Multi Channel Customer Experience - Challenges Practices Future

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Multi-channel Customer ExperienceChallenges, Practices & Future

Jeremy Cox

[email protected]

Directors Club March 6th 2013

mailto:[email protected]


THE CHALLENGES


Are you adapting as fast as the world around you?


Technology and business model innovations drive customer expectations and behaviors

• Low cost Internet travel pioneer UK/Europe

…and more to come


……and customers have more communications channels increasing complexity of the challenge

Source: Ovum research

25% of consumers use 1 or 2 channels

52% of consumers use 3 or 4 channels

22% of consumers use

5 or more channels


Consumer success in resolving issues on the first attempt by channel

Source: Ovum


Customers’ ability to use voice, mobile apps, SMS, email, web self-service, web chat, video and social media through a single device is forcing enterprises to rethink their customer service strategies

Source: Ovum


A superior customer experience is now one of the top 3 CEO priorities *


BETTER PRACTICES


CRM can help when applied strategically ……………….

Source: Adapted from Adrian Payne & Pennie Frow. Strategic Customer Management: Integrating CRM & Relationship Marketing , Cambridge Press, forthcoming 2013

Value Creation process:

Multi-Channel Integration process: (impact CX)

Performance Assessment process:

Cu

sto

me

r se

gm

en

t lif

etim

e v

alu

e a

na

lysi

s Sales Force

Outlets

Direct Marketing

Call Centres Telephony

Electronic / Mobile Commerce

Social Media

Data Repository (the corporate memory)

IT SystemsAnalysis

ToolsFront Office Applications

Back Office Applications

Customer Strategy

• Customer Choice & Characteristics

• Industry & competitive characteristics

• Segment Granularity

Value Customer Receives

• Value Proposition

• Value Assessment

Value Organisation Receives

• Acquisition Economics

• Retention Economics

Inte

gra

ted

Ch

ann

el M

anag

emen

t Shareholder Results• Employee Value

• Customer Value

• Cost Reduction

Performance Monitoring

• Standards

• Satisfaction

• Results & KPIs

Information Management Process:

Strategy development process:

Business Strategy

• Business Vision

• Industry & Competitive Characteristics

Co-Creation

Vir

tual

P

hys

ical


Map and understand customer journeys and channel preferences

Source: Ovum – high level generic consumer example

Some best practices

1. Integrate all channels

2. Prioritise first contact resolution & empower

3. Develop a response strategy for social & guidelines

4. Be proactive re issues

5. Create & enable collaborative teams – marketing & support

6. Create Smart, Connected, Interactions

7. Close-loop real-time VOC feedback

8. Provide effective self-service - web/mobile

9. Predictive analytics

10. Find the authentic wow factor


Seamless continuity of experience across channels marks out the leaders

Source: Ovum SCI Maturity Model

Smart, Connected Interactions (SCI)


Offering pro-active chat reduces abandonment & secures new business

ROI: Captured 40% of the previously abandoned traffic with Chat Spaces & increased sales

rate via chat channel by 35%


THE FUTURE


The future of an organization is assured only if it can maintain its relevance to its customers

existingcustomers

existing prospects

new and existingcustomers

Time

LifetimeValue

Future cash-flows

retain - attract - develop

IncreasingShareholderreturns


Deg

ree

of

tran

sfo

rmat

ion

req

uir

ed

Enterprise widecollaboration

Departmental focus

Substantialcollaboration

Low Ability to innovate High

Industrial Age

Command & ControlSlow to reactSilos common

Inline for extinction

EfficiencyPredictability

CEM Transition stage

Main focus the customerexperience & productivityimprovements

Innovation not often apriority

Experiencedifferentiated

Survivors

Customer-adaptiveenterprise

Customer context sensitiveTriggering adaptation andinnovationIntegrated,connected yetflexible

Main focus is value creation& delivery

Value Masters

Continuous ValuePersistent Relevance

To be persistently relevant an enterprise needs to work in concert – it’s an enterprise-wide venture


ContinuousValue

Knowing Sooner Adapting &Innovating Faster

Delivering a Superior Customer Experience

(CEM addresses this)

The essence of the customer-adaptive enterprise is a relentless focus on continuous value delivery

Recommendations:

Do not rely on CEM alone for differentiation


The customer-adaptive enterprise is persistently relevant to its customers creating a sustainable advantage

Management & People


People first technology second

"There are 22 million disengaged employees that

cost the American economy up to $350 billion per year in lost

productivity, including absence, illness and other problems that

result when workers are unhappy at work."

However most importantly, disengaged employees cause

customers to do business elsewhere.

Source: Gallop


Leaders will orchestrate value through a portfolio of connected platforms & applications

Web & Mobile Self Service

Ecommerce

Customer Feedback

Digital Marketing

In store

Kiosk

Content Mgt

Field sales & service

Community hosting

Predictive Analytics

Knowledge Mgt

Workforce

Optimisation

ERP

Financials

SCM

Logistics

Procurement

Operational BI

Enterprise Social Networking

Compliance & Security

CRM

Innovation Mgt

Communities

CEM

Example only

Customers

Project Mgt

Par

tner

s


Delivering a seamless service to customers through their channel of choice is a major step forward

Web & Mobile Self Service

Ecommerce

Customer Feedback

Digital Marketing

In store

Kiosk

Content Mgt

Field sales & service

Community hosting

Predictive Analytics

Knowledge Mgt

Workforce

Optimisation

ERP

Financials

SCM

Logistics

Procurement

Operational BI

Enterprise Social Networking

Compliance & Security

CRM

Innovation Mgt

Communities

CEM

Example only

Customers

Project Mgt

Par

tner

s


Key messages

Make haste with developing a superior customer experience

Address the need to innovate continuously

Put the wow factor into the experience – it’s emotional

And new products, services and business models

Create a work environment where people matter and are engaged

Get joined up!


"There are only two sources of competitive advantage: the ability to learn more about our customers faster than the competition, and the ability to turn that learning into action fast.”

Jack Welch former CEO of GE

“On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy... your main constituencies are your employees, your customers and your products.’’


‘There will not be sustainable economic value creation if there is no personal development and human value creation at the same time.’

Sir Richard Branson


Thank you for listening

[email protected]

mailto:[email protected]