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The Customer Experience Disconnect

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Recent presentation given to the IGIBC (Guild for Intelligence-Based Commerce) on the what cX is, isn't and a few tools to do it...

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The Customer Experience Disconnect

  1. 1. Presented to: Incorporated Guild for Intelligence -Based Commerce D a t e : M o n d a y, D e c e m b e r 9 th, 2 0 1 3
  2. 2. purpose separates good, from great.
  3. 3. … what got you to where you are, may not be enough to get you to where you want to go… ~ Marshall Gladwell
  4. 4. because if things were working, we wouldn’t be here
  5. 5. w hy d o y o u g et y o u r ‘ f i x ’ t h e r e ?
  6. 6. … a good place to start…
  7. 7. a g o o d p l a c e to sta r t …      the industrial revolution kind of screwed us up… unique products or services are unicorns… we are incapable of explaining why… client, customer & consumer are not the same… emotions are basic: so get back to basics…
  8. 8. how did we get here?
  9. 9. t h e e v o l u t i o n o f e co n o m i c v a l u e : 1 0 1 Commodities Products Services Experience
  10. 10. … how we got here… “Any customer can have a car painted any color that he wants so long as it is black".”
  11. 11. i n d u st r i a l r ev o l u t i o n d i d a m a z i n g t h i n g s …
  12. 12. production ROI, etc. costs quality
  13. 13. you produce it, we will buy it. repeat.
  14. 14. n o e m o t i o n … problem is…
  15. 15. unique pX and sX…
  16. 16. h a v e y o u g o t a co m p e t i to r ?
  17. 17. a s fo r c h a n n e l ? unique? …not sustainably so…
  18. 18. d o n ’ t g et i t w r o n g : n e e d p X a n d s X does it do what it’s supposed to do? product can I access it when, and how I want? service does it connect to values, emotions, desires? life
  19. 19. so… we are at a crossroads…
  20. 20. w hy a s k w hy ?
  21. 21. w a nt s v e r s u s n e e d s .
  22. 22. fe a t u r e s v s . b e n e f i t s : a b a n k i n g exa m p l e . feature is…  mortgage  school  car @ 2.99, fixed term loan @ variable rate loan with PPI  credit card with loyalty points plan benefit is… a home.  to learn.  transport.  to buy the iPad 3.  small business loan with an LofC  to follow a dream.  RRSP with matched contributions  to retire.  to help my kids go to school.  to travel the world.  equities  loan & bonds via online portal via an e-application what we believe are experiences. what are really experiences.
  23. 23. t h e c u sto m e r d i d n ’ t k n o w t h e y w a nte d … I LOVE THIS THING!!!
  24. 24. stev e a c t u a l l y s a i d …
  25. 25. but how?
  26. 26. sta r t s w i t h r et h i n k i n g o u r t h i n k i n g .
  27. 27. “Asking people why they choose you over another may provide wonderful evidence of how they have rationalized the decisions, but it does not shed much light on the true motivation for the decision. It’s not that people don’t know, it’s that they have trouble explaining why they do what they do. Decision- making and the ability to explain those decisions exist in different parts of the brain.” ~ Simon Sinek, Start With Why.
  28. 28. k i n g sto n h o s p i ta l d i d i t …  little attention to patients views on running  4,000  employees, 400+ staff  horror stories…    patient & family centred care  former patients & family  directly engage with leadership  all major decisions 34% hand washing rate, now at 97% + about them… Waiting time visits:  believed uncomfortable waiting room  actual issue: waiting at all!  analysis needed on why so long?  poor time management systems  double bookings
  29. 29. just ‘cause (we aren't wired that way)
  30. 30. prefrontal lobe full- spectrum thinking anticipatory + pro-active neocortex communication creativity adaptability limbic system emotions long-term memory reptilian brain reactive fight vs. flight
  31. 31. a u t h e nt i c r e l a t i o n s h i p s , a r e l o y a l r e l a t i o n s h i p s .
  32. 32. d o n ’ t ta ke my w o r d fo r i t …
  33. 33. y o u ’r e d o i n g o k m o m .
  34. 34. t h a n ks m o m
  35. 35. w hy l i v e t h e g o o d l i fe ?
  36. 36. i t ’s n o t a b o u t a d o l l …
  37. 37. c a n ’ t fo r g e t sta r b u c ks …
  38. 38. … a n d fo r t h e l e f t - b r a i n e r s …
  39. 39. … t h e r e ’s a f i n a n c i a l b u s i n e s s c a s e to o …
  40. 40. p r o f i t & p u r p o s e a r e i nte r d e p e n d e nt . Based on 10 years of empirical research involving 50,000 brands, Millward Brown and Jim Stengel developed the list of the world’s 50 fastest growing brands which built the deepest relationships with customers and achieved the greatest financial growth from 2001-2011. The study, which forms the backbone of GROW: How Ideals Power Growth and Profit at the World’s Greatest Companies (Crown Business; December 27, 2011), establishes a cause and effect relationship between a brand’s ability to serve a higher purpose and its financial performance. Notably, investment in these companies – the Stengel 50 – over the past decade would have been 400% more profitable than an investment in the S&P 500.
  41. 41. the ROI…
  42. 42. t h e d i s co n n e c t b et w e e n p r o m i s e & d e l i v e r y % Of CIOs And CMOs Who Listed Each Concern Among Their Top Five Priorities 54% 51% 43% 44% 30% 24% Gaining Better Customer Insights Getting Smarter About Using Social Media And Digital Marketing Tech CIOs CMOs Increasing The Use of Social Media Monitoring And Response Tools Source: Accenture, The CIO-CMO Disconnect, 2013
  43. 43. m a r ket i n g d o e s n o t l e a d c r m ? ? ? % Of Respondents Who Affirmed Marketing Ownership Of Activity 76% 71% 73% Feb-11 Feb-12 Feb-13 56% 53% 53% 41% 41% 38% 22% Social Media Lead Generation CRM 24% 21% Customer Service Source: The CMO Survey, Highlights and Insights 2013
  44. 44. ( n o p e , n o t T H O S E 3 c ’s )
  45. 45. t h e n e w 3 c ’s consumer customer client
  46. 46. 3 c ’s … n o t h o s e o n e ’s Company Competitor Customer Customer Client Consumer
  47. 47. s e m a nt i c s    A customer is the entity you directly exchange goods & services with, for payment of some kind… while a consumer is the user of your goods & services and receive benefit from them and, a client is the entity with whom you develop a long term relationship, that is not always characterized by a purchase.
  48. 48. that is where emotion resides?
  49. 49. … sta r t s w i t h ( s u r p r i s e ) p e o p l e … … customer experience happens… … with the employee…
  50. 50. “If you want your employees to drive loyalty, you’ve got to give them the wheel…” (Bryan Pearson, CEO LoyaltyONE)
  51. 51. “If you create an environment where the people truly participate, you don’t need control. They know what needs to be done and they do it. And the more that people will devote themselves to your cause on a voluntary basis, a willing basis, the fewer hierarchies and control mechanisms you need.”
  52. 52. co m m a n d & co nt r o l : R I P Boss Assistant Subordinate Subordinate Subordinate release
  53. 53. j o h n ny, t h e b a g g e r
  54. 54. … a n d p r o c e s s a n d to o l s i m p o r ta nt to o …
  55. 55. ok. but how?
  56. 56. w h a t i s t h e b u s i n e s s m o d e l g e n e r a to r ?
  57. 57. t h e c a nv a s . y e a h . i t ’s . t h a t . s i m p l e . Who are your key vendors, suppliers, agen cies? What shouldn’t you be doing? What should you be? What's the critical path? Why should I (the customer) come to you? note: may have multiple customers, clients, cons umers. don’t try for unique. make it authentic. To be the best, what would need to be true? What must we have? What do we need? What can we live without? Volume or personalized? Margin or service? Transactional 0r repetitive? Segmented? Mass? Multi- brand? Geographic? Socioeconomical? Immediate return or long term value? Volume or personalized? Margin or service? Transactional 0r repetitive? What’s our income now? What’s the split? What do we want it to be? Which streams are going to dry up, and are we ready?
  58. 58. customers are humans. humans have senses. ergo…
  59. 59. mapping the brand
  60. 60. business design. Learn   Feedback Case studies   Design Metrics Document    Issue Audience Prioritize   Define metrics Establish glossary Research Implement     Conceptualize Define & plans Tasks Resources    Launch Monitor & control Close   Choose  Review issue & objective  Review issue Past attempts & learnings Ideate Select ideas   Needs & motivations of consumer Generate ideas with Prototype   Integrate & refine Draft (a lot)   Elicit feedback Present a selection  constraints Log    Identify stakeholders Engage consumers Thought leadership
  61. 61. so…
  62. 62. purpose separates good, from great.
  63. 63. a g o o d p l a c e to e n d …      the industrial revolution kind of screwed us up… unique products or services are unicorns… we are incapable of explaining why… client, customer & consumer are not the same… emotions are basic: so get back to basics…
  64. 64. p a r t i n g t h o u g ht s …
  65. 65. p a r t i n g t h o u g ht s …      changing the mindset is step one… get back to basics: would you care abut what you are doing? leverage the tools, but do not idolize them… they are only tools. put a stake in the ground and stick to it… but don’t flaunt it. be authentic (don’t say you are).
  66. 66. t h e v a l u e o f t h e c u sto m e r. “A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so.”
  67. 67. Presented to: Incorporated Guild for Intelligence -Based Commerce D a t e : M o n d a y, D e c e m b e r 9 th, 2 0 1 3

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