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Developing seamless consumer experiences across multichannel platforms
Tom Voirol, global head of user engagement, discusses best practices for seamless consumer experiences across channels. He outlines that experiences should be designed around the customer emotional journey. A strategy should focus on meeting basic expectations, providing performance payoffs, and generating excitement. Touchpoints must be examined and the experience designed to be simple, mobile-first, and allow for multi-screen journeys. Continuous testing and improvement is key through agile and iterative processes to evolve with changing customer and market needs. Proper measurement, leadership buy-in, and focus on execution are also required for success.
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Developing seamless consumer experiences across multichannel platforms
- 1. Seamless Consumer Experiences TomVoirol, Global head of user engagement Best Practices in Consumer Engagement, 13 January 2015
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- 8. 90% of mediainteractions are screen- based Introduction Source: The New Multi-screen World Study, Google 2014
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- 10. The sum ofall experiences a customer has with a supplier of goods and/or services, over the duration of their relationship with that supplier Customer Experience? Introduction
- 11. Sum of allexperiences Introduction ⇨ By definition multi-channel
- 12. Experiences are aboutpeople Introduction
- 13. Experiences are aboutemotions Introduction
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- 15. Social media =biggest soap box ever Introduction
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- 17. Strategy Hygiene, performance anddelight The multi-screen world CRM integration is key
- 18. Hygiene, performance anddelight Strategy
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- 27. Nokia = greatdesign style
- 28. Innocent juice =humour
- 29. Mint 404 page= quirk
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- 33. Clock radio inroom
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- 35. Of course she’sa blogger
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- 38. Emotional lows arethe best opportunity to delight the customer Strategy
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- 43. Delight your employees Source:Thorleif Hallund, Director of Customer Experience, Telenor DK
- 44. Hygiene, performance anddelight Basic expectations = hygiene factors. Perform poorly on these and you suffer. Performance payoffs = standard factors. The more you do, the more customers appreciate it. Excitement generators = wow factors. This is what will make you memorable. Over time, all factors deteriorate as they become commonplace. You have to keep raising the bar. Delighted (and empowered) staff will delight customers. Strategy
- 45. The multi-screen world Smartphone,Computer, Tablet, TV Simultaneous usage • Multi-tasking - unrelated activity • Complementary usage - related activity Sequential usage Strategy
- 46. Context drives devicechoice Strategy Source: The New Multi-screen World Study, Google 2014
- 47. Sequential screening mostlywithin a day Strategy Source: The New Multi-screen World Study, Google 2014
- 48. Smartphones #1 startingplace Strategy Source: The New Multi-screen World Study, Google 2014
- 49. PCs starting placefor complex activities Strategy Source: The New Multi-screen World Study, Google 2014
- 50. Tablets for shoppingand trip planning Strategy Source: The New Multi-screen World Study, Google 2014
- 51. We switch screenswhile shopping Strategy Source: The New Multi-screen World Study, Google 2014
- 52. Multi-device path topurchase Strategy Source: The New Multi-screen World Study, Google 2014
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- 54. CRM integration iskey Multi-channel contact centre CRM at the core of all customer relations Social CRM Strategy
- 55. Multi-channel Contact Centre Morethan half of call centres use six channels or more Provide agents with the training and tools needed to successfully use each channel Automated customer contact distribution (on all channels, not just voice) Break down data silos between channels Contact centre analytics using business intelligence tools, e.g. channel effectiveness Employ text (and speech) analytics Strategy Source: Aberdeen Group Analyst Insight, November 2012
- 56. Text and speechanalytics Determine root cause of repeat contacts and poor first contact resolution, even when contacts cross channels • Call center voice and notes • Customer email and chat • Social media • Survey comments Strategy
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- 58. Are they takingtheir own advice? Strategy
- 59. CRM at thecore of all customer relations Strategy
- 60. Social CRM Strategy Source: DigitalBuzz Blog, April 2011
- 61. Social CRM …is astrategy …is a back-end process and system for managing customer relationships …is a toolkit …is more influential Strategy
- 62. Social CRM asa strategy Strategy
- 63. Social CRM asa strategy Strategy Source: Conversity, August 2012
- 64. Social CRM asa process Strategy Source: Digital Buzz Blog, April 2011
- 65. Social CRM asa toolkit Strategy
- 66. Why social CRMis more influential Strategy Source: Digital Buzz Blog, April 2011 When deciding to engage on social media, users look for…
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- 68. How to developbetter CX 1 Research your customers 2 Examine touchpoints 3 Design the improved experience 4 Prototype, test, repeat Development
- 69. 1 Research yourcustomers Development
- 70. You could askconsumers what they want
- 71. Image credits: JoeShlabotnik (Flickr)
- 74. Image credits: JeffGothelf
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- 76. Yes we doask people, but we don’t ask them what they want, we find out what their emotional journey is Image credits: GfK Group
- 77. We observe them Imagecredits: OakleyOriginals (Flickr)
- 78. We listen tosocial media conversations
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- 80. Behavioural data isalways preferable to attitudinal data
- 81. Eat your owndog food
- 82. Anonymous / mysteryshopping
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- 85. Construct the emotionaljourney
- 86. Use insights forstoryboarding
- 87. 3 Design theimproved experience Use channels appropriately Understand context Simple is best Mobile first / mobile responsive Designing for multi-screen journeys Stop finding excuses Development
- 88. Use channels appropriately Website:Go in-depth, transact, convert Mobile site: Validate, qualify, show to others Mobile app: Interact, transact, consummate the relationship Email: Topical, relevant, timely updates. Used for forwarding Social media: Conversation, dialogue, never push messaging Contact-centre: Situation-specific help and advice In-person: Explanation, help with complex situations, high-security- requirement transactions Never send people off to another channel from the one they chose! Development
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- 99. Contact form with 11fields
- 100. Contact form with4 fields
- 101. +150% conversion rate 0 50 100 150 200 250 300 Originalform Reduced form Development
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- 104. The $12m formfield Name* Company Address* City* Country* Card number* Name on card* John Doe Citibank Singapore 8 Marina View Tower 1 Singapore
- 105. The $12m formfield - article
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- 108. Designing for multi-screenjourneys Enable customers to save their progress between devices Provide a signed-in experience …but don’t require sign-in Remember them • Saved shopping cart • Allow them to email their progress to themselves • If you must time out, retrieve the work they’ve already done • Not another &!%#* password! Development
- 110. Stop finding excuses Customer“convenience” Our convenience Security Technology Laziness Development
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- 113. Security If you arenot a bank, don’t act like one. What is the worst that can happen? A number of banks have simplified their mobile login process by allowing customers to select a lower payment amount limit in return for lower security requirements (source: Mapa Research April 2014) Development
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- 118. Stop thinking likeyou. Think like a customer. In summary… Development
- 119. 4 Prototype, test,repeat Development
- 123. Image credits: HyperXP.com(Flickr)
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- 132. Image credits: matteopenzo(Flickr)
- 133. Image credits: eekim(Flickr)
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- 135. A/B testing: Refinethe experience
- 136. The improvement cycle Understand people Designto their needs Test and refine
- 137. It doesn’t haveto be expensive
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- 139. Execution Measure, track, improve Leadership Agileiterative discovery
- 140. Measure, track, improve BaseKPIs on organisational objectives and choose metrics to fit Define conversions, track across all channels Don’t measure whatever Google Analytics gives you out of the box Close the feedback loop, base decisions on metrics Execution
- 141. Leadership Customer experience mustbe championed from the top Consider a Head of Customer Experience role Give that person wide-ranging authority to make changes • to products • to services • to channel partnerships • to owned, earned and paid media • to internal processes and roles Execution
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- 149. The old modelis dead Execution
- 150. Agile, iterative discovery Execution Sprint1 Sprint 2 Sprint 3 Review, research, plan Review, research, plan Review, research, plan
- 151. Get in touch… TomVoirol Global Head of User Engagement tom@readingroom.com Global digital communications consultancy 270 staff, 65 in Singapore UK, Singapore, Australia, Thailand, China Digital strategy, business transformation consulting, website and mobile design and build
- 152. Further reading • Googlemulti-screen study http://rroom.me/googlemultiscreenstudy • Conversocial http://rroom.me/conversocial • Digivizer http://rroom.me/digivizer • Why the marketing funnel is all wrong (McKinsey) http://rroom.me/marketingfunneliswrong • Retail multichannel research (Accenture) http://rroom.me/accentureretailresearch • Seamless retail (Accenture) http://rroom.me/accentureseamlessretail • Multi-channel contact centre (Oracle, Aberdeen Group) http://rroom.me/multichannelcontactcentre • Multi-channel contact centre self assessment (Aberdeen Group) http://rroom.me/mccctool • Winning the Key Strategic Banking Battles: Cross Channel Experiences (Mapa Research)http://rroom.me/crosschannelbankin g
Editor's Notes
- #6 Multichannel customer experience
- #10 Website, Mobile site, Mobile app, EDM, Social media, Contact centre In-person (in-branch, on-site, in-store, at venue, at doctor, on-board, at exhibition…)
- #33 Dr Noriaki Kano
- #42 Great design
- #43 Humour
- #44 Quirk
- #61 Zaz Lamarr
- #99 ACROSS CHANNELS
- #100 Listen to them
- #101 We could ask people “what do you want from the website”?
- #102 As Henry Ford, creator of the Model T, which popularised cars and made them available to almost everyone, famously said:
- #103 “If I had asked people what they wanted, they would have asked for a faster horse”
- #104 What he meant to say is that people’s imaginations are bound by what they already know, Their current situation and environment shape their expectation.
- #105 Alternatively, they might not ask for a faster horse, but let their imaginations go crazy and ask for the equivalent of a unicorn.
- #106 Or they may simply not know what they want. It becomes apparent that asking people for a solution is not a good idea.
- #111 Behavioural data is always preferable to attitudinal data.
- #112 Be your own customer
- #113 Go mystery shopping. Reading Room directors applied for jobs using fake identities and cvs to test our recruitment procedures.
- #114 Personas, including coming from your content management system
- #117 Develop scenarios and storyboards for how people live, work, and interact.
- #120 Sometimes innovation means taking a step back
- #130 Contact form with 11 fields
- #131 4 fields
- #140 Sometimes innovation means challenging orthodoxy
- #143 Ask as little and as late as you can afford to
- #152 As will your second
- #153 And the one after that