The Journey to Exceptional Customer Experience
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This Loras College Business Analytics Symposium breakout session presented by Cathy Carlson and Bruce Barchus of Vizability LLC described the journey on the way to exceptional customer experience. What does that have to do with analytics? Everything. Data-driven decisions are critical to optimizing the way your organization delights (or not) your customers. Challenging your organization to be great on an end-to-end basis is never ending. Welcome to the journey. Participants received a guide for getting real world results, including a list of tools to help along the way.
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The Journey to Exceptional Customer Experience
- 1. The Journey to Exceptional Customer Experience Loras College Business Analytics Symposium Vizability LLC March 25, 2015
- 2. Agenda • Background • What is Customer Experience (CX)? • Why Analytics? • Why CX? • The Journey to CX • Steps • Tools • CX Ecosystem • Acceleration • Culture • Take Aways © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 3. What is CX? © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 4. Whatever your customer thinks it is! © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 5. • “The sum of all experiences at various touch-points a customer has with a supplier of goods and/or services, over the duration of their relationship with that supplier.” • An outside looking in approach your business • Essential in creating any transformation • Uncovering what delights the customer—or not • Enabling the appropriate people, process, and technology CX is: Source: Wikipedia© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 6. Why Analytics? © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 7. WHAT ISN’T MEASURED ISN’T IMPROVED © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 8. Why Analytics? 43%of marketers report they can’t get the information they need 86%report that the information they DO get doesn’t answer their questions Source: Domo, “The BI(G) Disappointment”© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 9. Why Else? Businesses need to define success in measurable terms • Key Business Objectives (KBO) • Key Performance Indicators (KPI) Businesses need multiple measures • Businesses usually have financial measures • Businesses often have operational measures • Businesses rarely have CX measures Businesses fly blind without analytics • No idea where the biggest opportunities are • No idea how to prioritize © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 10. Still Not Convinced? Companies that extensively use customer analytics are more likely to outperform the market • 9xmore likely to enjoy superior customer loyalty • 19xmore likely to achieve above-average profits • 23xmore likely to acquire new customers Source: McKinsey’s DataMatics 2013 Survey© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 11. Why CX? © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 12. THE CUSTOMER IS KING And more powerful than ever © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 13. Case Study 1 Situation: • Lied about timeline • Wrong cabinets (2x) • Poor workmanship • Lied about deliveries • Stopped answering the phone Result: • Took my frustration to social media • Within minutes I literally warned thousands of people about this company Bathroom Remodel Company © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 14. The Numbers “89% of consumers began doing business with/purchasing from a competitor following a poor customer experience.” © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 15. EVERY TOUCHPOINT IS A WIN OR LOSS © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 16. Case Study 2 Result: • Good • Humorous pre-flight videos • Luggage handling • Held flights for us • In-flight power • In-flight Wi-Fi • Ability to pay for duration of flight Situation: • Bad • Kiosk inconsistencies • Confusing process • Bad Agent • Multiple lines • TSA (partner?) • Double booked seat Delta Airlines © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 17. The Numbers “Only 1% of consumers feel their expectations for a good CX are always met.” Source: 2011 Customer Experience Impact Report© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 18. DO YOU THINK? OR DO YOU KNOW? © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 19. Case Study 3 Result: • Sliced and diced data trying to find the “WHY” • Discovered call center reps were using the site to get pricing • Separated internal and external traffic Situation: • High abandons in shopping cart • Nothing had changed on the site • All other data was trending as expected Telco © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 20. The Numbers 80% of executives think they deliver “excellent” customer experience. Source: Bain & Company Report: “Closing The Delivery Gap”© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 21. The Numbers Only 8% of customers think they deliver “excellent” customer experience. Source: Bain & Company Report: “Closing The Delivery Gap”© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 22. NUMBERS LIE Sir Charles © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 23. Case Study 4 Result: • Had to explain WHY page views went down • Reduced the steps in the checkout! • Increased customer satisfaction • The important metric was conversions increased by 8%! • Who’s getting a raise? Situation: • Web site redesign • Page views was ONE metric on the CMO dashboard • After launch page views went down 60% • CMO started yelling • Who’s getting fired? Telco © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 24. The Numbers 88%of companies surveyed said inaccurate data has a direct impact on the bottom line. 12% say they lost revenue due to bad data. Source: Experian Data Quality - The Data Quality Benchmark Report 2015© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 25. ANALYTICS SETTLE ARGUMENTS © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 26. Case Study 5 Result: • ACTUAL email numbers were analyzed • There were only five email responses • All five were from one customer • We threw a party! Situation: • Email campaign was sent out to 300K customers • Help Desk reports “all these emails” • VPs start yelling • “What are we going to do???” Internet Service Provider © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 27. The Numbers © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute. Source: McKinsey, Datamatics 2013
- 28. The Journey It’s going to be an adventure! © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 29. Steps 1. Explore where is the business now (and what the business is) 2. Envision where the business needs to be 3. Complete a gap analysis 4. Complete an impact analysis and prioritize projects 5. Get to work! © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 30. Tools • There isn’t one silver bullet • Each tool provides a perspective like a kaleidoscope • Think like a physician What hurts the most? • Take an minimum viable product (MVP) approach • Take action and measure the results © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 31. Tool 1: Business Canvas Source: Business Model Generation© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 32. Tool 2: SMART Goals Cascading • Start with Mission | Vision | Values • Define Key Business Objectives (KBOs) • Define Key Performance Indicators (KPIs) • Align the goals across functions Specific | Measurable | Accountable | Realistic | Time-bound © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 33. DON’T • GO CRAZY! • HAVE ANALYSIS PARALYSIS! • HAVE A LIZARD BRAIN! (Seth Godin) © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 34. CX Ecosystem © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 35. Alignment • Trace goals on an end-to-end basis • Goals can’t conflict • Goals need synergy • Everyone has skin in the game • No victims • No witnesses © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 36. Tool 3: Personas • Picture • Demographics (sex, age, income, marital status…) • Technographics (preferences/devices, habits…) • Psychographics (motivators, inhibitors…) • Persuasive strategies (appeal to, focus on…) © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 37. Tool 4: What is a Customer Journey Map? • Customer journey maps allow you to walk in your customers’ shoes by traveling with them as they interact with your company. • When based on sound research, they provide an accurate outside-in view, focusing on desired outcomes from the customer’s perspective. • You’ll see what customer needs are at each interaction, how well you meet them, and where opportunities for improvement lay. Source: Michael Hinshaw, Mcorp Consulting Customer Journey Map © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 38. e3 Acceleration explore envisio n execute Business Model [KBOs | KPIs] Go To Market Model [Customer] Operating Model [Financial] [Operating] Product Lifecycle Model [Renewal] ANALYTICS © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 39. Culture • Everyone must believe it’s their job • ‘Yes and’ thinking (corporate & CX goals) • No excuses (What can be done vs. what can’t) • Time • Money • Resources / Skills • Data • Detractors are cancer and kill CX © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 40. MAKE SURE EVERYONE IN YOUR “BOAT” IS ROWING AND NOT DRILLING HOLES WHEN YOU’RE NOT LOOKING. KNOW YOUR CIRCLES © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 41. Companies Don’t Care About You “Brands don’t care about you… Institutions don’t care about you either. The only people who are able to care about you are people. The question, then, is this institution owned and organized and run by people who will allow the people who work there to care? Generally, the answer is ‘no’, because caring is unpredictable, hard to command and regulate and sometimes expensive in the short run. What a shame.” Source: Seth Godin’s Blog, March 21, 2015© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 42. KEEP IN MIND • CX is not a project, it’s a lifelong endeavor • Silos / politics kill CX • Detractors are cancer • Trust = Speed (Stephen Covey, The Speed of Trust) © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 43. BUSINESSES WITHOUT A CX-CENTRIC APPROACH WILL DIE © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 44. Whew! © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 45. Take Aways The hope of gain. The payback. © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 46. Increased Revenue “86%of consumers will pay up to 25% more for a better customer experience.” Source: Right Now & Harris Interactive, 2011 Customer Experience Impact Report© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 47. Increased Brand Loyalty A study by Forrester shows a strong correlation between customer experience scores and loyalty. © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 48. Reduced Costs Sprint reported a 33%reduction in customer care costs through their customer experience initiatives.’ Source: Harvard Business Review, “The Value of Customer Experience, Quantified”, August 1, 2014© 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute.
- 49. Happy Employees ‘Customer-centric companies provide more meaningful interaction with customers... this leads to more satisfying work which leads to agents staying in their jobs longer’ © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute. Source: Aspect, “Four Reasons Why Proactive Customer Care Means Customer Loyalty”, 2014
- 50. Questions? © 2015 Vizability LLC. All rights reserved. Do not replicate, copy or distribute. Cathy Carlson • ccarlson@vizability.net • LinkedIn – www.linkedin.com/in/cathyca rlson1 • Twitter - @cathycarlson Bruce Barchus • bbarchus@vizability.net • LinkedIn - www.linkedin.com/in/bruceb archus • Twitter - @bbarchus
Hinweis der Redaktion
- Say it with me…WHAT ISN’T MEASURED CAN’T BE IMPROVED It’s doesn’t get much simpler than that… But remember, I said simple…NOT EASY! More on that later
- We have to learn to move from business analytics to customer analytics…customers need to be at the heart of everything you do. I was always amazed at the times when we’d “test” a piece of creative only to do nothing with that knowledge on the next campaign.
- KBO – The big drivers of organizational success Ex: Grow revenue by 30% KPI – Measures used to gauge or compare performance to meeting their overall KBO Ex: Conversion on the web site Revenue vs Cost Savings initiative If your cart is performing at peak --- and to move the needle a little bit will cost more than the incremental increase why would you do it? ESPECIALLY if your customer doesn’t see/feel the improvement? VERSUS doing a self-service initiative that is actually causing pain for the customer? The organization needs to me able to see/understand the biggest opportunities. Where are you putting your budget dollars? Where are you putting your resources? Where are you putting your technology? EXAMPLE; Online bill payment project– I was VERY SURE that a step in the new online billing experience was bad enough to stop the rollout.
- If anyone in today’s highly connected and highly social world doesn’t think the customer has all the power is just dead wrong.
- Don’t lie – set expectations and SAY YOU’RE SORRY! Train your people…the owner came and fixed the mistake of his worker—he was great but I pointed out that the employee was as much his brand as he was. Receptionist lied about delivery which resulted in me taking off work and waiting for them…when all along she knew that the cabinet was sitting at their warehouse in Green Bay. As I waited and waited for them to arrive at their scheduled time I called to find out where they were after each missed arrival time…eventually she just stopped answering the phone. At which point I called the owner directly. He was the one who eventually told me the cabinets were actually in GB.
- 89% of consumers began doing business with/purchasing from a competitor following a poor customer experience.* And in the worse case, your stock price falls—I’m sure everyone remember United Breaks Guitars
- Customer Emotional Bank Accounts need to be managed proactively…like any other relationship, the ideal is that you have far more deposits than withdrawals
- Let’s add up the emotional bank account deposits and withdrawals Luckily I’ve flown with Delta enough to know that the bad day was just that and not a regular occurrence. But... And I still went on on social media to vent. Which resulted in friends pointing out competitors that they were happy with…
- WOW This is both good and bad news…imagine how little it would truly take
- Thought something had to be “fixed” with shopping cart! But we knew our analytics well enough and to know that we hadn’t done anything to change the existing experience no new pricing no new charges Equine site Aging Parents.com
- Why is the key and understanding what the real KBO / KPI of the initiative.
- I understand I take my life into my own hands by saying this in this room. But hey, go big or go home right? We all know that numbers can tell almost any story we want. That’s why normally multiple metrics are important to understand the real picture.
- Now in this case the numbers didn’t actually LIE…BUT one number didn’t tell the whole story. Why is the key and understanding what the real KBO / KPI of the initiative. That being said, I did not do a good job preparing the CMO for the change that was coming. While he knew we were optimizing the shopping cart experience and had seen the new functionality—it didn’t translate into reduced page views. That’s on me. PREPARE your stakeholders for the anticipated change in results. In this case a decline in page views was AWESOME! it’s important to understand if that KPI should be going up or down based on the context of the situation. An increase in page views to your
- Why is the key and understanding what the real KBO / KPI of the initiative. The hidden cost of bad data may be even greater than that 12% lost revenue. Bad data also affects customer service and your overall reputation.
- It’s amazing how simple this is There aren’t many individuals who will argue with cold hard facts. This is why I always ask our clients, “DO YOU KNOW? Or DO YOU THINK YOU KNOW?” Contrary to what I just said, numbers don’t like. That is assuming you’ve agreed on what success is and identified the appropriate KPIs uncovered the WHY, your data is clean
- Numbers take the emotion out of the equation. Now to be clear, email complaints wasn’t OUR only metric to gauge the success of the campaign. We also looked at unsubscribes and actual conversion numbers…and then we threw the party. :D
- [ ] We’ll share some of our favorites.
- [ ] Put your CX analytics to work! Put your operational analytics to work. [ ] Develop a simple example for KBO and KPIs … use publishing clients … KBO (reach new markets / fill product lifecycle) … KPI (research results, personals defined, products defined, impact chart)
- [ ] Real estate prospect: yes, we had every team come up with goals and we ran off … we got a lot of things started but NOTHING done … [ ] Publishing client: the blood drained from their faces … [ ] This takes discipline.
- [1] Telco SLAs got in the way of call center volumes when a campaign drove new business. E.g. consider swapping goals (ref Joe Topinka?) Goal: we want a high volume of emails to capture … we got junk
- [ ] Having a clear understanding of your target market is critical.
- Feelings. Experiences. Thoughts. Emotional bank account. Process. Touch points. Journey Maps help identify how and what gets or prevents customers from moving through the decision making cycle: Aware Educate/confirm Buy Use Lifecycle/service this can be the longest and most important area depending on your business
- [ ] Good to Great … the flywheel [ ] Real estate prospect: yes, we had every team come up with goals and we ran off … we got a lot of things started but NOTHING done … [ ] Publishing client: the blood drained from their faces … [ ] This takes discipline.
- Time, $, resources / skills Data quality It’s too hard That’s the way we do things … It’s the way we’ve always do it … lack of desire to change … I know what a good CX is (but I don’t research) Too much data but not actionable information No data and only hunches No buy-in
- If you don’t deal with culture … you company risks falling into this trap … Disruptors: Digital => Kodak | Netflix => Blockbuster | Amazon => B2C | Digital => print / news / publishers | Uber => taxi companies
- [1] Need to be consistent & continuous [2] Silos interrupt consistency and create politics. Walk around your organization and break down silos. Trust = Speed: think how fast your organization could move if you were 100% together.
- Disruptors: Digital => Kodak | Netflix => Blockbuster | Amazon => B2C | Digital => print / news / publishers | Uber => taxi companies | T-Mobile Without CX, competition will eat your lunch.
- [ ] Real estate prospect: yes, we had every team come up with goals and we ran off … we got a lot of things started but NOTHING done … [ ] Publishing client: the blood drained from their faces … [ ] This takes discipline.