customer experience in multichannel context - multi channel maturity
DESCRIPTION
Eirik V Johnsen of KOBRA gave a presentation on the CX Day event in Oslo October 1st.TRANSCRIPT
Customer Experience across channels and touch points
– Multi-channel Maturity
Eirik V. Johnsen, KOBRA
CX Day October 1st 2013
THE CAPABILITY TO CONTINUE A DIALOGUE BASED ON RELEVANT INSIGHT, AT THE RIGHT TIME, IN THE RIGHT PLACE AND IN THE RIGHT CHANNEL/TOUCH POINT
Multichannel maturity
Multi-channel is a key customer experience issue – driven by the following trends
e-business has become simply core business
Customer tolerance for channel spaghetti has
evaporated
Number of touch points has exploded
The experience is an ever increasing share of the
product value
THIS IS VERY, VERY HARD Locally we see that excellent initiatives, supported with great enthusiasm from the top still fail to produce the desired results.
Across engagements we see three main obstacles to implementing multi-channel customer experience initiatives
Siloed organisations
Inflexible, out-dated
technology
Budget priorities
Why is this so hard? A recent Oracle report confirm our experience and gut feeling
*) Source: Oracle/O’Keefe global CX study september 2012
Some of the biggest obstacles to holistic CX are:
29% 24% 23% 18% 27% 27%
TECHNOLOGY PEOPLE & PROCESSES INVESTMENT
Limitations of inflexible technology and application infrastructure
Difficulty regularly tracking performance measures and customer feedback
Don’t have a consolidated, accurate customer view across all touch points
Siloed systems that prevent us from easily sharing inform-ation or supp-orting continuo-us processes across touch points
Siloed organizations / conflicting KPIs / incentives between channels and business units
Lack of money allocated to (holistic) customer experience initiatives
KOBRA TAKE AWAY
Break down organizational silos, address CX from all angles and harness technology as an integrated part of CX team
Moving from a global to an European perspective
18% Average potential annual revenue lost as a result of not offering a positive, consistent and brand-relevant customer experience
36% Are still assessing or planning with no active implementations
Formalizing Customer Experience Programs
*) Source: Oracle/O’Keefe global CX study september 2012
42% Have one or more active implementations
20% Consider their CX initiatives advanced
78% early days
EXPERIENCE AND RELATION
Proprietary and Confidential
Business shift to digital require new thinking
Focus on post-conversion needs is a critical priority
Sustaining the multi-channel relationship key task – now also in digital
INTERNET
COMPANY SITE
MOBILE
SHOP / BRANCH
CUSTOMER SERVICE
SOSIAL MEDIA
EVALUATECUSTOMERLOYAL
DIS
COV
ER
SEAR
CH
EXPLORE COMPARE
DECID
E
USE
GET HELP
SHARE
PERSON
ALIZE
HAS
CO
NFI
DEN
CE IN
SPEAKS POSITIVELY OF
FRIEN
DSH
IP
BUY
NAIVE STAGE
TRANSACTIONAL STAGE
ENLIGHTENED STAGE
36%
42%
20%
We firmly believe that excellent multi channel experiences demand a balance of maturity in five areas
Systems and Processes
Leadership and culture
Alignment with brand
Customer Touch points
Customer Insight
ONGOING MULTICHANNEL STRATEGY
ONGOING MULTICHANNEL STRATEGY
ONGOING MULTICHANNEL STRATEGY
Systems and Processes
Operational systems and process are tactical and single-channel driven
Individual systems and processes are customer focused (typically in channel pairs) but lack link across channels
Fully integrated systems and process across channels
Consistent Customer Journey
Excellent implementation of total experience
Leadership and culture
Decentralised and delegated
Ownership at C-level, but not a key part of leadership agenda
C-level ownership of the total customer experience
*) DNB vision - «Creating Value through the art of serving the customer»
Recurring agenda item for senior execu2ve staff?
Communicated by CEO externally and internally?
Is CX an integrated, measurable part of the strategic plan?
Are the senior execu2ve team measured and incen2vized on CX objec2ves?
Stage 2 or 3?
Alignment with Brand
Product driven. No link between brand and experience
Some link, but not consistent
Consistent CX across all touchpoints
Stressfritt Friksjonsfritt Problemfritt
Et sted til hver ting, og alt på plass
Ordning och reda
Fred og ro
Verdier
2. K ompetanseutvikling/læring
Basic
Jobbopplæring
Videreopplæring
Spesialisering
sikkerhet
FTVFTF ADM LEDEREKV/SALG
ServiceSalg
Kjørelærer Instruktør
Individuell introPlanLære business
Individuell introPlanLære business
Fordypning egetfagområde
LU program/
”Ansvar”
Flytoget basic
Flytoget basic
Flytoget basic
Flytoget basic
Flytoget basic
Sertifisering
ServiceSalgTeknisk
Indprogram
FTV
Verdier
Plattformtj
teknisk
service
sikkerhetprodukt
Train talkLederforum
Veileder
Instruktør
serviceteknisk
train talkprodukt Salg
ProduktService
Verdibasert: Effektivitet, innovasjon og entusiasme
Ultimate
Service concept Recruiting Training Insight
Customer Touch Points
Managed in channel silos – inconsistent delivery
Customer journey not managed across touch points – focus remains on channel – not the customer
Seamless integration allowing exploitation of possibilities
The ticket touch point is a wonderful opportunity to create a unique multi-channel customer experience across digital and physical channels. But …
Some recent comments about NSB • I have a month ticket but my
cellphone ran out of juice – treated like a cheat by the conductor
• The recent Apple upgrade rendered my tickets invalid –I had to pay a surcharge to get my ticket back. And spend a lot of time with unprepared phone support in the bargain
Customer Insight
Unplanned & disjointed collection and use
Systematically collected across channels, but not fully integrated in decision making
Systematically and integrated
Jabra launched their multi-channel customer experience effort with an 8 point «customer centricity manifesto». One key point was «we will allow customer-centric metrics to drive our decisions, priorities and actions» - in all channels and across all channels
Unplanned & disjointed collection and use
Systematically collected across channels, but not fully integrated in decision making
Systematically and integrated
Customer insight Customer Touch Points Alignment with brand Leadership and culture System and Proecess
Managed in channel silos – inconsistent delivery
Customer journey not managed across touch points – focus remains on channel – not the customer
Seamless integration allowing exploitation of possibilities
Product driven. No link between brand and experience
Some link, but not consistent
Consistent CX across all touchpoints
Decentralised and delegated
Ownership at C-level, but not a key part of leadership agenda
C-level ownership of the total customer experience
Operational S&P are tactical and single-channel driven
Individual S&P are customer focused (typically in channel pairs) but lack link across channels
Fully integrated S&P across channels
MATURITY LEVEL 1
Top number of followers on
YouTube, Google+ and Twitter
Let us apply this practically
Great presentation, interaction and
navigation
Engaging content
.. but (still) not integrated in digital
value chain
Great mobile shopping
experience …
… marred by clumsy checkout
process
.. with persistent shopping basket across channels
Beautiful new store format with merchandising and surroundings in which to browse the ‘stories’ …
But still lacking ability to act on multi-channel
customer insight
Now I know my maturity – where do I go from here?
Use the maturity model to check out your status and determine your development areas (we have a full version that is adapted for management workshops)
Use tools like personas, customer journey, vision document and roadmaps to make sure that your multi-channel strategy answer the right questions
