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Digital Customer Experience, two steps ahead

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Digital Customer Experience, two steps ahead

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Digital Customer Experience, two steps ahead

  1. 1. Pascal Spelier, May 12th 2015 Digital Customer Experience, two steps ahead
  2. 2. 2  
  3. 3. 3   We live in a digital era
  4. 4. 4   Branch ATM Phone Internet Mobile Branch ATM Phone Internet Mobile Branch ATM Phone Internet Mobile Branch ATM Phone Internet Mobile 40% 50% 60% 70% 80% 90% 20% 25% 30% 35% 40% 45% 50% 55% Customers with positive experience with channel (%) ChannelImportance(%) 2011 2014Gen Y (18-34 years) Others Gen Y drives importance digital
  5. 5. 5   “Yes, they’ve got WiFi here”
  6. 6. 6   It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. - Darwin -
  7. 7. 7   Digital Transformation di-jə-təl tran(t)s-fər-ˈmā-shən (1) the use of digital technology to radically improve the performance and/or reach of a company. Digital transformation: a recipe for becoming digital
  8. 8. 8   Digital Master: 9% more turnover, 26% more profit DIGITAL MASTER DigitalCapability Leadership Capability
  9. 9. 9   Digital Master: 9% more turnover, 26% more profit DigitalCapability Leadership Capability DIGITAL MASTER
  10. 10. 10   DigitalCapability Leadership Capability The What: Using digital technology to transform the customer experience, operational processes and business models The How: Successful transformations depend as much 
 on how firms manage digital transformation than solely on implementing new technologies Digital masters: 9% more turnover, 26% more profit
  11. 11. 11   Customer understanding Customer touch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities (Digital) Customer Experience Customer Experience Operational Process Customer Experience Business Model Your building blocks to a digital organization
  12. 12. 12   Create a shared transformative vision of the digital future Engage employees at scale to make vision a reality Fuse IT & business communities to build digital skills & transform technology platforms Establish strong digital governance to steer the course TECHNOLOGY VISION ENGAGEMENTGOVERNANCE Leadership is what turns Digital Investment into Digital Advantage
  13. 13. 13   Customer understanding Customer touch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities (Digital) Customer Experience Customer Experience Operational Process Customer Experience Business Model Customer Experience goes together with processes
  14. 14. 14   Product/service differentiation Employee satisfaction Process efficiency Process effectiveness -‐ Customer satisfaction -‐ NPS -‐ Sales -‐ Share of wallet -‐ Retention -‐ Referral -‐ NPS -‐ Growth revenue -‐ Market share -‐ Profitability -‐ Share holder value People Product/service offering Process Customer Experience Customer Behaviour High level company KPI’s Leading indicators Lagging indicators Changesinregulationsandtechnology developments Context Source: based on Schmitt – Managing the Customer Experience Determine your motivation for improving customer experience
  15. 15. 15   Price Product Service (Digital) Customer Experience The road to loyal customers ‘Commodity’ Distinctive by ‘value added services’
  16. 16. 16   Customer Life Cycle Awareness Orientate Purchase Receive Use Service Advise Creating a seamless (Digital) Customer Experience by (re)designing the Customer Journey
  17. 17. 17   Simplified Customer Journey
  18. 18. 18   Customer Journey Awareness Oriëntation & comparing Advice Insure Advice prevention Damage & claiming Technology Life events / Products / Services Voice of the customer: I want..., I need... Voice of the employee: I want..., I need... Service Renew insurance Car Insurance
  19. 19. 19   Customer Insights 1 Customer Experience Design 4 Customer Journeys 3 Customer Experience Strategy 2 Customer Experience Monitoring 5
  20. 20. 20   Customer understanding Customer touch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities (Digital) Customer Experience Customer Experience Operational Process Customer Experience Business Model It all starts with customer understanding
  21. 21. 21   Age, income, location Transactions Products/ services bought Property, unemployment Preferences regarding products/services Preferred channels Sustainable customer relation Last product bought and value Engagement with different media ‘Depth’ of product categories Behaviour regarding recurring sales or switch Use of services Taking part in loyalty program Customer DNA Traditionally Use devices
  22. 22. 22   ‘Feature’ Vector Customer X: (A,B,C,D,E,....K) Share of wallet Preferred channels Churn Life events Next best sell Et cetera Customer DNA Derived from data Bron: IBM
  23. 23. 23   More rocket science: clustering Bron: IBM
  24. 24. 24   ABOUT ME Entrepreneur Ik ben Don (47) en ik run mijn eigen Reclamebureau. Ik heb het in de afgelopen jaren laten groeien tot 15 man personeel en 7 vaste freelancers, met wie ik vaak samenwerk. Ik ben weinig thuis, maar woon wel samen.   MY LIFE Gerneral management Sales & Marketing Operations MY COMPANY DAY TO DAY ACTIVITIES //////////////////////////////////////////////////////////////////   Ik werk veel, vaak en hard. Daardoor heb ik weinig tijd voor andere zaken. Hobbies heb ik niet. Tijdgebrek is sowieso een issue. Ik kan moeilijk zaken uit handen geven. Mijn doel met het bedrijf is om verder te groeien, dan 15 man personeel en 7 vaste freelancers, zodat ik financieel onafhankelijk kan zijn. Sinds de oprichting zijn we hard gegroeid door de inzet van mijzelf en mijn medewerkers: work hard, play hard. Iedere dag weer richten we ons op tevreden klanten.   Mijn dagen zien er altijd anders uit, ik moet altijd mijn tijd verdelen over verschillende zaken, waaronder de verschillende vrouwen in mijn leven. Ik ben verantwoordelijk voor het aantrekken van nieuwe klanten en de creatieve campagnes. Ik bezoek naast mijn werk af en toe ook beurzen en congressen. Cijfers interesseren mij niet. Daar heb ik mijn accountant voor.           “Risk doesn’t scare me” Example  persona     partly    in  Dutch   Don Draper
  25. 25. 25   Data-derived persona’s Rank Action Cluster % of Customers % of Spend 1 Brand lovers 7% 35% 2 Regular customers 12% 15% 3 Online ‘socialites’ 8% 14% 4 ‘Poor’ customer 7% 6% 5 Promising customers 2% 7% 6 Make me an offer 11% 5% 7 Negotiators 2% 4% 8 Try and find me 5% 2% 9 Non loyalists 36% 8% 10 Spoiled customers 1% 2% 11 I’ll be back, maybe 3% 1% 12 Just looking, not buying 6% 1% Retail customer identified 2 unknown target groups
  26. 26. 26   Customer understanding Customer touch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities (Digital) Customer Experience Customer Experience Operational Process Customer Experience Business Model Know your customer and you are ready for top line growth
  27. 27. 27   Cross-channel ‘Marketing Engine’ Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
  28. 28. 28   Cross-channel ‘Marketing Engine’ Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
  29. 29. 29   Our view of the customer should be a collection of observations
  30. 30. 30   Observations… … in the de customer journey (also outside the borders of the organization!) … in processes … in transactions … in the context
  31. 31. 31   Cross-channel ‘Marketing Engine’ Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
  32. 32. 32   Observation Interpretation Message Reaction The customer with a smartphone is at the airport. The customer doesn’t have a travel insurance with it’s insurer. Possibly he has a travel insurance with a competitor. The customer is informed by a push notification that there is a possibilty of not being insured and the subsequent risk. The message leads to several call to actions. For example calling an agent who can arrange the travel insurance or buying the travel insurance directly (﴾STP)﴿ via the smartphone. Better services & more sales with relevant & personal messages
  33. 33. 33   The future marketeer is a nerd with empathy Privacy as a currency
  34. 34. 34   Source: online survey Edelman ‘Brandshare’ 15.000 respondents in 12 countries Privacy as a currency
  35. 35. 35   Cross-channel ‘Marketing Engine’ Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
  36. 36. 36   richness -‐ + confidential -‐ + urgent later now relevant 1-‐n 1-‐1 intrusive -‐ + archive -‐ + richness -‐ + confidential -‐ + urgent later now relevant 1-‐n 1-‐1 intrusive -‐ + archive -‐ + Message Channel Match Find the ideal match between message and channel
  37. 37. 37   Cross-channel ‘Marketing Engine’ Observation (data & information) Trigger (right message, right channel) Interpretation (intelligence) Reaction (call to action)
  38. 38. 38   Customer understanding Customer touch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities (Digital) Customer Experience Customer Experience Operational Process Customer Experience Business Model Improve customer experience with new customer touch points
  39. 39. 39   We never look up!
  40. 40. 40   We Never Looked up
  41. 41. 41   Isn’t it time for a mobile strategy? Plateau  →   Time  →   “I  want  an  app  too”   Mobile  1.0  ‘quick  &  dirty’   Mobile  2.0  ‘neatly  integrated’   Mobile,  leveraging  touch  points   1   2   3   4  
  42. 42. 42   Isn’t it time for a mobile strategy? Plateau  →   Time  →   “I  want  an  app  too”   Mobile  1.0  ‘quick  &  dirty’   Mobile  2.0  ‘neatly  integrated’   Mobile,  leveraging  touch  points   1   2   3   4   Online ________
  43. 43. 43   Mobile is the most powerful sales- and service channel of the future NL: a mobile customer has 11 times more ‘contact’
  44. 44. 44  
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  46. 46. 46  
  47. 47. 47   Customer understanding Customer touch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities (Digital) Customer Experience Customer Experience Operational Process Customer Experience Business Model Prerequisite for improving experience is process digitization
  48. 48. 48   Customer Journey Awareness Orientate Buy Receive Use Service Each Customer Journey has a customer side and an organization side Processes Midoffice Customer Relationship Management Customer Financial Management Document Management Communication Management Business Process Management Security Advise
  49. 49. 49   ‘Beware of putting lipstick on a pig‘‘
  50. 50. 50   How to become really digital? FRONTEND hello customer ISN’T THIS ENOUGH? self directed CAN I DO MY OWN BANKING? the customer is becoming part of the processes! only decoration?
  51. 51. 51   Customer understanding Customer touch points Top line growth Worker enablement Performance management Process digitization Digital globalization New digital businesses Digitally-‐modified businesses Digital Capabilities (Digital) Customer Experience Customer Experience Operational Process Customer Experience Business Model Disruption forces you to modify or create new business models
  52. 52. 52   Source: Clayton Christensen (Harvard) Performance Time Performance improvement mainstream Potentially disruptive technology Disruptive technologies move up market and eventually displace competitors
  53. 53. 53   Source: Clayton Christensen (Harvard) Performance Time Disruptive technologies move up market and eventually displace competitors Dvd per mail Digital movies Digital series via Ps3/4, Xbox, tablet
  54. 54. 54   Customer Distribution / Front Office Manufacturing / Back Office Market Infrastructure Individual Institution Investing/ WealthMgmnt Personal Savings Lending Capital Raising Source: based on illustration ‘Financial Services Value Chain Supermarket Age’ by Doug Nelson Payments = flow of capital Current value chain is under pressure…
  55. 55. 55   Customer Distribution / Front Office Manufacturing / Back Office Market Infrastructure Individual Institution Investing/ WealthMgmnt Personal Savings Lending Capital Raising Source: based on illustration ‘Financial Services Value Chain Next Gen’ by Doug Nelson Payments …Financial services unbundled and revisited Independent, digital front ends API-‐driven middle-‐ and back office Electrification of market infrastructure Independent , digital front ends and middle-‐ and back office = flow of capital
  56. 56. 56   Awareness Orientation Buy Receive Use Service Advice Retention How to become really digital? 360° customer view (Social-‐CRM) Workflow management Social listening / external data sources Datawarehouse / realtime data Big data analytics / predictive modelling Digital marketing-‐ & campaigns (inbound)
  57. 57. 57  
  58. 58. 58   Pascal  Spelier     Managing  Consultant   Digital  Customer  Experience  |   Banking  &  Insurance     Reykjavikplein    1,   Utrecht,    The  Netherlands     Mobile:+31  (0)  6  53  29  90  17   pascal.spelier@capgemini.com   Thank you! @spelier www.slideshare.net/pascal.spelier www.linkedin.com/in/pascalspelier

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