More Related Content Similar to Webinar Bridging The Experience Gap Final Similar to Webinar Bridging The Experience Gap Final (20) More from Beyond Philosophy More from Beyond Philosophy (13) 1. Bridging the Experience Gap Beyond Philosophy Webinar Steven Walden, Senior Head of Research and Consulting Colin Shaw, Founder and CEO Zhecho Dobrev, Consultant 2. Webinar Flow Introductions and Instructions 5 minutes Research findings 25 minutes What can you do about it… 15 minutes Questions and Answers 15 minutes 2 Beyond Philosophy © All rights reserved. 2001-2010 4. 4 Beyond Philosophy © All rights reserved. 2001-2010 The Beyond Philosophy Perspective Customer Experience is all we do! Thought leadership is our differentiator Fourth book launched in September 2010 Links with Academia Focus on the emotional side of the Customer Experience Offices in London, Atlanta with Partners in Europe & Asia 5. 5 We are proud to have helped some great organisations… Beyond Philosophy © All rights reserved. 2001-2010 7. Customer Experience Trend Tracker Research 1,000 interviews (Organization Managers and Consumers) UK and USA Online survey 7 Beyond Philosophy © All rights reserved. 2001-2010 18-24 55-64 25-34 Industries Age 45-54 35-44 8. The Definition of Customer Experience 8 Beyond Philosophy © All rights reserved. 2001-2010 A Customer Experience is an interaction between an organization and a customer. It is a blend of an organization’s physical performance, the senses stimulated and emotions evoked, each intuitively measured against customer expectations across all moments of contact. 9. The Experience Gap 9 Consumer Organizations Beyond Philosophy © All rights reserved. 2001-2010 11. Emotional Gap – Organizations miss the real picture 11 The gap – customers feel more negative than organizations think The customer experience is bland: it is not as positive as organizations think! Customers do not distinguish between the different emotions. This is an opportunity for differentiation Blight of the bland Beyond Philosophy © All rights reserved. 2001-2010 Source: Beyond Philosophy CETT 12. Organizations think they focus on emotions but they don’t! 12 Less than 20% of organizations consider how customers feel Customers feel that 80% of organizations consider them a transaction Beyond Philosophy © All rights reserved. 2001-2010 Source: Beyond Philosophy CETT 13. 13 A lack of full understanding of the Customer Experience 4Ps rational understanding … ..we know that 50% of the Experience is about the emotions Sub-conscious & Emotional understanding 13 Beyond Philosophy © All rights reserved. 2001-2010 14. The Power of the Subconscious “One figure which always surprises people is... The subconscious processes 200,000 times more information than the conscious mind without us having to focus on it and does that processing before our eyes have even recognised the person or object. It is disposed to process emotions even faster, around 10 times faster than our conscious mind.” -- Dr Peter Jones Beyond Philosophy © All rights reserved. 2001-2010 15. Customers say inconsistent in handling issues 15 61% of customers say there is a problem in terms of consistency in handling issues yet only 23% of managers recognize the problem 66% of organizations think they are honest and cooperative: but in contrast, only 15% of customers think they are! Beyond Philosophy © All rights reserved. 2001-2010 Source: Beyond Philosophy CETT 16. When there is an issue it is also hard to get to a manager 16 Only 25% of customers say it’s easy to speak to a manager …despite the fact that 70% of organizations believe they are committed to Customer Experience Beyond Philosophy © All rights reserved. 2001-2010 Source: Beyond Philosophy CETT 17. The Problem of Hidden Defectors 17 Beyond Philosophy © All rights reserved. 2001-2010 Case Study: Enterprise with 2 million customers Revenue = $200,000,000 per year Average Revenue per customer = $100 per year Sources: Cherry Tree Research, Bain & Co., McKinsey, Harvard Business Review and Gartner 2,992 customers $299,200 At risk — 34%Issue not resolved 2,464 customers $246,400 Complain2% Defect — 28% 8,800 customers Poor experience22% Resolved — 38% 440,000 customers Do notcomplain98% At risk — 55%Decline in wallet share 237,160 customers $23,716,000 Positiveexperience 78% 431,200 customers 194,040 customers $19,404,000 Defect — 45% 18. New Economics: Hidden Defectors on Social Media 18 Beyond Philosophy © All rights reserved. 2001-2010 19. Organizations Lack Familiarity with Customer Expectations 19 Only 38% of organizations state with confidence they know their customers’ expectations Mind the gap! Only 6% of customers think organizations know their expectations Beyond Philosophy © All rights reserved. 2001-2010 Source: Beyond Philosophy CETT 20. Starbucks rebounds by understanding expectations 20 Beyond Philosophy © All rights reserved. 2001-2010 Inthe First Quarter of 2010, net income was $241.5 million, up from $64.3 million in the year-ago quarter. Same store sales jumped to 4% from –9% year on year. Sun Belt – prefer cold drinks Northeast – like drip coffee Pacific Northwest – drink more espresso 21. Do the research AND take action on it 21 Majority of organizations either don’t conduct customer research or don’t act upon it Organizations are slow to respond to change Beyond Philosophy © All rights reserved. 2001-2010 Source: Beyond Philosophy CETT 22. Improvements to Customer Experience 22 Only 5% of consumers think their customer experience with organizations has improved Yet 29% of organizations think it has! Beyond Philosophy © All rights reserved. 2001-2010 Source: Beyond Philosophy CETT 23. So What is Surprising? The magnitude of the gaps The extent of the gaps The lack of organizational awareness of the gaps and their size The lack of emotional understanding of customers The degree to which customer-centricity has lacked effectiveness within organizations (it is just a word!) It is not the fact these gaps exist that is the surprise, rather their magnitude and extent. The sheer extent of these gaps represents a call to action………. 23 Beyond Philosophy © All rights reserved. 2001-2010 25. The issue is that senior exec’s don’t think this is important… 25 Beyond Philosophy © All rights reserved. 2001-2010 26. What do Senior Exec’s think are important? Achieving Revenue and cost targets Profitability Share price The reputation Future job prospects Bonus Job retention Self esteem Job satisfaction more…. 26 Beyond Philosophy © All rights reserved. 2001-2010 27. 27 Beyond Philosophy © All rights reserved. 2001-2010 Understand customers’ emotional & subconscious links to value 28. Top five areas to address… Start to build a business case that shows the $$$ revenue benefits Undertake pilots to prove this works Educate the senior team on the Customer Experience and the opportunity it provides Work on building the Customer centricity of the organization Establish new Customer focussed measures Define the Customer Experience you are trying to deliver 28 Beyond Philosophy © All rights reserved. 2001-2010 29. Resting ‘on your laurels’ is a recipe for disaster 29 Over 25% of the 1955 Fortune 500 are now extinct: ‘it is not the strongest of the species that survives, nor the most intelligent, but the ones most responsive to change.’ (Charles Darwin) Beyond Philosophy © All rights reserved. 2001-2010 30. Our next webinar is coming soon! Next webinar Customer Experience Trend Tracker (CETT) research on the HEALTHCARE in UK and USA Date: April 15 at 4pm GMT/11am ET /8am PT 30 Beyond Philosophy © All rights reserved. 2001-2010 31. Further conversation? Contact us ... 31 Beyond Philosophy © All rights reserved. 2001-2010 Web & Blog: BeyondPhilosophy.com London Office: 0207-917-1717 Atlanta Office: 1-678-638-6162 colin.shaw@beyondphilosophy.com steven.walden@beyondphilosophy.com zhecho.dobrev@beyondphilosophy.com ColinShaw_CX Steven_Walden Editor's Notes Build a bear and HamleysSouthwest using fun Overbury – look and feel of professionalism on site (non-confrontation)Ryan Air adding in cost and not realising the negative emotional impact Paco Underhill: why we buy, removal of carpets from a store saw sales dropExample of McDonalds, recent renovation of storesExample see last IAT webinar and brief – demonstrated links to growth esp. Net Promoter (blog to follow) Zhecho: Build a bear experienceCustomise bear, but liked already stuffed bear. Can I buy stuffed bear an put recording in bear, yes, came back another employee – cannot do that. I already spoke to colleague and at end of day did it. Colin Hertz experience Naples The Operational margin jumped 200%, same store sales jumped with 4% from –9% year on year.Starbucks embraced customer research surveys and one of the first thing they found out seemed basic – people in different regions had different tastes for the coffee:Sun Belt – prefer cold drinksNortheast – like drip coffeePacific Northwest – drink more espressoYet the executives in charge of regions of the country were divided along time zones and out of touch with what different customers wanted. All of a sudden you start to see it’s not a numbers game — it’s about consumers influenced by where they live It is not the fact these gaps exist that is the surprise, rather their magnitude and extentOrganizations do not seem to be aware just how much opportunity there is to differentiate emotionally. For us this is symptomatic of a rational cost-cutting focus with executives burying their heads in the sand to the realityThere is also a lack of understanding of the economics behind this e.g., the impact of Social Media and …… The sheer extent of this gap represents a call to action….. Expectations: 38% to 6%Issue handling: 61% to 23% recogniseHonesty: 66% to 15%Feelings: 80% feel they are a transaction THANK YOU! We enjoyed the opportunity to interact with you today.Please complete the SHORT survey that includes an opportunity to receive a copy of this webinar information. We appreciate your feedback as we strive to continually improve our customer experience.Our next webinar will be held on April 15th . If you’d like to participate, please let us know.Should you have questions or want additional information, please contact us.
