Eirik V Johnsen of KOBRA gave a presentation on the CX Day event in Oslo October 1st.

1. Customer Experience across channels and touch points
– Multi-channel Maturity
Eirik V. Johnsen, KOBRA
CX Day October 1st 2013

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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
EVALUATE
CUSTOMER
LOYAL
DISCOVER
SEARCH
EXPLORE
COMPAR
E
DECIDE
USE
GET HELP
SHARE
PERSONALIZE
HASCONFIDENCEIN
SPEAKS POSITIVELY OF
FRIENDSHIP
BUY

8. NAIVE STAGE
TRANSACTIONAL
STAGE
ENLIGHTENED
STAGE
36%
42%
20%

9. 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
ONGOINGM
ULTICHANNEL STRATEGY
ONGOINGMULTICHANNELSTRATEGY
ONGOINGMULTICHANNELSTRATEGY

10. 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

11. 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?

12. Alignment with Brand
Product driven. No
link between brand
and experience
Some link, but not
consistent
Consistent CX
across all
touchpoints
Verdier
2.
Kompetanseutvikling/læring
Basic
Jobbopplæring
Videreopplæring
Spesialisering
sikkerhet
FTVFTF ADM LEDEREKV/SALG
Service
Salg
Kjøre
lærer
Instruktør
Individuell intro
Plan
Lære business
Individuell intro
Plan
Lære business
Fordypning eget
fagområde
LU
program/
”Ansvar”
Flytoget
basic
Flytoget
basic
Flytoget
basic
Flytoget
basic
Flytoget
basic
Sertifisering
Service
Salg
Teknisk
Ind
program
FTV
Verdier
Plattformtj
teknisk
service
sikkerhet
produkt
Train talk
Lederforum
Veileder
Instruktør
service
teknisk
train talk
produkt Salg
Produkt
Service
Verdibasert: Effektivitet, innovasjon og entusiasme
Ultimate
Service concept Recruiting Training Insight

13. 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

14. 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

15. Unplanned &
disjointed
collection and use
Systematically
collected across
channels, but not
fully integrated in
decision making
Systematically
and integrated
Customer insightCustomer Touch PointsAlignment with brandLeadership and cultureSystem 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

16. 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

17. 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

18. E-post: eirik@kobra.as"
Telefon: 905 44 188"
Twitter: @evjohnsen"
På nett: www.kobra.as"