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K E E P I N G C U S TO M E RS E N G A G E D
TO DAY A N D TO M O R ROW
THE COMMUNICATIONS REVOLUTION
Paul Greenberg
Managing Principal
The 56 Group, LLC
DIGITAL TRANSFORMATION
AN ERA OF
BEGINS
Impacts all institutions.
Business among them.
DIGITAL
COMMUNICATIONS
REVOLUTION
INFORMATION
IS TRANSFORMED
How we create, distribute, consume
information has been irrevocably
changed
Favorite
THE
DIGITAL CUSTOMER
WHO IS THE
DIGITAL CUSTOMER?
Savvy using digital channels &
apps on multiple devices
Trust is different.
Controlsthe conversation
Communicates with peers
(“person like me”)
Communicatesanytime,
anywhere
Omnichannel Mobile. Local.
Expectsimmediate
response. Or nearly so.
Expectsinformation available
instantly when searching
Wants to deal with
humanized company
Self-interested when it
comes to their interactions
82% find peers most trusted source
[Edelman 2014 Trust Barometer]
THE DIGITAL CUSTOMER
HAS A PROBLEM –
WITH YOUR BUSINESS
81% of customers say it’s difficult to
communicate w/businesses.
34% of businesses think that they have
that problem.
94% of businesses think their
customers are satisfied w/their
communications.
96% of customers aren’t.
79% of customers say that fast
response times contribute to a
positive experience… yet 89% of
those customers say that businesses
don’t do it.
55% of customers say that
being able to communicate on
preferred channels contribute
to positive experience…only
27% of companies have an
omnichannel strategy in place.
51% of businesses said bad
communication led to
negative reviews... yet a good
communication experience
leads to a 50% lower likelihood
that a negative review will be
posted.
Source: Twilio/Lawless Research “Bridging the Communication
Divide: Consumer Communications Report 2017”
MULTICHANNEL
OMNICHANNEL
• 2002 – Consumer averaged two
touch-points when buying an item
• Only 7% regularly used more than
four.
• 2017 - Consumer averages almost
six touch-points
• Nearly 50% regularly use more
than four.
(Source: Marketing Week)
OMNICHANNEL
The Value
• Companies that orchestrated
multiple channels well were 2X
more successful at reducing
customer churn than those who
didn’t. (Aberdeen)
• Strong omnichannel = 9.5%
increase YOY in revenue; weak =
3.4% YOY (Aberdeen)
• Omnichannel shoppers 30%
higher CLV than 1 channel
(Google)
OMNICHANNEL
C U S T O M E R C O M M U N I C AT I O N S M A N A G E M E N T –
W H E R E I S I T ?
CCM MARKET – WHERE IS IT?
Mature, stable, reliable
technology and
systems
01
Billion dollar market
02
Aligned with changes –
transformed from print
to digital documents
and the delivery
channels associated
with that digital
transformation
03
“The CCM market's origins lie in the convergence of
document generation/composition and output
management technologies. Traditionally, organizations
used these applications to broadcast static, mainly print
output to customers…”
(Source: Gartner Group, CCM Magic Quadrant, 2017)
What was CCM…Then?
What is CCM…Now?
“…Today's CCM market embraces a more dynamic,
interactive model: CCM applications create personalized,
on-demand communications via multiple channels, often
based on the recipient's preferences rather than the
sender’s.”
(Source: Gartner Group, CCM Magic Quadrant, 2017)
CCM –
IN THE CONTEXT OF CUSTOMER INTERACTIONS
Independent but becoming part of a much larger customer engagement
matrix – both as a strategy and as a technology/system.CCM
is the creation, distribution and consumption of content in an
omnichannel environment.Context
is its ability to not only provide valuable content in a secure and private
environment but…Power
highly personalized responses to individual customer need.Provides
 So then…
 Mature independent industry
 In parallel with CRM and ecommerce,
equally as mature, becoming part of a
larger ecosystem around omnichannel
customer engagement.
CCM…In Sum…and Beyond
CUSTOMER
INTERACTIONS &
ENGAGEMENT
“Customer engagement is the ongoing
interactions between company and
customer; offered by the company, chosen
by the customer”
A NEW ERA FOR
CUSTOMERS
Moved from social to digital customer.
Beyond experimentation
in social media to fully integrated
omnichannel perspective.
Customer engagement
is in the primary reason that
companies are undertaking
digital initiatives (69%)
[McKinsey, 2014]
64% of companies are
beyond experimental stage
(integrated channels, multi-
channel, cross-channel)
[State of Social 2011,
eConsultancy]
60%
OF RESPONDENTS SAID CUSTOMER
ENGAGEMENT IS A TOP PRIORITY
84%
BELIEVED CUSTOMER ENGAGEMENT
WOULD OVERTAKE PRODUCTIVITY AS
THEIR COMPANY'S PRIMARY DRIVER OF
GROWTH.
In a survey of a large technology vendor’s customers…
CUSTOMER ENGAGEMENT
A MAJOR CONCERN
Source: Bluewolf Consulting
&
23%
PREMIUM FOR FULLY ENGAGED
CUSTOMERS IN SHARE OF WALLET,
PROFITABILITY, REVENUE, RELATIONSHIP
GROWTH
37%
MORE REVENUE/YEAR FOR RETAIL
BANKS’ FULLY ENGAGED CUSTOMERS
OVER DISENGAGED
240%
INCREASE IN PERFORMANCE-
RELATED BUSINESS OUTCOMES FOR
COS. THAT ENGAGE EMPLOYEES
AND CUSTOMERS
DISCOUNT FOR FULLY DISENGAGED
CUSTOMERS
-13%
BUT
[State of the American Consumer, 2014, Gallup Org]
CUSTOMER ENGAGEMENT IS NOT...
MARRIAGE ADVOCACY LOYALTY UNIDIRECTIONAL
CONSISTENTLY
THE SAME LEVEL
DETERMINED BY THE AMOUNT OF
TIME/EFFORT A CUSTOMER MAKES
X X X X
X X
WHAT IS
CUSTOMER ENGAGEMENT?
Proactive involvement.
[Peppers & Rogers]
(Online engagement) is an
estimate of the degree and
depth of visitor interaction on
the site against a clearly
defined set of goals.
[Eric Peterson]
WHAT IS
CUSTOMER ENGAGEMENT?
The ongoing interactions
between company and customer, offered by the
company, chosen by the customer.
Engagement levels vary
- Casual to intense.
- Infrequent to frequent.
- Changes moment to moment.
Customers choose
channels they engage in.
Customer Experience
& engagement are symbiotic
WHAT IS
CUSTOMER ENGAGEMENT?
Other factors impact interaction.
Company has enterprise value chain.
- Vendors/Suppliers
- Partners
- External agencies
- Employees
- Customers
Customers have personal value chain that impacts interactions.
- Customer analytics important.
- More important, making sure that things work right.
But remember engagement isn’t only
determined by immediate interaction.
ERA OF
CUSTOMER ENGAGEMENT
Customer has products, services, tools and consumable
experiences to sculpt the kind of experience and the level of
engagement they want to have with companies.
THEY LOOK FOR HIGHLY PERSONALIZED INTERACTIONS.
They want to feel valued.
They want to know that you “know”
them w/o talking to someone
necessarily.
CUSTOMERS SELF-SELECTS
I think
Radiohead sucks!
BAD CUSTOMER
ENGAGEMENT
Bad use of gamification by GetGlue.
COMPANY SIDETHE
OF THE ENGAGEMENT
STORY
COMPANY
CONCERNS
EXPERIENCE EXPECTATIONS COSTS
PRIORITIES KNOWLEDGE
Making UI/UX seamless,
thinking omnichannel or
channeless or device.
How to optimize offerings to
meet the needs of a
commonwealth of self-
interest w/budget limits.
Recognizing the customer will
be expecting the best results
s/he had in all channels.
What is it that we need to know
about the customer (or groups) that
helps us make those decisions?
. Transactional
. Unstructured
Knowing costs of trying
to provide all that a customer
wants is incredibly high. So
being willing to not provide
everything.
EXPECTATIONS
Plan on how to meet
customer expectations,
if reasonable. Make it good
enough – not delightful all the
time. “Keeping the ordinary,
ordinary.”
KNOWING THE CUSTOMERS
Get feedback from customers,
know their journeys, customer
advisory boards
RELATIONSHIP
Treat customer as a partner,
not a client. Involve customer
as extension of company
RESOURCES
Allow customers
to sculpt their
relationship with
you. Become co-
creators, data
source, etc.
VALUE
Recognize customers
and your idea of value
are not the same.
CULTURE
Build a culture based on
empathy, trust, believability,
and respect. It pays.
COMPANY
PREPARATION
OMNICHANNEL
Build the multiple channels
that people communicate
with, not based on a guess of
which one works
BUSINESS OPERATIONS
Customer success
management, organized end-
to-end processes, systems
CULTURE
Build a culture based on
empathy, trust, believability,
and respect. It pays.
STRATEGY/PROGRAMS
CONTENT
Focus on personalized content
creation, delivery, link to
content marketing,
collaboration, mobile
interaction
COMPANY
EXECUTION
Design strategy &
programs around what
you know customers are
looking for, not what you
think they might be.
SYSTEMS OF
RECORD
Record transactions Automate
operational processes
Capture data Analyze data Scale
appropriately
SYSTEMS OF
ENGAGEMENT
Integrate with systems of
record.
Systems that encourage
customer involvement
with company at level that
customer chooses.
Interactions Community
Collaboration Rich Media
Usability Immediacy
Open Access Insight & Analysis
IN SUMMARY
COMMUNICATIONS REVOLUTION
The communications revolution has
transformed business.
ENGAGEMENT AT THE READY
Customer engagement is at the
center of customer facing programs
and strategies.
DIGITAL CUSTOMER
We have a different kind of customer - a
digital customer - but s/he is still a
customer.
EXPERIENCE AND PARTNERS
Our customers should be subjects of an
experience and partners, rather than objects of
a sale and clients.
IN SUMMARY
OMNICHANNEL STRATEGY
In order to acquire and retain
customers, we need to have a
omnichannel strategy - with selected
channels.
GOLDEN RULE
The key is to provide the products, services,
tools and consumable experiences that the
customer needs to sculpt their own
relationship with you.
SYSTEMS OF ENGAGEMENT
To do so, since we have transformed how
we communicate, we need to enhance our
current systems of record with systems of
engagement.
IN SUMMARY
ENSURE YOU HAVE OPTIONS
Choose CCM solutions that allow you to
leverage your infrastructure’s ecosystem
Blog
the56group.typepad.com
Social CRM: The Conversation
blogs.zdnet.com/crm
Email
paul-greenberg3@the56
group.com
Twitter
twitter.com/pgreenbe
Facebook
facebook.com/pgreenbe
Mobile
703-338-0232PAUL GREENBERG
Author
CRM at the Speed of Light
(4th Edition)
Managing Principal
The 56 Group, LLC
Global Advisory Committee
Sports Entertainment Alliance
in Technology (SEAT)
Advisory Board
University of Texas
System Transformation Project
Author (Upcoming)
The Commonwealth of
Self-Interest: Customer
Engagement, Business
Benefit (Harvard Business
Press, 2018)
Keeping Customers Engaged Today and Tomorrow: The Communications Revolution

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Keeping Customers Engaged Today and Tomorrow: The Communications Revolution

  • 1. K E E P I N G C U S TO M E RS E N G A G E D TO DAY A N D TO M O R ROW THE COMMUNICATIONS REVOLUTION Paul Greenberg Managing Principal The 56 Group, LLC
  • 3. Impacts all institutions. Business among them. DIGITAL COMMUNICATIONS REVOLUTION
  • 4. INFORMATION IS TRANSFORMED How we create, distribute, consume information has been irrevocably changed Favorite
  • 6. WHO IS THE DIGITAL CUSTOMER? Savvy using digital channels & apps on multiple devices Trust is different. Controlsthe conversation Communicates with peers (“person like me”) Communicatesanytime, anywhere Omnichannel Mobile. Local. Expectsimmediate response. Or nearly so. Expectsinformation available instantly when searching Wants to deal with humanized company Self-interested when it comes to their interactions 82% find peers most trusted source [Edelman 2014 Trust Barometer]
  • 7. THE DIGITAL CUSTOMER HAS A PROBLEM – WITH YOUR BUSINESS 81% of customers say it’s difficult to communicate w/businesses. 34% of businesses think that they have that problem. 94% of businesses think their customers are satisfied w/their communications. 96% of customers aren’t. 79% of customers say that fast response times contribute to a positive experience… yet 89% of those customers say that businesses don’t do it. 55% of customers say that being able to communicate on preferred channels contribute to positive experience…only 27% of companies have an omnichannel strategy in place. 51% of businesses said bad communication led to negative reviews... yet a good communication experience leads to a 50% lower likelihood that a negative review will be posted. Source: Twilio/Lawless Research “Bridging the Communication Divide: Consumer Communications Report 2017”
  • 9. OMNICHANNEL • 2002 – Consumer averaged two touch-points when buying an item • Only 7% regularly used more than four. • 2017 - Consumer averages almost six touch-points • Nearly 50% regularly use more than four. (Source: Marketing Week)
  • 11. The Value • Companies that orchestrated multiple channels well were 2X more successful at reducing customer churn than those who didn’t. (Aberdeen) • Strong omnichannel = 9.5% increase YOY in revenue; weak = 3.4% YOY (Aberdeen) • Omnichannel shoppers 30% higher CLV than 1 channel (Google) OMNICHANNEL
  • 12. C U S T O M E R C O M M U N I C AT I O N S M A N A G E M E N T – W H E R E I S I T ?
  • 13. CCM MARKET – WHERE IS IT? Mature, stable, reliable technology and systems 01 Billion dollar market 02 Aligned with changes – transformed from print to digital documents and the delivery channels associated with that digital transformation 03
  • 14. “The CCM market's origins lie in the convergence of document generation/composition and output management technologies. Traditionally, organizations used these applications to broadcast static, mainly print output to customers…” (Source: Gartner Group, CCM Magic Quadrant, 2017) What was CCM…Then?
  • 15. What is CCM…Now? “…Today's CCM market embraces a more dynamic, interactive model: CCM applications create personalized, on-demand communications via multiple channels, often based on the recipient's preferences rather than the sender’s.” (Source: Gartner Group, CCM Magic Quadrant, 2017)
  • 16. CCM – IN THE CONTEXT OF CUSTOMER INTERACTIONS Independent but becoming part of a much larger customer engagement matrix – both as a strategy and as a technology/system.CCM is the creation, distribution and consumption of content in an omnichannel environment.Context is its ability to not only provide valuable content in a secure and private environment but…Power highly personalized responses to individual customer need.Provides
  • 17.  So then…  Mature independent industry  In parallel with CRM and ecommerce, equally as mature, becoming part of a larger ecosystem around omnichannel customer engagement. CCM…In Sum…and Beyond
  • 19. “Customer engagement is the ongoing interactions between company and customer; offered by the company, chosen by the customer”
  • 20. A NEW ERA FOR CUSTOMERS Moved from social to digital customer. Beyond experimentation in social media to fully integrated omnichannel perspective. Customer engagement is in the primary reason that companies are undertaking digital initiatives (69%) [McKinsey, 2014] 64% of companies are beyond experimental stage (integrated channels, multi- channel, cross-channel) [State of Social 2011, eConsultancy]
  • 21. 60% OF RESPONDENTS SAID CUSTOMER ENGAGEMENT IS A TOP PRIORITY 84% BELIEVED CUSTOMER ENGAGEMENT WOULD OVERTAKE PRODUCTIVITY AS THEIR COMPANY'S PRIMARY DRIVER OF GROWTH. In a survey of a large technology vendor’s customers… CUSTOMER ENGAGEMENT A MAJOR CONCERN Source: Bluewolf Consulting &
  • 22. 23% PREMIUM FOR FULLY ENGAGED CUSTOMERS IN SHARE OF WALLET, PROFITABILITY, REVENUE, RELATIONSHIP GROWTH 37% MORE REVENUE/YEAR FOR RETAIL BANKS’ FULLY ENGAGED CUSTOMERS OVER DISENGAGED 240% INCREASE IN PERFORMANCE- RELATED BUSINESS OUTCOMES FOR COS. THAT ENGAGE EMPLOYEES AND CUSTOMERS DISCOUNT FOR FULLY DISENGAGED CUSTOMERS -13% BUT [State of the American Consumer, 2014, Gallup Org]
  • 23. CUSTOMER ENGAGEMENT IS NOT... MARRIAGE ADVOCACY LOYALTY UNIDIRECTIONAL CONSISTENTLY THE SAME LEVEL DETERMINED BY THE AMOUNT OF TIME/EFFORT A CUSTOMER MAKES X X X X X X
  • 24. WHAT IS CUSTOMER ENGAGEMENT? Proactive involvement. [Peppers & Rogers] (Online engagement) is an estimate of the degree and depth of visitor interaction on the site against a clearly defined set of goals. [Eric Peterson]
  • 25. WHAT IS CUSTOMER ENGAGEMENT? The ongoing interactions between company and customer, offered by the company, chosen by the customer. Engagement levels vary - Casual to intense. - Infrequent to frequent. - Changes moment to moment. Customers choose channels they engage in. Customer Experience & engagement are symbiotic
  • 26. WHAT IS CUSTOMER ENGAGEMENT? Other factors impact interaction. Company has enterprise value chain. - Vendors/Suppliers - Partners - External agencies - Employees - Customers Customers have personal value chain that impacts interactions. - Customer analytics important. - More important, making sure that things work right. But remember engagement isn’t only determined by immediate interaction.
  • 27. ERA OF CUSTOMER ENGAGEMENT Customer has products, services, tools and consumable experiences to sculpt the kind of experience and the level of engagement they want to have with companies. THEY LOOK FOR HIGHLY PERSONALIZED INTERACTIONS. They want to feel valued. They want to know that you “know” them w/o talking to someone necessarily. CUSTOMERS SELF-SELECTS
  • 28. I think Radiohead sucks! BAD CUSTOMER ENGAGEMENT Bad use of gamification by GetGlue.
  • 29. COMPANY SIDETHE OF THE ENGAGEMENT STORY
  • 30. COMPANY CONCERNS EXPERIENCE EXPECTATIONS COSTS PRIORITIES KNOWLEDGE Making UI/UX seamless, thinking omnichannel or channeless or device. How to optimize offerings to meet the needs of a commonwealth of self- interest w/budget limits. Recognizing the customer will be expecting the best results s/he had in all channels. What is it that we need to know about the customer (or groups) that helps us make those decisions? . Transactional . Unstructured Knowing costs of trying to provide all that a customer wants is incredibly high. So being willing to not provide everything.
  • 31. EXPECTATIONS Plan on how to meet customer expectations, if reasonable. Make it good enough – not delightful all the time. “Keeping the ordinary, ordinary.” KNOWING THE CUSTOMERS Get feedback from customers, know their journeys, customer advisory boards RELATIONSHIP Treat customer as a partner, not a client. Involve customer as extension of company RESOURCES Allow customers to sculpt their relationship with you. Become co- creators, data source, etc. VALUE Recognize customers and your idea of value are not the same. CULTURE Build a culture based on empathy, trust, believability, and respect. It pays. COMPANY PREPARATION
  • 32. OMNICHANNEL Build the multiple channels that people communicate with, not based on a guess of which one works BUSINESS OPERATIONS Customer success management, organized end- to-end processes, systems CULTURE Build a culture based on empathy, trust, believability, and respect. It pays. STRATEGY/PROGRAMS CONTENT Focus on personalized content creation, delivery, link to content marketing, collaboration, mobile interaction COMPANY EXECUTION Design strategy & programs around what you know customers are looking for, not what you think they might be.
  • 33. SYSTEMS OF RECORD Record transactions Automate operational processes Capture data Analyze data Scale appropriately
  • 34. SYSTEMS OF ENGAGEMENT Integrate with systems of record. Systems that encourage customer involvement with company at level that customer chooses. Interactions Community Collaboration Rich Media Usability Immediacy Open Access Insight & Analysis
  • 36. COMMUNICATIONS REVOLUTION The communications revolution has transformed business. ENGAGEMENT AT THE READY Customer engagement is at the center of customer facing programs and strategies. DIGITAL CUSTOMER We have a different kind of customer - a digital customer - but s/he is still a customer. EXPERIENCE AND PARTNERS Our customers should be subjects of an experience and partners, rather than objects of a sale and clients. IN SUMMARY
  • 37. OMNICHANNEL STRATEGY In order to acquire and retain customers, we need to have a omnichannel strategy - with selected channels. GOLDEN RULE The key is to provide the products, services, tools and consumable experiences that the customer needs to sculpt their own relationship with you. SYSTEMS OF ENGAGEMENT To do so, since we have transformed how we communicate, we need to enhance our current systems of record with systems of engagement. IN SUMMARY ENSURE YOU HAVE OPTIONS Choose CCM solutions that allow you to leverage your infrastructure’s ecosystem
  • 38. Blog the56group.typepad.com Social CRM: The Conversation blogs.zdnet.com/crm Email paul-greenberg3@the56 group.com Twitter twitter.com/pgreenbe Facebook facebook.com/pgreenbe Mobile 703-338-0232PAUL GREENBERG Author CRM at the Speed of Light (4th Edition) Managing Principal The 56 Group, LLC Global Advisory Committee Sports Entertainment Alliance in Technology (SEAT) Advisory Board University of Texas System Transformation Project Author (Upcoming) The Commonwealth of Self-Interest: Customer Engagement, Business Benefit (Harvard Business Press, 2018)