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Using Rapid Process Improvement to Transform the Digital Customer ExperienceAndrea Peyracchia Digital PartnerMcKinsey & Company
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Bringing it to life: Journey redesignThe recording and slides for todays presentation will be made available on cxweek.com along with other content and webinars from throughout the week
Join the conversation on Twitter by tweeting @Qualtricsusing #cxweekHousekeeping
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
2Total time is 2 hours. Total participants 13 from Chubb
MDL
Andrea PeyracchiaDigital Partner, McKinsey & CompanyAndrea Peyracchia has a long standing experience in digital experience design and marketing from Procter & Gamble and Hewlett-Packard. He is now a partner of McKinsey & Company and leads McKinsey Digital Labs in EMEA driving large scale digital transformations across multiple industries.
32015 QUALTRICS LLC.
Andrea Peyracchia has a long standing experience in digital experience design and marketing from Procter & Gamble and Hewlett-Packard. He is now a partner of McKinsey & Company and leads McKinsey Digital Labs in EMEA driving large scale digital transformations across multiple industries.
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Bringing it to life: Journey redesignWhy digital experienceDifferent ways to get startedOur agenda
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#4Total time is 2 hours. Total participants 13 from Chubb
MDL
Why digital experience1. CUSTOMERS2. TECHNOLOGY3. JOURNEYS
Customer behaviors are changing Technology and analytics proliferation Enterprises taking action to improve journeys
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
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1. Customer behaviors and expectations are changing75% of online customers expect help within 5minutesNow70% of app users prefer added functionality over look & feel of app Can I61% of customers are more likely to buy from companies delivering custom contentFor me75% of consumers have used comparison apps for consumer goodsSimple79% of consumers trust online reviews asmuch as personal recommendationsSocial60% of US consumers are concerned about privacy when transacting onlinePrivate
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#Amazon: One-click check outNike+: Combines your running intensity, music you listen to and maps to offer and integrated picture of a "run" that you can compare with othersNetflix: Accurate curation of video recommendationsApple: Always get your products in less than 3 clicksYelp: Yelps rating of thousands of restaurants, retail stores, etcFacebook: Facebook enables targeted marketing through private customers data
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3. Best-in-class companies optimize journeys vs touchpoints
Sales and onboarding
Change to account
Moving
Resolvinga problem
AgentCallcenterWebSupport
End-to-end journey satisfactionTouchpoint satisfaction90%85%85%90%60%
Customers experience companies by end-to-end experiences, not touchpoints Individual touchpoints may perform well when the overall experience is poor
I want to improve . . . journey
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#
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Digital experience drives significant value
20%-2x
Churn, upsell, acquisition10-15%
20-60%
20%-4x
Improve customer loyaltyFuel revenue growthSimplify how you do businessCustomer-centric cultureEmployee engagement, satisfactionCost to serveCustomer satisfaction
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#
Bringing it to life: Journey redesignWhy digital experienceDifferent ways to get startedOur agenda
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#9Total time is 2 hours. Total participants 13 from Chubb
MDL
Who we are
PhaseThe idea
Arrival in-storeSalesperson contactID & payment capturePhone and SIM handoverActiva-tionPost-sale
Phone and plan selectionMobile incumbent15M+ subscribers, mostly post-paid6000 retail storesDigitize the in-store sales journeyLeverage a consultative sales approach via tabletCapture cross-selling and upselling opportunitiesThe context
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
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Zero-based e2e redesign of the customer journeysProcess transformation"Minimal viable product" build IT solution front-to-back starting from the customer experienceDigitization principles (and IT impact)Weekly agile sprints incl. customer testing; working solution available in ~ 16 weeksTime to impactThe Rapid Process Digitization (RPD) is a holistic approach to align people, processes and systems ...People and governanceEnd-2-end work cell with cross-functional involvement sustain change by adapting management infrastructure and to completely digitize a customer journey in 3 - 4 months
2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Manual work-cell and tech buildAgile sprints on tech-powered work-cell
Scalework-cellDisband legacy operation
How to digitally transform a journey in 16 weeks
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
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2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Scale work-cellDisband legacy operation
Week 1Establish an end-to-end team from business (work cell), change, and technology that works in a "start-up" like environmentRapid digitization SWAT team
Business team
Designs and runs new processChange team
Supports implement-tation androlls out across business
Technology teamBuilds the technology
Week 1: Form start-up team environmentAgile sprints on tech-powered work-cellManual work-cell and tech build
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#
2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Scale work-cellDisband legacy operation
Weeks 2 - 3Map current processes, systems, and understand the performance and improvement potential
CashierOther (web channel)Call centerTechnicianSales representativeGeneral servicesCustomerMarketing platformDispatcher
AutomaticDispatching
Sales
Validation and order entry
Provisioning
First days experience
Billing
Provisioning
"When I am about to complete my registration they tell me they dont have the phone"
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Waiting time
Email notalways updated at PoS
Bill not clear
?Customer perception Examples
Issues Examples
"I have to wait long times and at 3 queues sometimes"
?Weeks 1-2: Map the existing journeyAgile sprints on tech-powered work-cellManual work-cell and tech build
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
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2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Scale work-cellDisband legacy operation
Week 4: Diagnose pain and signature experiencesWeeks 2 - 3Diagnostic should highlight the customer experience improvement opportunities in different customer journeysZero-based design with customer experience focus should lead to significant improvements in journeyAt homeAt the storeAfter salesPlan and phone selectionDiscoveryForm filling confirmationActivationFirst days of usageEngagementBill reception and paymentLong waiting timeMany queuesConfusing product offersNo full e-billing serviceMany hurdles along the registration processDoubts about package and services remainAggressive sales approach via calls, SMSApparently unsolvable problemsObscure expenses without explanationPhone availability is known upfrontPlans are simple and easyE-billing can be selected upfrontPreferred language is being capturedPhone activation in < 5 minutesSingle point of contact in the shopNo annoying sales approach during the first daysSimulated bills on advance eliminate surprisesThe problems experiencedThe pain-point fixesAgile sprints on tech-powered work-cellManual work-cell and tech build
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#
2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Scale work-cellDisband legacy operation
Weeks 4 - 9The team will develop a full zero-based and "minimal viable product" leveraging industry best-practices and templates client example of minimal viable process design and iPad customer journey
Weeks 5-9: Identify radical transformation leversAgile sprints on tech-powered work-cellManual work-cell and tech build
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#
2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Scale work-cellDisband legacy operation
Weeks 4 - 9"Minimum viable product" requires prioritizing the digitization levers focusing in the ones that can deliver more value with the lower effort
ImpactFeasibilityMain levers34266195232102715181417257820111211628242122139619264353426619599Intuitive tablet based catalogue to simplify product selectionAutomatically populate information from MyKad1-click payment with payment details saved at storeDigitize signature and have fully digital contractSend default MOA user name/password in the welcome emailAllow selection of eBilling during sales processProvide with real time inventory status at the start of the processWeeks 4-9: MVP to focus on priority levers firstAgile sprints on tech-powered work-cellManual work-cell and tech build
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#
2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Manual work-cell and tech buildAgile sprints on tech-powered work-cellScale work-cellDisband legacy operationWeeks 4 - 9The team develops a prototype of the front-end and customer experience in an iterative way with customer input
Interface designs should be defined for key journey elements
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#
2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Manual work-cell and tech buildAgile sprints on tech-powered work-cell
Scale work-cellDisband legacy operation
Weeks 4 - 9Customers preferences are scouted leveraging A/B testingJourney implementation proceeds incrementally
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
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Weeks 10 - 16 minimizing integration effort with careful city planning
BSSApplication logic layerDatabase layer
New system
InterfacePresentation layerNew tablet solutioneCommerceInventorymanagementCRMPostpaid billingPrepaid billingBusiness logic serverEnterpriseserviceBusCredit check
MS SQL serverKnowledge portal
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Rating agency456231SIM activationOffers and productsOffer catalogueProduct catalogueUpsell and cross-sell campaignsCartin parallel with back-end integration
2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Manual work-cell and tech buildAgile sprints on tech-powered work-cell
Scale work-cellDisband legacy operation
3456
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#
After the first success story, the journeys' transformation can be scaled via a
Digitization factoryCover 20 - 30 journeys in 1 - 2 yearsReduce 50% of costs per processImprove customer experience significantly Increase in revenues and market shareCreate leading operational processesBuild the UI capability to de-risk processEnd to end teams and accountable executive aligned by processTeams comprised ofRapid digitization full time resources (digital/UI, IT, change management)Operations and business teams seconded resources
Team (Digital factory)
Total number of journeys transformed1361015202530WavePilot2345678Year 1Year 2New journey goes live its time to scale up
2 weeks4 weeks8 - 10 weeksTeam setupDiagnostic and zero-based design
Manual work-cell and tech buildAgile sprints on tech-powered work-cell
Scale work-cellDisband legacy operation
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#
Real digital output and impact
FromToImpactCost reductionIndexedCustomer satisfactionIndexedTime to on-board in storeMinutes50+ pricing plans4 agents to interface with2 forms to manually fill-up and 35% of the process steps automatedPhoto static copy of the ID9 plans+ 12 add-onsSingle agent handles entire process80% of the process steps automatedPersonal data loaded from electronic ID and digital signature
100-30%70
100120+20%
15-63%40
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#21
Bringing it to life: Journey redesignWhy digital experienceDifferent ways to get startedOur agenda
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
TRACKERUnit of measure1 FootnoteSOURCE: SourceChart titleUnit of measure#22Total time is 2 hours. Total participants 13 from Chubb
MDL
6 hallmarks of CX leaders: where to start from?Clear view of what matters to which customers to inform journey redesignDigitally design end-to-end journeys, customer back to operationsUse journeys to empower front-line culture with a common purposeDefine journey metrics and the governance system to continuously improveClear CX aspiration and customer promise to guide the organizationLeverage communications and behavioral psychology to manage or reset expectations
CustomerJourneys
Product
Marketing
Online
Retail
CareOnboarding journey
Problem resolution journey
Renewal and repurchase journey
1Get bad experienceover earlyFinish strong2Segment pleasure, combine pain3Give customers a choice4Stick to habits5SequenceControl and choiceDuration/segments
CEmetricJourneys experience assessment Operational KPI IndicatorsOrganizational and cultural foundation
Employee feedback
CE measurement pyramid
123456
MCKINSEY DIGITALMcKinsey Digital Labs | EDGE | Customer Experience
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Q&A
Thank You!