Damn, it's not about customer experience
•Download as PPTX, PDF•
1 like•461 views
Digital disruption opens up a new range of communication, product and service opportunities for (health insurance) companies. The health activation trend makes the patient manage his health more actively and in turn creates new (prevention) opportunities for health insurance companies. The rise of both trends increases the importance of customer experience even more, while it already was very decisive for the satisfaction with a certain health insurance brand. Or is it?
Recommended
More Related Content
Similar to Damn, it's not about customer experience
Similar to Damn, it's not about customer experience (20)
More from Christophe jauquet
More from Christophe jauquet (11)
Recently uploaded
Recently uploaded (20)
Damn, it's not about customer experience
- 1. Damn, IT’S NOT ABOUT CUSTOMER EXPERIENCE
- 2. Hello, I’m Christophe I am a health nerd, a basketball freak & a design fool @cjauquet Christophe Jauquet
- 3. Company @cjauquet Christophe Jauquet Customer Digital transformationHealth activation Customer Experience CX
- 4. @cjauquet 2017 Top 5 most innovative marketing research agency of the world New York London Sydney Rotterdam Ghent Düsseldorf Timisoara 215 staff members complemented with 130 research professionals from our Global Moderator Network Our vision of contemporary marketing is evangelized through our best-selling books Proud to work for +30% of the world’s global brands We have been cheered by the industry with more than 25 international awards
- 5. @cjauquet Christophe Jauquet The experience that a user (or customer) has when they interact with a product, service or tool.
- 6. The experience that a customer has with each of the interactions with a company or a brand. @cjauquet Christophe Jauquet
- 7. The experience that a customer has across his entire Customer journey, when trying to get something done. @cjauquet Christophe Jauquet
- 8. @cjauquet Christophe Jauquet What?What does this mean for my company? .
- 9. TOUCH POINT Company @cjauquet Christophe Jauquet Customer UX
- 10. PURPOSE NEEDS TOUCH POINTS Company @cjauquet Christophe Jauquet Customer CX
- 11. PURPOSE NEEDS TOUCH POINTS Company @cjauquet Christophe Jauquet Customer JX
- 12. PURPOSE NEEDS TOUCH POINTS CUSTOMER CENTRICITY Company @cjauquet Christophe Jauquet Customer MOMENTS JX
- 13. @cjauquet Christophe Jauquet Moments OF TRUTH
- 14. PURPOSE NEEDS TOUCH POINTS CUSTOMER CENTRICITY Company @cjauquet Christophe Jauquet Customer MOMENTS JX
- 15. PURPOSE NEEDS TOUCH POINTS CUSTOMER CENTRICITY Company @cjauquet Christophe Jauquet Customer MOMENTS SOLUTIONS JX
- 16. @cjauquet Christophe Jauquet brand revolution COPERNICAN
- 17. @cjauquet Christophe Jauquet JOBS to be done
- 18. PURPOSE NEEDS TOUCH POINTS CUSTOMER CENTRICITY Company @cjauquet Christophe Jauquet Customer MOMENTS SOLUTIONS JX
- 19. PURPOSE NEEDS TOUCH POINTS CUSTOMER CENTRICITY Company @cjauquet Christophe Jauquet Customer MOMENTS SOLUTIONS LIFE JX
- 20. @cjauquet Christophe Jauquet PEOPLE ARE ONLY customer A SMALL part of the day
- 21. @cjauquet Christophe Jauquet Ecosystem SERVICES
- 22. PURPOSE NEEDS TOUCH POINTS CUSTOMER CENTRICITY Company @cjauquet Christophe Jauquet Customer MOMENTS SOLUTIONS LIFE JX
- 23. @cjauquet Christophe Jauquet ButIt might not be that easy.
- 24. data IS EVERYWHERE @cjauquet Christophe Jauquet
- 25. @cjauquet Christophe Jauquet The voice of the Customer is only heard in 11% of the business decisions GOOD luck!
- 26. @cjauquet Christophe Jauquet TIME is not kind ON YOU
- 27. @cjauquet Christophe Jauquet Informed (UN)LOYAL
- 28. @cjauquet Christophe Jauquet THE WORLD IS agile
- 29. @cjauquet Christophe Jauquet How?How can a company be Customer Centric in this agile world.
- 30. @cjauquet Christophe Jauquet constantly LEARNING
- 31. @cjauquet Christophe Jauquet constantly IMPROVING
- 33. @cjauquet Christophe Jauquet IIII INSPIRATION INSIGHTS INSTITUTIONALIZATION IMPLEMENTATION
- 34. I INSPIRATION
- 35. @cjauquet Christophe Jauquet HOW TO BECOME a customer-led BUSINESS
- 36. @cjauquet Christophe Jauquet CUSTOMER connect Immerse in the lives of customers
- 37. II INSIGHTS
- 38. @cjauquet Christophe Jauquet MARKET RESEARCH don’t bother ME
- 39. @cjauquet Christophe Jauquet BUILD a community CREATE a collaboration
- 40. @cjauquet Christophe Jauquet CUSTOMER journey
- 41. @cjauquet Christophe Jauquet JOBS to be done
- 42. @cjauquet Christophe Jauquet Experience MAP Journey
- 44. @cjauquet Christophe Jauquet LIFE of an insight
- 45. @cjauquet Christophe Jauquet Journey experience Immersion React Sharing Collaboration BRAND PLANImplement
- 47. @cjauquet Christophe Jauquet Ideas Concepts Demos TAKE speed
- 48. @cjauquet Christophe Jauquet THE CUSTOMER SQUARE Combining quant & qual activities ACTIVATION STUDIO + WORKSHOPS Activating Customer insights CompanyCustomer IN AN iterative WAY
- 49. @cjauquet Christophe Jauquet THE CUSTOMER SQUARE Combining quant & qual activities ACTIVATION STUDIO + WORKSHOPS Activating Customer insights CompanyCustomer Ideas IN AN iterative WAY
- 50. @cjauquet Christophe Jauquet THE CUSTOMER SQUARE Combining quant & qual activities ACTIVATION STUDIO + WORKSHOPS Activating Customer insights CompanyCustomer Ideas Concepts IN AN iterative WAY
- 51. @cjauquet Christophe Jauquet THE CUSTOMER SQUARE Combining quant & qual activities ACTIVATION STUDIO + WORKSHOPS Activating Customer insights CompanyCustomer Ideas Concepts Demos IN AN iterative WAY
- 52. @cjauquet Christophe Jauquet IIII INSPIRATION INSIGHTS INSTITUTIONALIZATION IMPLEMENTATION
- 53. @cjauquet Christophe Jauquet REGULAR tracking
- 58. PURPOSE NEEDS TOUCH POINTS CUSTOMER CENTRICITY Company @cjauquet Christophe Jauquet Customer CX
- 59. Customer Experience @cjauquet Christophe Jauquet Damn, IT’S NOT ABOUT CUSTOMER EXPERIENCE
- 60. PURPOSE NEEDS TOUCH POINTS CUSTOMER CENTRICITY Company @cjauquet Christophe Jauquet Customer MOMENTS SOLUTIONS LIFE JX
- 62. Thank you @cjauquet Christophe Jauquet ChristopheJ@insites.eu
Editor's Notes
- The user experience is the experience that a user (or customer) has when they interact with that product, service or tool. is product (or service) specific. User experience must always be seen in the bigger context of customer experience or it’s entirely possible that our work will be wasted even when that work is brilliant.
- The user experience is the experience that a user (or customer) has when they interact with that product, service or tool. is product (or service) specific. User experience must always be seen in the bigger context of customer experience or it’s entirely possible that our work will be wasted even when that work is brilliant.
- No referral to your company, your touchpoints A recent McKinsey survey,1for example, indicates customer satisfaction with health insurance is 73 percent more likely when journeys work well than when only touchpoints do. It means paying attention to the complete, end-to-end experience customers have with a company from their perspective. Too many companies focus on individual interaction touchpoints devoted to billing, onboarding, service calls, and the like. In contrast, a customer journey spans a progression of touchpoints, has a clearly defined beginning and end define by something one wants to get done.
- Moments are the the specific steps consumers take while buying or using a product or service. Not all moments are equally important as some moments more strongly affect the overall consumer experience. Often they differ from the assumptions a company have. For example, on behalf of KLM we conduct a study to understand the key consumer needs related to transferring and helped them to develop winning concepts. We collected hundreds of actual transferring stories from frequent travelers. It struck us that many of the observations did not take place in the airport but on the aircraft before they landed in the airport where they had to transfer. We learned that travelers are insecure even on board whether they will get their connecting flight. So KLM had to think how to extend their current transfer touch points. It is not only about signage and wayfinding in the airport. Transfer starts in the plane.
- Based on our own research, it appears consumers only have 5 brands they really love and would make compromises for. It shows that we are in the middle of a Copernican management revolution, with increasingly more leaders understanding that consumers rather than brands are at the center, just like the Polish astronomer Nicolas Copernicus defended the idea that the sun is the center of our universe rather than the earth.
- People buy products and services to get jobs done. While products & services go away, the jobs-to-be-done never go way. Business and innovation should focus on the jobs-to-be-done as they will lead to brand growth; products & services won’t. The more jobs a product can help a customer get done, the more valuable that product is as a product platform in that space. The key to brand growth is understanding, from a consumer perspective, what the entire job is and making that the focal point of value creation by: Determining the job-to-be-done: Understand what a consumer is trying to accomplish instead of what he is currently doing Encompass the entire job by splitting it in the main jobs to be done and related jobs to be done Write a job statement consisting of an action verb, the object of the action and a clarification context Creating a job mapping by defining the executing steps (the most central tasks), and the pre- & post-execution steps Determining need states by listing the desired outcome(s) per step Determining opportunities by mapping needs that are poorly satisfied but important or by linking needs to a new technology or need
- Ecosystems: Customers want more than insurance from their carriers In the countries surveyed, insurance customers are open to having their insurers provide services beyond insurance. In major markets, interest in ecosystem services has grown since 2016. In automotive, the services that customers are most interested in include roadside assistance; rewards for safe driving; sensors that alert them when their unoccupied car is damaged and that help them locate it when it’s stolen; discounts at repair shops; and safe-driving alerts. For their homes, customers want emergency repair services, remote monitoring, alerts about intrusion and damage, and automatic shutdowns of appliances during fires and floods. In health, customers are looking for wellness exams, disease screening and online diagnostics; expert guidance during treatment and recovery; digital access to medical records and protection against their unauthorized use; and help finding doctors and scheduling appointments. Life insurance customers would like the same sorts of services as health insurance customers: expert guidance during treatment; checkups, preventative tests and diagnostics; digital access to records; and help finding medical providers. In addition, they want support for senior citizens. Ecosystem services are just starting, especially in developed markets. In most of the countries surveyed, only a small minority of insurance customers use three or more ecosystem services; in Japan, just 2% do. In many countries, usage rates are highest in auto and health.
- Ecosystems: Customers want more than insurance from their carriers In the countries surveyed, insurance customers are open to having their insurers provide services beyond insurance. In major markets, interest in ecosystem services has grown since 2016. In automotive, the services that customers are most interested in include roadside assistance; rewards for safe driving; sensors that alert them when their unoccupied car is damaged and that help them locate it when it’s stolen; discounts at repair shops; and safe-driving alerts. For their homes, customers want emergency repair services, remote monitoring, alerts about intrusion and damage, and automatic shutdowns of appliances during fires and floods. In health, customers are looking for wellness exams, disease screening and online diagnostics; expert guidance during treatment and recovery; digital access to medical records and protection against their unauthorized use; and help finding doctors and scheduling appointments. Life insurance customers would like the same sorts of services as health insurance customers: expert guidance during treatment; checkups, preventative tests and diagnostics; digital access to records; and help finding medical providers. In addition, they want support for senior citizens. Ecosystem services are just starting, especially in developed markets. In most of the countries surveyed, only a small minority of insurance customers use three or more ecosystem services; in Japan, just 2% do. In many countries, usage rates are highest in auto and health.
- data
- Ironically, despite this data abundance, the voice of the customer is only incorporated in 11% of marketing decisions. Their own experience Converations with colleagues Expert advice One off customer interaction
- Internal clock
- This while customers are more informed, having all the information they want within reach. This forces brands to communicate through a variety of touchpoints while at the same time guaranteeing a consistent and relevant brand experience Yet consumers are becoming less and less loyal, snacking their way through different brands to fulfill their rapidly changing needs.
- Internal clock
- The main reason so many companies fail to improve customer journeys is that understanding what customers value is not an easy task. Identifying what drives customer satisfaction and translating it into operational performance improvements requires IIII things:
- Constant learning mentality
- Constant learning mentality
- The main reason so many companies fail to improve customer journeys is that understanding what customers value is not an easy task. Identifying what drives customer satisfaction and translating it into operational performance improvements requires IIII things:
- The main reason so many companies fail to improve customer journeys is that understanding what customers value is not an easy task. Identifying what drives customer satisfaction and translating it into operational performance improvements requires IIII things:
- Common language – common Relevant x (aha = surprise & familiar) x improving something that matters 1. Aha! An insight differs from an observation in the fact that it is not immediately visible or ‘evident’, but that it only becomes clear when you are actually confronted with it. Or, as Steve Jobs described it: “A lot of times, people don’t know what they want, until you show it to them”. A strong insight is equal to a sort of ‘Aha’ experience: a combination of surprise and something familiar. It entails a view on something which was implicit all that time. To get to these ‘Aha’ moments, you need a creative and multidiscipline approach. Chiquita, for example, ‘activated’ consumers and ‘deprived’ them from their normal behaviour, in support of the launch of their smoothies. They asked consumers with a healthy lifestyle to eat less healthily, whereas consumers with a less healthy lifestyle were sent a fruit basket, with the question to eat more healthily. By taking consumers out of their comfort zone, Chiquita learned a lot of new things about the role smoothies could play on a mental and physical level. 2. It’s me The second basic aspect of a strong consumer insight is relevance. A strong insight automatically calls for familiarity, sometimes even to the extent that you may even learn things about yourself that you were not aware of before. Try as much as possible to get as close as possible to your target group when testing the relevance of an insight. An example is how we became friends with Facebook fans of the Johnnie Walker brand; this allowed us to develop a much deeper understanding of the lifestyle and interests of the target group. 3. Tension Behind every strong insight lies a need to improve an existing situation. In other words: it’s not just about being relevant; consumers should also feel a need to change something to an existing situation. A good example is Pampers (P&G): by focussing on the fact that babies with a healthy and dry skin feel better altogether and play, learn and develop more easily, they touch the emotions of any parent. 4. Insight ≠ idea An insight is the start of possibly hundreds of ideas. It is a source of inspiration for branding, communication, innovation and customer experience. Madonna is a good example. For years she was at the top of the music entertainment sector. She innovated all the time, but never stepped away from one strong insight: “I want to escape the limitations of my daily routine and enjoy the activity of fantasising about alternative identities, lives or positions”. The easier you manage to come up with different ideas that start off from your insight, the stronger your insight is. Everyone remembers the strategic marketing mistake Coca-Cola made at the launch of ‘New Coke’. Every taste testing showed that the new Coke formula was better than the familiar Coca-Cola flavour. But the Coca-Cola marketeers did not start off from a strong insight. The taste testing was based on small quantities of the soft drink, which gave a wrong idea of the taste experience. The relevance and the tension that was experienced were low: consumers were not really looking for a new Coca-Cola flavour. In the end it was not a start for a wide range of Coca-Cola marketing ideas; it was limited to flavour only. Good luck in your search for the golden egg! And if you’re based in London, don’t forget to register for our Consumer Insightment Smartees Breakfast this Thursday.
- Based on our own research, it appears consumers only have 5 brands they really love and would make compromises for. It shows that we are in the middle of a Copernican management revolution, with increasingly more leaders understanding that consumers rather than brands are at the center, just like the Polish astronomer Nicolas Copernicus defended the idea that the sun is the center of our universe rather than the earth. Find the persons that want to build your future. Who want to collaborate
- I want to …?
- Outcome?
- Internal clock
- Internal clock
- The main reason so many companies fail to improve customer journeys is that understanding what customers value is not an easy task. Identifying what drives customer satisfaction and translating it into operational performance improvements requires IIII things:
- The user experience is the experience that a user (or customer) has when they interact with that product, service or tool. is product (or service) specific. User experience must always be seen in the bigger context of customer experience or it’s entirely possible that our work will be wasted even when that work is brilliant.
- The user experience is the experience that a user (or customer) has when they interact with that product, service or tool. is product (or service) specific. User experience must always be seen in the bigger context of customer experience or it’s entirely possible that our work will be wasted even when that work is brilliant.
- No referral to your company, your touchpoints A recent McKinsey survey,1for example, indicates customer satisfaction with health insurance is 73 percent more likely when journeys work well than when only touchpoints do. It means paying attention to the complete, end-to-end experience customers have with a company from their perspective. Too many companies focus on individual interaction touchpoints devoted to billing, onboarding, service calls, and the like. In contrast, a customer journey spans a progression of touchpoints, has a clearly defined beginning and end define by something one wants to get done.
- The main reason so many companies fail to improve customer journeys is that understanding what customers value is not an easy task. Identifying what drives customer satisfaction and translating it into operational performance improvements requires IIII things: