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Speaker presentations from the launch of DMI 2013 on May 22nd at the RSA in London. Speakers were Emma Robertson, - Transform, Siobhan Fitzpatrick - Homebase, Sarah Hicks - Santander and Jonathan Carr-West - LGIU. A video from the launch event is available here: and the research report can be downloaded here: . For further information please contact

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  2. 2. DMI 2013: Creating true customer-centred servicesEmma Robertson, Managing Director,Transform#DMI2013
  3. 3. 3Welcome & Agenda•  Opening address and DMI 2013 headlines-Emma Robertson, Managing Director,Transform•  Business silos and the difficulty of delivering a seamless customer experience-Sarah Hicks, Managing Director of Digital, Santander•  Multi-channel & the challenges of customer-centricity-Siobhan Fitzpatrick, Director of Multi-Channel, Homebase•  Digital public services: going where the eyeballs are-Jonathan Carr-West, Chief Executive, Local Government Information Unit•  Panel discussion•  Networking and coffee#DMI2013
  4. 4. 4When you’re done changing, you’re done#DMI2013
  5. 5. 5Pace of Change#DMI2013
  6. 6. 6Where it all began...#DMI2013
  7. 7. 7Where it took off ...#DMI2013
  8. 8. 8UK Smartphonepenetration 64%#DMI2013
  9. 9. 9Worldwide, more people own amobile phone than a toothbrush#DMI2013
  10. 10. 10Facebook users passed1bn70% UK usage via mobile#DMI2013
  11. 11. 11Analogue TV gone – digitalswitchover complete#DMI2013
  12. 12. 12Square processes over $10bnMobile paymentsmainstream#DMI2013
  13. 13. 1318.4m tax disc renewalsonline each year……but 44% still done at Post Office#DMI2013
  14. 14. 147.9m self assessment taxreturns filed online in 201312 per second on 31st January#DMI2013
  15. 15. 15DMI 2013 – Key FindingsWhere digital may lead it must be part of an integrated design that provides the rightservice, through the right channel, at the right time.#DMI2013
  16. 16. 16Digital continues to steadily grow in importance•  66% see it as very important•  (... 34% don’t)•  75% recognise it at board level#DMI2013
  17. 17. 17Digital not yet embedded within organisations•  Digital continues to be siloed – sittingin stand alone departments•  55% place only moderate or littleimportance on organisation-widedigital and technology skills#DMI2013
  18. 18. 18Disconnect between the leadership and functional roles•  When it comes to customerexperience, leaders believe offline isbetter whereas those in functionalroles stated that the experience wasenhanced online#DMI2013
  19. 19. 19But customers want …•  A multi-channel experience#DMI2013
  20. 20. 20Most organisations see digital as the future•  Within 3 years, the majority oforganisations expect online to becomethe primary transaction & engagementchannel•  Although customers agree withinvestment profile, they still place apremium value on f2f interactions#DMI2013How many years until online is expected to provide the largest share oftransactions/sales within your sector?
  21. 21. 21Mobile is growing, but yet to be dominant•  Nearly half the organisations are seeingtransactions and customer engagementvia mobile•  20% expect mobile to overtake digitalwithin the next 2 years•  But most believe it will be 3-4 yearsbefore it is the dominant channel#DMI2013How long until mobile is expected to overtake digital as the primary channelfor customers accessing information in your sector?
  22. 22. 22Innovation is an increasing priority for organisations•  There is a notable shift in the attention given to wider innovation. 78% either have aformal department, an organisation-wide approach or have embedded it at all levels#DMI2013
  23. 23. 23In Summary...•  Digital is more embedded than it has ever been – culturally, organisationally andcommercially•  Increasingly customers treat interactions as generically “digital” – channelsbecoming less relevant to the always-on generation•  We’ve come a long way – but there is further to go#DMI2013
  25. 25. 25Business silos and the difficulty of delivering aseamless customer experienceSarah HicksManaging Director of Digital, Santander#DMI2013
  26. 26. 26Why is this important?•  Brand vision for a seamless customerexperience•  Currently organisations are typically builtaround functional objectives#DMI2013
  27. 27. 27Why are Financial Services in silos?•  Legacy IT systems•  Organisation Structure/Maturityo Departments have a singular viewo Political drivers create isolated departmentso Incentive structures•  Process optimisation is often only made by channel not complete user journeys#DMI2013
  28. 28. 28What does it feel like as an executive?•  Intense internal negotiation or politicalmanoeuvring overshadows customerfocus•  Difficulty in achieving short-term goals assolutions often involve a long-termprogramme which budget may not allow#DMI2013
  29. 29. 29What can we do about it?•  Focus on the customer•  Live the customer experience •  Use customer feedback•  Encourage customer co-design•  Promote sponsorship and influence fromthe top•  Change internal behaviours•  Alter incentive structure to encompassmulti-channel•  Integrate channels•  Deliver a clear vision#DMI2013
  30. 30. 30Conclusion•  Put the Customer firsto Leave empty seat in the meeting roomo Cardboard cut out of personao Ask “what would the customer think orwant?” •  Balanceo Recognise the need to balance Bankefficiency and Customer delight#DMI2013
  32. 32. 32Multi-channel & the challenges ofcustomer-centricitySiobhan FitzpatrickDirector of Multi-channel, Homebase#DMI2013
  33. 33. 33What does being customer-centric mean?•  Retail subject to the whims and wants of the Great British Public•  Easy to become re-active – believe so much in “customer” that you chase rather than leadthe agenda•  Seeking to strike the balance between listening to the customer with confidence in the brand& proposition#DMI2013
  34. 34. 34What does it mean to Homebase?•  Understanding our customer – who theyare and what they need from us•  Understand their motivations andemotional needs – DIY can be tough!•  Looking at competitors through the eyes ofour customers – seek to differentiate andleap-frog, not copy•  In Digital - develop experiences that sitwithin the mix and exceed customersexpectations#DMI2013
  35. 35. 35What does it mean to Homebase?•  Helen & Bob...•  Bringing our customers to life – articulating them and really getting under their skin•  Thinking through their journey and touchpoints – from digital to in-store to home delivery#DMI2013
  36. 36. 36Challenges to getting it right andwhat we’ve learnt#DMI2013
  37. 37. 37Listen, listen & listen again•  Listen to customers at all points in the development process•  Take all opportunities – does not have to be formal or expensive•  Really listen – no point if you only listen to what you want to hear#DMI2013
  38. 38. 38Cross channels with care•  Challenge in multi-channel of keeping theexperience consistent cross channel•  Risk of exceeding expectations in onechannel, and disappointing in the next•  Digital especially easy to excel in isolation,difficult in collaboration#DMI2013
  39. 39. 39Embed within the team – top to bottom•  Easy to maintain customer-centricity within asmall focused group•  Important to embed everywhere – fromsenior leadership to stores, IT & back-office•  Especially key in digital that the IT team areas customer focused as the digital team#DMI2013
  41. 41. Digital public services: goingwhere the eyeballs areJonathan Carr-WestChief Executive, LGiU#DMI2013
  42. 42. To a manwith ahammereverythinglooks like anail…
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