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© Copyright Ovum. All rights reserved. Ovum is a subsidiary of Informa plc.1
What is the role of the CMO in delivering CX?
Presenter: Gerry Brown, Senior Analyst, Connected Customer & Marketing Technology, Ovum
Gerry.brown@ovum.com
October 8, 2013
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Key agenda items
1.• CX, business models and
responsibilities
2.• CMO strategies and action
items
3.• Measurement and Critical
Success Factors
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A customer’s view of CX . . .
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The ‘Whole Product’ Concept
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CX: complete the customer journey AND new innovation
+
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A wider definition of CX
“The orchestration and integration of all touch-points and activities performed
for the customer”What CEM advocates believe:
Customer acquisition is expensive, and profitability comes from longer term Life Time Value (LTV)
Delight the customer with product and service experiences beyond their expectations and be rewarded with customer retention, loyalty and advocacy
A satisfied customer is the most profitable customer. High value customer churn must be avoided at all costs
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Dixon’s ‘Customer Plan’
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A traditional sequential business model
Marketing Sales Service
TargetingCampaigns
Lead Generation
ProposalsClosing
Contracts
InstallMaintenance & Repair
Guarantees
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A modern ‘fluid’ business modelB
randMarketin
g
ServiceSales
Content & Communications
CRM & Compliance Care & Continuity
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Q. So who should ultimately be responsible for CX?
The CMO?
The CSO / CRO?Director of Service?
General Manager / COO?
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A. They are all stakeholders – led by the CEO
. . . but the CMO has a special leadership role as the brand custodian and aims “to build the brand through positive customer experiences”
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‘Living the Brand’ CX challenges for the CMO
• 69% of firms: don’t empower employees to build and protect the brand
• 75%: employees don’t act in ways that embody the brand promise
• 78%: employees don’t deliver the required branded customer experience
• 66%: no customer measures of success
• 81%: no strong belief in link of brand experience to business value
CIM 2012 Branded Customer Experience Benchmark
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What does the CMOs universe look like?
Campaigns
Staff & Agencies
ChannelsSocial
Web Site
RO
I
Sales enablement
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Who does CX well?
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So what do CX Champions do differently?
1. Recruit and train to deliver the brand promise
2. Differentiate through service and personalisation
3. Promote from within and reward staff well
4. Innovate as a result of listening
5. Under-promise and over-deliver
6. Data-driven – measure everything
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ING on Customer Intelligence
Kim Verhaaf, Director, Customer Intelligence, ING
“Our goal is to detect life events of our customers and influence their buying
cycle with relevant products and services. First we have to build a relationship of trust, which enables us to offer better
service to that customer”
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First impressions – seconds count
5 seconds: 30% leave website37% won't return
27% go to competitor
10 seconds:Communicate your value
proposition or lose customer
30 seconds:More likely to stay 2+ minutes
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Be clear on what you want to measure – and how?
3. Advocate
2. Loyalty4. Retention
1. Like
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Most important attributes for delivering CX
Foviance (2012)
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The take-aways
Remember CX involves the customer journey AND a ‘whole product’ experience
CX requires a more flexible and fluid business model
The CEO is responsible for CX – but the CMO is a key stakeholder
Retailers, FMCG and Service companies have to consider CX
Pro-activity and speed of response are key
Measurement has challenges for the ‘soft science’ of CX
Your CEO and the Board need to be ‘sold’ . . .
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Q & A?
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