes beyond the latest research about when to use digital and when not to. Digital might be the answer, but what is the question? Clearly digital is a game changer for sales organizations that do it well and are in the lead. B2B players that embed digital in their go-to market programs grow >5x faster than their peers and have 30% higher acquisition efficiency.
Now that you’ve developed your strategy to optimize customer usage, loyalty and renewal, use this Customer Success Action Plan template to outline the activities you and your team will implement in order to reach your goals.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Journey Maps are a popular and important method in customer and user experience optimization. Here are some best practices for creating Journey Maps that will be effective in transforming your customer’s experience. The infographic discusses:
-What journey maps are and why create them
-The high-level steps to create a customer journey map
-The essentials of effective customer journey maps
-The different types of journey maps (ex: Customer Lifecycle, Service Blueprint)
-An example customer journey.
CX Measurement: How Customer-Obsessed Companies Embrace Journey-Based MetricsPointillist
Customer-obsessed companies are achieving a competitive advantage by taking a journey-based approach to CX measurement. Success requires companies to not only fuse data across the customer journey, but also pick the right metrics, organizational structure, culture, processes and technology.
In this presentation featuring guest speaker and Forrester Principal Analyst, Joana van den Brink-Quintanilha, you'll learn how journey analytics can help you:
-Define and track the right CX metrics for individual touchpoints & entire journeys
-Test journey hypotheses and prioritize resources across journeys
-Link CX metrics to your organization's overall KPIs
This template will help you codify your customer success strategy. You can read the blog post and download the template here: http://blog.preact.com/customer-success-strategy-template
From customer success metrics to the customer journey, and from the customers' critical path to your customer success team, this template enables you to present your vision to your executive team.
Epoca presented at Service Design Drinks Milan #3 how to use the customer journey map tool in b2b projects, showcasing a case-study they have been working on in the last years.
How to measure your success as a Customer Success ManagerAmity
As CSMs, we can usually rattle off a number of metrics and statistics that we use to measure our customer's health and success -- but it gets a little less standardized when others ask us how we measure our own success. Renewals and churn are both important metrics to keep an eye on, but they're not the only ones.
In this webinar, we’ve partnered with Sparkcentral to discuss:
- The benefits of a top-down approach when re-evaluating CS team goals
- The importance of CSAT metrics
- Which KPIs to measure if Account Management and CS roles are combined
- Which questions to ask yourself when exploring and assessing your team’s current KPIs and goals
Join Krysta Gahagen and Julia Burnett, two Customer Success Managers from Sparkcentral, for the rundown of which KPIs are truly key for CSMs, and why.
A critical guide to selecting metrics to define a data-driven customer success strategy. Here is the table of contents:
- Metrics are for Decisions
- The Nature of Metrics
- Metrics Can Be Difficult
- Customer Success Metrics
Customer Lifetime Value (CLV)
Customer Churn Rate
Net Promoter Score (NPS)
Customer Health Score
Support Ticket Volume
Customer Log-in Counts Customer Acquisition Cost (CAC)
Product Activity Score
CSM Subjective Score
Customer Newsletter CTR
Background Signals
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
The Strategic Account Plan is designed to help the account management team effectively prepare and stay focused on the customer’s business objectives and goals to ensure they achieve the planned results, create a consistent experience for the customer, and ultimately identify how they can make a positive impact on the customer’s business.
Disrupting the Disruptors: Accenture Post and Parcel Industry Research 2018accenture
With digital changing consumer demands, our new research looks at how the Post and Parcel digital model continues to evolve as it seeks to drive efficiency, digitize delivery and create new revenue. Learn more: https://accntu.re/2JE8ooI
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Companies that want to turn excellent customer experience into growth need to master Customer Journeys. Customer Journeys (the set of interactions a customer has with a brand to complete a task) and less moments of truth are what matter for a customer. Companies that master not only see an improvement in customer experience, loyalty, and operational productivity; they also see above-market growth.
McKinsey's Jennifer Stanley goes beyond the latest research about when to use digital and when not to. Digital might be the answer, but what is the question? Clearly digital is a game changer for sales organizations that do it well and are in the lead. B2B players that embed digital in their go-to market programs grow >5x faster than their peers and have 30% higher acquisition efficiency.
Convergence: Telecom Moving into Mainstream IT ChannelCompTIA
Led by CompTIA Market Research, learn the top trends in traditional IT services and telecom convergence, drivers behind IT channel’s entrance into telecom, and how IT channel and telecom channel and providers are partnering together.
Companies need to understand the full range of the multichannel consumer decision journey to understand how to best influence potential and current customers. Scenarios and data from this McKinsey presentation show how consumers are making their decisions today - particularly in the UK and France - and how brands can turn those insights into profits.
New '5in5' presentation format. Similar to Petcha Kutcha and Ignite, but more fun. Five slides in five minutes, with a moderator. Created for Converge+UK evening events.
Maersk Line: Unlocking the full potential of social mediaJonathan Wichmann
Watch the presentation from SMW in Copenhagen, on 18 Feb 2013, here:
http://new.livestream.com/smwcopenhagen/events/1885537
Follow me on Twitter: @JonathanWich
More on http://cultbizztech.com
Sales Operations can play a significant role in enabling transformation and driving sales productivity improvement. In particular, Sales Operations leaders can harness the power of advanced analytics capabilities to drive continuous improvement. This is an edited version of the presentation McKinsey's Brian Selby made at Dreamforce 2016.
The Consumer Decision Journey (CDJ) helps businesses and marketers focus on the four key battlegrounds to develop critical insights that inform marketing and MROI objectives. In this presentation, McKinsey's Dave Elzinga explores how the CDJ has evolved, and how the digital revolution has made "initial consideration" the must-win battleground for marketers and businesses alike.
Customer-centricity is the new imperative, but most organizations are not prepared to transform the way they work to deliver a relevant, personalized customer experience at scale. Designed for those who have been exposed to Journey Mapping, this interactive workshop will share Accenture’s Customer Journey Management framework for guiding the omni-channel customer experience with agility and at scale. During the session you will assess your organization’s design, governance and operating model dimensions to identify capability gaps in delivering on your vision of customer-centricity.
In a working session you will prioritize the gaps in your organization’s capabilities to implement the Customer Journey Management framework. The workshop will help you visualize how to manage the dramatic increase in data, segments, content, collaboration, and compliance that come with high-fidelity journey mapping and omni-channel marketing. We will discuss your specific challenges, as well as real world examples of operating model innovations from companies across industries and levels of maturity. This session will help you prepare your company to identify and respond to customer experience opportunities with new levels of agility and scale.
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Customer Experience is a key differentiator – globally, 81% of consumers are willing to pay more for a better experience [Capgemini]. Learn about the changing customer environment, how to go about creating a customer experience-led approach and the benefits it will bring!
Contact Center is a Gold Mine for Customer Experience Improvement Company-wideClearAction
Customer comments in the contact center are underutilized gold mines for guiding your whole company in improving and differentiating customer experience for stronger business results.
See https://ClearAction.com/
Totango Case Study: Million Dollar Bet: Dimension Data is All-in for Customer...Totango
Totango Case Study: Million Dollar Bet: Dimension Data is All-in for Customer Success from the session at Technology and Services World '18 in Las Vegas. For more information visit totango.com.
Developing Relationship with Channel Partners Rebecca Sanders
Strategic channel partnerships provide scale to an organizations sales efforts. Developing these partnerships is both an art and a science and requires on-going planning, measurements and alignment to adjust to market dynamics. The Association of Strategic Alliance Professionals, "ASAP" invited me to speak at the Silicon Valley Chapter meeting on channel partner development. I hope you enjoy the presentation. Rebecca Sanders
How to Define, Build, and Deliver a Remarkable Customer ExperienceAmity
Delivering a remarkable and differentiated customer journey is vital to achieving business success. While many companies have taken steps to define the ideal journey for their clients, actually delivering that journey—both initially and at scale—is another story. Defining and operationalizing the requisite organizational changes can be very challenging, and can even require a full-scale cultural shift.
Spanish consumers are pessimistic about the economy. Rising prices, unemployment, and the invasion of Ukraine are top concerns, and consumers are trading down.
In Spain, consumers are most concerned about rising prices, unemployment, and the invasion of Ukraine. Their views of the current and future state of the economy remain pessimistic, at a level comparable to attitudes in the early months of the COVID-19 pandemic. Spend for groceries and gasoline soared, while consumers reduced money directed to savings and spent less on non-essentials. Of the 80 percent of consumers who have assumed new shopping behaviors in the last three months in search of value for money, more than half tried private labels. Trade-down in retailers visited and brands is evident, with the key drivers of choice being prices and value for money. However, 39 percent of consumers say they plan to splurge in 2022.
UK consumers are pessimistic about the economy. Rising prices and the invasion of Ukraine are top concerns, and consumers are trading down significantly.
In the United Kingdom, consumers are most concerned about rising prices and the invasion of Ukraine. Their views of the current and future state of the economy are extremely pessimistic, worse than throughout the entire COVID-19 pandemic. Spend for groceries and gasoline soared, while consumers reduced spend in non-essential categories. Almost two-thirds of consumers have assumed new shopping behaviors in the last four to six weeks, with more than four out of ten trying private label. Trade-down in retailers visited and brands is evident, with the key drivers of choice being prices and value for money.
COVID-19 is no longer among Italian consumers’ top concerns. Consumers remain pessimistic about economic recovery and inflation; many aim to reduce their spend.
Italian consumers are increasingly worried about the effects of rising prices and the invasion of Ukraine. Unemployment is a number-two concern for respondents in Gen Z, millennials, and the low-income group. Almost six out of ten share a negative view of Italy’s current economic state; hopes for an economic recovery are lower than during the entire COVID-19 pandemic. Consumers observed the highest price increases in groceries and gasoline. To cope with inflation, Italian consumers are changing their purchase behavior, shifting toward discounters and private labels. The leading factors for these choices are prices and value for money.
German consumers are pessimistic about the economy. Rising prices and the invasion of Ukraine are top concerns, and we see a significant down-trade in shopping.
In Germany, consumers’ top concerns are rising prices and the invasion of Ukraine, followed by climate change and COVID-19. Pessimism about the current and future state of the economy has eased but remains at a level comparable to attitudes in the early months of the COVID-19-pandemic. As spend for groceries and gasoline soared, consumers reduced money directed to savings and spent less on non-essentials. Of the 70 percent of consumers who have assumed new shopping behaviors in the last three months, more than four out of ten tried private labels. Trade-down in stores visited and brands is clearly visible, with the key drivers of choice being prices and value for money. However, 46 percent of consumers say they plan to splurge in 2022.
For consumers in France, inflation eclipses other sources of concern. It triggers changes in shopping behaviors as consumers seek better value for money.
French consumers’ optimism regarding the economic recovery is stable at around 14 percent—a level last seen in the depths of COVID-19 lockdowns. Top sources of concern are rising prices (cited by 54 percent), followed by the invasion of Ukraine (13 percent) and climate change (10 percent) and far ahead of COVID-19 (4 percent). Nine out of ten survey respondents perceive high price inflation in the country. These trends have implications for brand and retailer loyalty: of the 73 percent of respondents saying they have tried new shopping behaviors in the last three months, 40 percent say they purchased private labels. Household products remain the category most affected by this trading-down trend.
Japanese consumers’ behaviors and finances are gradually recovering to normal, though their responses indicate a slight increase in pessimism. The long-lasting impact of COVID-19 is prolonging Japanese consumers’ intent to stay conservative about spending across categories. In a further sign of cautiousness, the trend of shrinking pessimism over the past few years reversed for the first time. Meanwhile, people’s demand for travel is rising, considering the next seasonal vacations.
Australian consumers, in view of the omicron variant, are feeling less optimistic about economic recovery than last year and remain cautious on spending.
In Australia, optimism about economic recovery has declined since the November 2020 pulse survey but remains higher than at the onset of the COVID-19 pandemic. Six in ten consumers predict routines will return to normal only after June 2022; two-thirds do not plan to splurge in 2022. Although Australian households increased their spending in the past month, net intent to spend remains negative. Digital and omnichannel adoption continues in most categories, and intent to use out-of-home services rose. Seventy-five percent of consumers have addressed the rise of omicron by changing how they engage in out-of-home activities. Most consumers have tried a different brand or retailer, especially to switch brands in pursuit of value.
Indian consumers’ optimism has remained high since October 2021 and has reached the highest levels across other Asian markets since COVID-19 started.
Nearly three-quarters of India’s consumers are optimistic about economic recovery, and net intent to spend is growing and positive across many categories. Omnichannel usage continues across the majority of categories, and social-media influence is high, especially for Gen Z and millennials. More than 90 percent are engaging in social media and entertainment platforms. There is an upward trend for new technology, such as crypto and augmented reality/virtual reality, and consumers intend to continue digital activities as the COVID-19 crisis subsides.
About 40 percent of consumers are engaging in out-of-home activities, especially among the vaccinated segment. Most consumers have tried new shopping behaviors such as new retail outlets and new brands.
Indonesian consumers remain optimistic on the economy, expecting higher incomes and spending. Many tried and plan to keep using digital services and omnichannel methods.
In Indonesia, optimism about future economic conditions increased more than 25 percent over September 2020 from an already high base, boosted by planning for the upcoming holiday season. Eight out of ten consumers say they will dine out, shop for gifts, and redecorate. Out-of-home activities are generally rising but remain far below prepandemic levels. Optimism about the economy is tempered by views of household finances; half predict finances won’t return to normal before June. The loyalty shake-up continues, with 60 percent citing value as their primary reason to try a new brand. New digital behaviors are starting to show evidence of stickiness: 60 percent say they intend to use new shopping methods when the pandemic subsides.
Most Korean consumers expect that normalcy will return to routines only after June 2022, yet there are signs of pre-COVID-19 routines returning.
Korean customers have been less optimistic than those in other countries about the economic recovery. But optimism in Korea is much higher now than two years ago. Half of consumers indicate a desire to splurge, with intent to do so being the strongest in Gen Z and millennials. One-eighth of consumers say they have returned to out-of-home activities.
As inflation rises, French consumer hopes for economic recovery wane, with optimism sinking back to the lows of lockdown.
Optimism regarding the economic recovery has decreased to 14 percent in France—levels last seen in the depths of COVID-19 lockdown. Top sources of concern are rising prices, the invasion of Ukraine, and political uncertainty. Nine out of ten survey respondents perceive high price inflation in the country, and 60 percent expect prices to rise further over the next year. These trends have implications for loyalty: in the search for higher purchasing power, 69 percent of respondents have tried new shopping behaviors in the last four to six weeks. Household products remain the most impacted category, with 65 percent of consumers switching for cheaper options.
Pessimism about recovery is at an all-time high in the United Kingdom. Rising prices are the top concern, with consumers significantly trading down in stores and products. UK consumers are feeling great economic uncertainty. With energy and transport costs eating away at consumer savings and non-food spend, the top reasons given by survey participants for economic anxiety are the gas supply, supply-chain shortages, and energy issues. Consumers report the highest perceived price increases in groceries and household supplies, with two-thirds becoming more conscious about energy usage. Half of consumers changed their grocery brands in the last four to six weeks, with trading down a clear trend: price and value were the strongest drivers here.
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
Across the continent, the pattern holds: Europeans are anxious about the state of their countries’ economies, and worried about the future. Russia’s invasion of Ukraine and price inflation overshadow other concerns, and consumer anxieties in turn are impacting confidence in household finances and national economies, especially among vulnerable populations.
Worried about spending more on food, transport and fuel, consumers report cutting back on less essential items. Most say they’ve changed their shopping behaviors in recent months, trading down to more affordable brands and retailers. With no relief clearly in sight, 2022 continues to prove a challenging year for the continental consumer.
Spanish consumers are primarily concerned about inflation and the invasion of Ukraine, and are becoming increasingly pessimistic about the economy.
Only 14 percent of Spanish consumers are optimistic about economic recovery, with concerns focused on inflation and the invasion of Ukraine. Four in ten have an increasingly negative sense of the economic outlook—mostly due to petrol and supply-chain shortages, as well as unemployment. Price-increase Perceptions of price increases are particularly high regarding groceries (at 95 percent) and other household products. In these categories, more than half of respondents have reacted to inflation by trying less costly brands. Over the last six weeks, half have tried a private-label brand, 30 percent have switched brands, and a quarter have tried out a different retailer.
Italian consumers are increasingly pessimistic about the economy, with many aiming to reduce spending and modify consumption habits.
Italian consumers are increasingly worried about the effects of rising prices, as well as the invasion of Ukraine. Of Italians surveyed, six in ten expressed a negative view of the current economy; hopes for an economic recovery are lower than they were throughout the entire COVID-19 pandemic. Consumers perceived the highest price increases in groceries and fuel, along with strong increase in spend. These sentiments have translated into reduced consumption. Changed consumer behavior is also apparent, with a shift towards discounters and private-label brands. Price, value for money and availability are the biggest drivers of these choices.
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
As inflation rises, French consumer hopes for economic recovery wane, with optimism sinking back to the lows of lockdown. Optimism regarding the economic recovery has decreased to 14 percent in France—levels last seen in the depths of COVID-19 lockdown. Top sources of concern are rising prices, the invasion of Ukraine, and political uncertainty. Nine out of ten survey respondents perceive high price inflation in the country, and 60 percent expect prices to rise further over the next year. These trends have implications for loyalty: in the search for higher purchasing power, 69 percent of respondents have tried new shopping behaviors in the last four to six weeks. Household products remain the most impacted category, with 65 percent of consumers switching for cheaper options.
Pessimism about recovery is at an all-time high in the United Kingdom. Rising prices are the top concern, with consumers significantly trading down in stores and products. UK consumers are feeling great economic uncertainty. With energy and transport costs eating away at consumer savings and non-food spend, the top reasons given by survey participants for economic anxiety are the gas supply, supply-chain shortages, and energy issues. Consumers report the highest perceived price increases in groceries and household supplies, with two-thirds becoming more conscious about energy usage. Half of consumers changed their grocery brands in the last four to six weeks, with trading down a clear trend: price and value were the strongest drivers here.
Spanish consumers are primarily concerned about inflation and the invasion of Ukraine, and are becoming increasingly pessimistic about the economy.
Only 14 percent of Spanish consumers are optimistic about economic recovery, with concerns focused on inflation and the invasion of Ukraine. Four in ten have an increasingly negative sense of the economic outlook—mostly due to petrol and supply-chain shortages, as well as unemployment. Price-increase Perceptions of price increases are particularly high regarding groceries (at 95 percent) and other household products. In these categories, more than half of respondents have reacted to inflation by trying less costly brands. Over the last six weeks, half have tried a private-label brand, 30 percent have switched brands, and a quarter have tried out a different retailer.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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Transforming Customer Experience: From Moments to Journeys
1. Customer Journey
Transformation:
The idea, the impact & how to start
Any use of this material without specific permission of McKinsey & Company is strictly prohibited
September 2013
Presented on Harvard Business Review webinar
2. McKinsey & Company | 1
Today’s discussion
1
A Journey-based approach to customer
experience: what it is, and why it’s a better way
2 The path to impact: multiple wins across
CSAT, cost, revenue, and employee sat
3
How to get started: a practical approach to a
journey-based transformation
3. McKinsey & Company | 2
The Customer Journey concept
Product Marketing Online Retail Care
Customers interact with organizations on journeys that cut across individual
touchpoints that different functions tend to optimize
Onboarding journey
Problem resolution journey
Renewal and repurchase journey
1
4. McKinsey & Company | 3
Journey examples
▪ Onboarding
▪ Technical service
▪ Contract rolloff
▪ Address change
▪ Product upgrade
▪ Repair
▪ Billing
Anchored in how customers
think about it
An event that marks the
defining experience of key
life-cycles of a customer
Typically multi-touch, multi-
channel and cross-functional
An evolution in thinking over
traditional touchpoint (or
“moment of truth”) approaches
of customer interactions happen during
a multi-event, multi-channel journey>50%
What is a Customer Journey and how is it
different?
Customer
Journey
1
5. McKinsey & Company | 4
Touchpoints matter, but journeys matter
more
100
0
Day 90
CSAT performance at touchpoints vs. overall
Journey
Field services touch point CSAT
90
+
80
+
40
Onboarding journey
CSAT – 50% drop
over 1st 90 days
Day 1
Call center touch point CSAT
85
Percent first-time-right at each stage of
Installation journey
1
65%
90%
85%
95%
90%Logistics
Network
Field force
Sales
End-to-end
delivery
6. McKinsey & Company | 5
Journeys are 30% more strongly
correlated with business outcomes
Customer satisfaction
Willingness to Recommend
0.58
+36%0.43
0.60
+28%0.47
+19%
0.59
0.50
-0.25 +33%
-0.33
Likelihood to stay/renew
Likelihood to cancel/churn
1 Touchpoints
Journeys
7. McKinsey & Company | 6
Most companies face challenges in
delivering a full end-to-end experience
▪ Typically more than one person is responsible for the E2E experience
▪ Most companies are organized functionally and hard-wired to deliver
touchpoints
▪ At the frontline, limited visibility into customer outcomes and cross-
functional handoffs
▪ Metrics and incentives often touchpoint-based (e.g., first call
resolution, AHT, transactional satisfaction)
▪ Performance data often stored in silos and challenging to assess E2E
performance
1
8. McKinsey & Company | 7
Journey-led transformations deliver impact
across multiple dimensions
FUEL REVENUE GROWTH
Churn, upsell, acquisition
IMPROVE CUSTOMER SATISFACTION
ENGAGE EMPLOYEESLOWER COST TO SERVE
20 to 30%
15 to 20%
20% 10 to 15%
2
9. McKinsey & Company | 8
0%
2%
4%
6%
8%
10%
12%
14%
6.0 6.5 7.0 7.5 8.0
-2%
0%
2%
4%
6%
8%
8.0 8.4 8.8 9.2 9.6
Companies that excel in delivering journeys
tend to win in the market
SOURCE: 2011 McKinsey Multi-Industry Survey; company financial statements
1 Average of satisfaction with each company’s three key journeys
L
D
J
I
H
Journey satisfaction1, 2011
G
F
Revenue growth – PayTV industry
2011 vs. 2010
Revenue growth – Insurance industry
2011 vs. 2010
Journey satisfaction1, 2011
N
M
E
K
C
B
A
2
10. McKinsey & Company | 9
Customer
“Journeys”
3
6
5
4
1
Define a clear, compelling value
proposition-delivered through Journeys
Continuously
innovate the end-
to-end Journey
experiences
Use Journeys
to define
metrics and
governance
system
Optimize
operational
processes &
systems to ensure
consistent delivery
Use Journeys to reinforce
front-line culture
Companies who excel at delivering customer
experience display six hallmarks
2
2
Know the Journeys
that matter, and
why they matter
11. McKinsey & Company | 10
Sign up (sales) Welcome (care) Install (field)
First Bill
(care, billing)
Journey
Leakage
100%
90% 81%
72%
63%
90%
90%
90% 90%
One company transformed their onboarding
journey
Pain
points
▪ Long call, many
T&Cs
▪ Many options
on pricing/
product
▪ Multiple
handoffs
▪ Multiple calls
for new
customers
▪ Missed
appointments
▪ Sales price vs.
what is billed
▪ How to use
2
12. McKinsey & Company | 11
Impact
A car rental company worked to
deliver speed in the airport pickup journey
▪ Identified “on-site rental” as journey that
mattered and speed as key driver
▪ Journey fundamentally multi-touch – web
booking, call center, bus, car
selection, checkout – no one touch owned
“speed”
▪ Drove cross-functional program to
differentiate on speed:
– Pilot program in several locations with all
functions
– Frontline-led, lean process management to
generate innovation ideas
– Developed “playbook” for all locations
– Each region sponsored by one member of
exec team
On-site rental CSAT
Index
Growth
in service
revenue
Labor cost
-10%+
5%+
2
100
AfterBefore
190
13. McKinsey & Company | 12
78%
100% -22%
80
100 -20%7,8+13%
End of pilotBaseline
6,9
2,7
+35%
After the pilotBefore the pilot
2,0
17%
100%
-83%
End of pilotBaseline
Overall CSAT
Index
Employee satisfaction score
(sales back-office)
Response average (scale of 1 to 4)
Installation waiting time
Index
Repeat work rate
index
Problem calls
Clients with 4+ calls in 6 days, indexed
SOURCE: McKinsey
A telecom redesigned their installation
journey to drive efficiency
2
14. McKinsey & Company | 13
A four-part approach to Journey-based
transformation
TIMING
SOURCE: McKinsey Customer Experience Service Line
Identify key journeys
Understand current
performance
Redesign experience and
engage front line
Sustain at scale
▪ Define clear CE
objective
▪ Top-down Exec
sessions
▪ Launch bottom-up
quant research
▪ Map key journeys
▪ Diagnose
performance
▪ Identify pain points
▪ Size, prioritize
opportunities
▪ Launch cross-
functional teams
(root cause analysis)
▪ Engage frontline &
pilot
▪ Engage customers
▪ Track impact
▪ Set longer-term
impact aspiration
▪ Cascade journey
metrics
▪ Adjust organization
(if needed)
▪ Implement
solutions at scale
▪ Drive continuous
improvement
3-6 months 12-18 months
3
15. McKinsey & Company | 14
Top-down approach: pick 1-2 journeys to
start
SOURCE: McKinsey Customer Experience Service Line
JOURNEY EXAMPLES COMPANY OBJECTIVE CUSTOMER OBJECTIVE
▪ Acquire the right customer, build
engagement, and bill with minimal
cost
Onboarding
▪ Get up and running painlessly at my
own pace, with no surprises and minimal
effort
▪ Bill and collect accurately and quickly
Making a
payment
▪ Consistent, transparent bill, with flexible
options; company willing to work with
me to maximize value
▪ Set up the move, retain the right
customers, complete the move, and
collect payment
Moving
▪ Simple, smooth, hassle-free move with
no hidden fees or administrative burden
▪ Identify, communicate, and
implement the required change in a
timely manner
Changes
Price, terms, or
product
▪ Easy to flex product to meet evolving
needs, mine to manage, with transparent
pricing and recognized loyalty
▪ Take the call, fix the issue, teach
self-help over time
Resolving a
problem
▪ Solve my problem, help me understand
why it happened and how to
prevent, and follow through to confirm
the fix
3
16. McKinsey & Company | 15
Bottom-up analysis to capture customer
priorities
3
How to get started
▪ Select subset of journeys to
focus on, with narrow scope of
channels and touchpoints
▪ Assemble cross-functional
dataset
▪ Ensure data across all sources
can be linked at subscriber
level
▪ Identify most common paths,
sources of leakage, and
contribution to end-objective
17. McKinsey & Company | 16
Drive cross-functional performance in each
Journey, all the way to the front line
▪ Take a customer perspective across the chain
▪ Capture as much customer feedback as possible
▪ Simplify and standardize end-to-end process
▪ Define a cadence for end-to-end improvements
▪ Set clear objectives for the entire end-to-end chain
▪ Translate objectives into cascading KPIs
▪ Define clear governance, roles and responsibilities
▪ Build capabilities, e.g., problem-solving, advocacy
▪ Work together across the entire chain
▪ Increase role-modeling and coaching by managers
Process
Efficiency
Voice of the
Customer
Organization
& Skills
Mindsets &
Behavior
Performance
Management
3
18. McKinsey & Company | 17
Why this approach works
SOURCE: McKinsey Customer Experience Service Line
▪ End-to-end Journey teams inherently cross-functional
▪ Journey-based approach forces a rethinking of org boundaries
▪ Outcomes & metrics cut across silos, often in new ways
Forces cross-
functional
design at
working level
▪ Program typically sponsored by CEO, with dedicated CE leader
▪ All executive team members sponsor cross-functional initiatives
▪ Single journey fact base forces all functions/execs to come to the table
Drives top-
down
leadership
commitment
Engages the
frontline
▪ Frontline teams empowered to design & test solutions
▪ Creates culture of innovation and ownership
Forces focus
and
prioritization
▪ Prioritizes initiatives for rapid impact at scale
▪ Strained process/policy/IT roadmaps have to be streamlined
▪ Sacred cows within siloes cannot be hidden / defended
3
19. McKinsey & Company | 18
A recap of our discussion:
1
A Journey-based approach to customer
experience: what it is, and why it’s a better way
2 The path to impact: multiple wins across
CSAT, cost, revenue, and employee sat
3
How to get started: a practical approach to a
journey-based transformation