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Own the customer experience

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  • Customer Experience

  • - Hvorfor oplevelse?

    - Vrktjskassen

    - De frste trin

    Agenda

  • FORRETNING

    BRUGERE TEKNIK

  • Brugeren skal genkende brandet

    Typisk digital tilstedevrelse

    Men skal brugeren fle sig genkendt?

    Website

    Subsites

    E-mail

    Twitter Blog

    Customer service

    Facebook

  • Hvorfor g op i service?

  • A customer is 4 times more likely to defect to a competitor if the

    problem is service-related rather than price- or product-related.

    Bain & Company

  • Pleasure of choice

    vs.

    Abundance of options

  • 3 in 4 online shoppers prefer retailers that use personal information to improve the

    shopping experience. - Accenture

  • Mlgruppe

    Personlig

    Opgave

    Omnirelevans

  • - Hvorfor oplevelse?

    - Vrktjskassen

    - De frste trin

    Agenda

  • Hvem gr vi det for?

  • Omni-channel

  • Hej! Jeg har gemt nogle

    sofaer p BoConcept.dk

    Mit navn er Martin.

  • Online Offline

    Data

    Callcenter WWW

    E-mail

    POS

    Salg Apps

  • Aktivering af data

    PUSH Nyhedsbreve IP-marketing SMS Ping til slger

    PULL Personalisering CRM-data POS-data

  • Customer Life Cycle

  • Experience Management

    Forholde sig til kundens livscyklus

    Skabe sammenhng mellem touch points

    Aktiv brug af data og BI i alle kanaler

  • People will forget what you said People will forget what you did But people will never forget how you made them feel.

    Maya Angelou

  • Det giver mig en god oplevelse, fordi

    De kan huske mig

    De ved hvad der interesserer mig

    De ved hvornr de skal kontakte mig

    og hvornr de skal lade mig vre i fred

  • - Hvorfor oplevelse?

    - Vrktjskassen

    - De frste trin

    Agenda

  • Hvad ved vi om brugerne?

    Brugerdata Kundedata hvad ved vi om kunderne?

  • IP

    Login

    Historik

    Adwords Browser

    Tid Sted

    Cookies

    Brugerdata

  • Login

    IP

    Historik

    Browser

    Adwords

    Tid

    Sted

    Kundehistorik

    Regningscyklus

    Tillgsydelser

    Produkter

    Kbsfrekvens

    Loyalitet

    Next Product to Buy

    Kunde livscyklus

    Engagementsniveau

    Call center mnstre

  • Hvilke segmenter Hvilke budskaber

    Hvilke kanaler Hvornr

  • Husk!

    Data om brugeren er centralt Find og aktivr data Konvertering er kortsigtet. Loyalitet er langsigtet.

  • PA Knowledge Limited 20141

    HVORFOR BR VIRKSOMHEDER SATSE MERE P CUSTOMEREXPERIENCE?

    Jesper Hi Jensen

    Marts 2015

  • PA Knowledge Limited 20142

    It took the Internet 15 years to reach 60% adoption, while Apple reached the same rates with their Ipad 2

  • PA Knowledge Limited 20143

    The speed of change over the last 25 years has been phenomenal and not likely to slow down any time soon

    A quarter of a century of changes, and its not stopping

  • PA Knowledge Limited 20144

    There has been a shift in power towards the customer

    Customers expectations are at an all time high

    Customers have near perfect market information in

    a digital world

    Customers can share comments on your products

    and services in an instant

    Customers can often switch providers cheaply and

    easily

    Customer haves limited brand loyalty.

    Customers trust the reviews of strangers online 12x more

    than information from the manufacturer

  • PA Knowledge Limited 20145

    An exceptional Customer Experience drives stronger customer relationships and improved profit

    The customer experience is a pivotal part of building a

    long-term relationship with the customer. This in turn

    is a key driver of profitability as it increases the

    probability that the customer will buy more.

    The decision to buy is moved from the rational domain

    of price and functionality to the emotional domain

    where price usually plays a smaller role in the

    buying decision.

    A strong customer experience is a differentiating

    factor which can only be copied with great difficulty and

    cost.

    More satisfied and loyal customers motivates and

    energises the organisation. An exceptional customer

    experience creates pride, team spirit and motivation

    in most employees.

    4

    3

    2

    1

    6 year stock performance of Forresters Customer Experience Index leaders vs. laggards vs. S&P 500

    Customer Experience leaders outperform the

    market (2007-2012)

  • PA Knowledge Limited 20146

    There is a lot of desire, but few feel they are well progressed

    Digital customer experience ambition far exceed the reality

  • PA Knowledge Limited 20147

    Customer Experience is not yet CEOs top of mind

    Leadership is key to progressing change

  • PA Knowledge Limited 20148

    Collaboration across departments is the greatest barrier to deliver great customer experience

    50% find it difficult to set

    clear

    (quantitative)

    measures for strong

    customer

    experiences

    71% point to getting the organisation to

    collaborateacross departments

    44% point to establishing

    customer centricity in

    the back officefunctions

    41% do not know what the

    customers

    want

    41% struggle to use customer

    data in a value-creating way

    Breaking down silos is needed to succeed

  • PA Knowledge Limited 20149

    All recognise that being successful will need a number of levers to be pulled and internal capabilities developed

    Success is determined by culture and people, as well as IT

  • PA Knowledge Limited 201410

    The journey involves multiple parallel shifts in strategy and operating model

    Product-centric Customer-centric

    Deal or transaction based Discreet marketing interventions

    Life-cycle focused Collaborate on current and long-term needs Aggregate knowledge & insight

    Customer Position

    Narrowly defined, feature benefits based Standard products Originate from the centre

    Holistic approach, need based Products, service, and knowledge Designed with the field

    Value Proposition

    Innovation and authority at the front line Reward based on customer value and team

    performance

    Command & control, limited delegation Individual performance in product results

    v. quota governs reward

    Sales Model

    Outsider selling in, 1:1 Pushing product Transactional relationship

    Position of trust with stakeholders Problem solving focus Team-based selling

    Advisory Status

    Focus on sense an respond Balance customization with complexity Complexity isolated within the system

    Focus on plan and build Standard process Customisation adds complexity and cost

    Processes

    Structure Cross-organisational teaming High degree of organisational trust

    Siloed organisation Inflexible resource allocation Limited trust culture

  • PA Knowledge Limited 201411

    Based on our experience and the feedback from the survey, we believe there are five core areas where companies need to invest their time

    Be bold and think differently to survive and thrive

  • Sitecore Experience platform

    - Customer Experience Management er kommet for at blive

    Presented by // Sales Dirctor Christian Pelle, Sitecore

    26. Marts 2015

  • 2

  • 3What happens to great companies that fails to adopt technology trends;

    Differentiate or die.

    A great digital experience is no longer a nice-to-have; its a make-or-break point for your business as we more fully enter the digital age.

    Forrester

  • 4Marketing used to be easy

  • 5Being digitalhas changed marketing forever

  • 6Disconnected

  • 7DisconnectedSystems

  • 8DisconnectedData

  • 9DisconnectedCustomers

  • 10

    Losing sight of Customers

  • 11

  • 12

  • Do you know every

    customer, across every channel

    in real time?

    Og hvor meget er det vrd???

  • Now to be truly competitive your company must become customer obsessed, which means you need to have deep knowledge of and engagement with your customers.

    Winning in The Age of The CustomerForrester Research Inc

  • 15

    Why Customer Experience Matters

  • 16

    Todays marketer is being held back from delivering exceptional customer experiences

  • 17

    17

    Complexity is Hindering Marketers & MerchandisersMarketers Driven to Become Scientists

    increased complexity

    disconnected systems

    non-integrated touch points

    Facts: (Time spent)

    1-10% Site Optimization

    1-10% Campaign Optimization

    50% spent Collecting Data

    30% spent Reporting and Forecasting

    The modern marketer is forced to deal with a technology landscape of

  • 18

    Service Sales Marketing Operations

    Infrastructure

    Technology/ Platform

    Technology/ Platform

    Technology/ Platform

    Technology/ Platform

    Touchpoint Touchpoint Touchpoint Touchpoint

    The Pitfalls

    Silo Marketing

    Integration Points

    User experts on multiple platforms

    Data

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