CX: Survival of the Fittest seminar 24th February, London
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To survive and flourish in the new digital world it’s not enough to provide desirable products and services - you have to win the hearts and minds of your audiences and distinguish yourselves from the competition. Whether your customers are members, students, clients, influencers or patients, this seminar will explore the opportunities and challenges in the end-to-end customer journey both online and offline. Cory Hughes (Head of Consultancy) and Tim O'Donnell (Director of Operations) will explain how you can adapt to your audience's changing needs using our CARE model of CX Fitness. CULTURE - Who owns the customer experience in your organisation? Why improving your customer experience, firstly means looking inward. ANALYSIS - What are the key issues and complaints your organisation face? Why understanding and acting on your data can help fix major issues in recruitment, sales and retention. RATIONAL – What product/service are you providing and how do your customers engage with you? Why meeting and exceeding expectations is critical to maintaining loyalty. EMOTIONAL – What makes you stand out from the competition? Why injecting personality into your brand and harnessing your customers ‘emotional mind’ will help create life-long advocates. - See more at: http://www.precedent.com/cxfeb2016#sthash.bsW1xkWZ.dpuf
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CX: Survival of the Fittest seminar 24th February, London
- 1. PRECEDENT LONDON FEBRUARY 2016 HOW DIGITAL CAN WIN BACK COMPETITIVE ADVANTAGE. CX SURVIVAL OF THE FITTEST CORY HUGHES, DIGITAL EXPERIENCE DIRECTOR TIM O’DONNELL, OPERATIONS DIRECTOR
- 2. WHAT IS CX vs UX?
- 7. HIERARCHY OF HUMAN NEEDS: TO THRIVE WE WANT SELF ESTEEM AND SOCIAL ACCEPTANCE TO SURVIVE WE WANT WEALTH, SECURITY AND PHYSICAL WELLBEING
- 12. 26 YEARS 140 EXPERTS IN DESIGN, TECH, STRATEGY & UX 6 LOCATIONS PRECEDENT.COM/CX
- 13. EVERY ORGANISATION STARTS OUT BY MEETING THE NEEDS OF ITS AUDIENCES.
- 14. EVERY ORGANISATION STARTS OUT BY MEETING THE NEEDS OF ITS AUDIENCES. TIME GOES ON. NEEDS EVOLVE.
- 15. OUR CUSTOMERS ARE DISLOYAL. ” T H E P E R C E P T I O N
- 16. OUR CUSTOMERS ARE DISSATISFIED. ” T H E T R U T H
- 17. ✱ They can’t buy easily. So they don’t refer you. ✱ They can’t find their way around. So they write bad reviews. ✱ They feel out of their depth. So they don’t share photos. ✱ They think the quality is poor. So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back. T H E T R U T H
- 18. ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. So they write bad reviews. ✱ They feel out of their depth. So they don’t share photos. ✱ They think the quality is poor. So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back. T H E T R U T H
- 19. ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. ✱ So they write bad reviews. ✱ They feel out of their depth. So they don’t share photos. ✱ They think the quality is poor. So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back. T H E T R U T H
- 20. ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. ✱ So they write bad reviews. ✱ They feel out of their depth. ✱ So they don’t share online. ✱ They think the quality is poor. So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back. T H E T R U T H
- 21. ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. ✱ So they write bad reviews. ✱ They feel out of their depth. ✱ So they don’t share online. ✱ They think the quality is poor. ✱ So they don’t respond to new offers. ✱ They don’t feel valued or listened to. So they never come back. T H E T R U T H
- 22. ✱ They can’t buy easily. ✱ So they don’t refer you. ✱ They can’t find their way around. ✱ So they write bad reviews. ✱ They feel out of their depth. ✱ So they don’t share online. ✱ They think the quality is poor. ✱ So they don’t respond to new offers. ✱ They don’t feel valued or listened to. ✱ So they never come back. T H E T R U T H
- 23. OUR CUSTOMERS ARE DISSATISFIED. OUR BUSINESS IS AT RISK. T H E T R U T H
- 24. HOW DO YOU ADAPT TO YOUR CUSTOMERS’ NEEDS?
- 26. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOU VALUE YOUR AUDIENCES.
- 27. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOU GATHER FEEDBACK AND REACT.
- 28. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOUR CORE OFFER STACKS UP TO THE REST.
- 29. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOU ELEVATE AND DELIGHT YOUR AUDIENCES.
- 30. HOW FIT ARE YOU TO SURVIVE CHANGE?
- 31. RATING YOUR CX FITNESS LEVEL: ENDANGERED CONTENDER CHAMPIONEXPOSED
- 32. RATING YOUR CX FITNESS LEVEL: ENDANGERED CONTENDER CHAMPIONEXPOSED
- 33. HOW TO CAREWITH DIGITAL PART ONE
- 34. IF YOU’RE ENDANGERED, START WITH: CULTUREHOW YOU VALUE AYOUR AUDIENCES. C A R E
- 35. IF YOU’RE ENDANGERED, START WITH: CULTUREHOW YOU VALUE YOUR AUDIENCES. C A R E
- 36. “ To provide our customers with the most convenient access to media entertainment.” W H Y D O Y O U E X I S T ?
- 40. $29.5M TO $71M
- 41. “ To let people belong anywhere.” W H Y D O Y O U E X I S T ?
- 44. $25.5 BILLION
- 45. “We look after doctors so they can look after you.” W H Y D O Y O U E X I S T ?
- 47. IF YOU’RE ENDANGERED, START WITH: CULTURE C A R E ✱ Include CX in your strategic plan. ✱ Use metrics to inform management decisions. ✱ Tie staff appraisals to CX targets. ✱ Invest in ways to solve CX issues.
- 48. ENDANGERED? NEXT STEPS TO FIX: CULTURE C A R E 1. Business case: Audit & competitor benchmark 2. Vision & Roadmap: Senior leader strategic session 3. UX & Design: Test variations, fix critical journeys 4. Prototype new features: Build, deploy, test, enhance
- 49. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOU GATHER FEEDBACK AND REACT.
- 50. IF YOU’RE EXPOSED, START WITH: ANALYSISHOW YOU GATHER FEEDBACK AND REACT. C A R E
- 51. IF YOU’RE EXPOSED, START WITH: ANALYSISHOW YOU GATHER FEEDBACK AND REACT. C A R E
- 54. $1 BILLION IN 17 MINS
- 59. €3,5K SET-UP = €80K SALES PER WEEK
- 62. 7% SALES INCREASE WITH YOUNG ADULTS
- 63. IF YOU’RE EXPOSED, START WITH: ANALYSIS C A R E ✱ Engage users to understand changing needs. ✱ Collate touch point data into a Single Customer View. ✱ Compare past behaviour to current, for trends. ✱ Check marketing matches actual experiences and monitor its effectiveness.
- 64. EXPOSED? NEXT STEPS TO FIX: ANALYSIS C A R E 1. Data & insight strategy: Prioritisation and IT roadmap 2. Audience testing: Guerrilla, group & 1-on-1 3. Goal tracking & reviews: Metrics, tools & brainstorms 4. Social tests: Uncover opps & trial new features
- 65. HOW TO CAREWITH DIGITAL PART TWO
- 66. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOUR CORE OFFER STACKS UP TO THE REST.
- 67. IF YOU’RE A CONTENDER, TACKLE THE: RATIONALHOW YOUR CORE OFFER STACKS UP TO THE COMPETITION. C A R E
- 68. IF YOU’RE A CONTENDER, TACKLE THE: RATIONALHOW YOUR CORE OFFER STACKS UP TO THE COMPETITION. C A R E
- 78. IF YOU’RE A CONTENDER, TACKLE THE: RATIONAL C A R E ✱ Products and services deliver to current core needs. ✱ End to end processes are efficient. ✱ Prices are fair and quality is high. ✱ It’s easy to transact at every possible touchpoint.
- 79. CONTENDER? NEXT STEPS TO FIX: RATIONAL C A R E 1. Build a new website: Transactional not informational 2. New mobile offering: Solve real-world problems 3. New social offering: Functionality or service 4. Innovate the offering: Brand new digital services
- 80. CULTURE ANALYSIS RATIONAL EMOTIONAL HOW YOU ELEVATE AND DELIGHT YOUR AUDIENCES.
- 81. IF YOU’RE A CHAMPION, HARNESS THE: EMOTIONALHOW YOUR ELEVATE AND DELIGHT YOUR AUDIENCES. C A R E
- 82. IF YOU’RE A CHAMPION, HARNESS THE: EMOTIONALHOW YOU ELEVATE AND DELIGHT YOUR AUDIENCES. C A R E
- 83. “ To be the most magical place on earth.” W H Y D O Y O U E X I S T ?
- 84. 84
- 87. “ We’re our customers’ guide to the digital world. We help them make the most of technology and show them how it can improve their lives.” W H Y D O Y O U E X I S T ?
- 88. SEE WHAT YOU CAN DO
- 93. “ To win the fight against heart disease.” W H Y D O Y O U E X I S T ?
- 99. 277% INCREASE IN ONLINE DONATIONS
- 100. 40% INCREASE IN F&E DONATIONS = £1M
- 101. 74% INCREASE IN EVENT REGISTRATIONS
- 102. 25% INCREASE IN HEART MATTERS SIGN-UPS
- 103. IF YOU’RE A CHAMPION, HARNESS THE: EMOTIONAL C A R E ✱ Interactions elevate the customer socially. ✱ Customers personally identify with the brand and go out of their way to recommend. ✱ Success in life is increased by continued interactions. ✱ Customers feel listened to, appreciated and valued.
- 104. CHAMPION? NEXT STEPS TO BOOST: EMOTIONAL 1. Content strategy: User focused & goal driven 2. Campaigns & features: Digital-only & multichannel 3. New tech integration: Beacons, wearables, etc. 4. Communities & loyalty: Programmes for ambassadors C A R E
- 105. BUT WHAT DOES IT ALL MEAN?
- 108. RATING YOUR CX FITNESS LEVEL: ENDANGERED CONTENDER CHAMPIONEXPOSED
- 109. EVERY ORGANISATION STARTS OUT BY MEETING THE NEEDS OF ITS AUDIENCES. TIME GOES ON. NEEDS EVOLVE.
- 110. HIERARCHY OF HUMAN NEEDS: TO THRIVE WE WANT SELF ESTEEM AND SOCIAL ACCEPTANCE TO SURVIVE WE WANT WEALTH, SECURITY AND PHYSICAL WELLBEING
- 111. WHY DO YOU EXIST?
- 114. @precedentcomms #precsem DIGITAL STRATEGY WEBSITES, TABLET & MOBILE DIGITAL TRANSFORMATION PRECEDENT.COM/CX
- 115. 26 YEARS 140 EXPERTS IN DESIGN, TECH, STRATEGY & UX 6 LOCATIONS PRECEDENT.COM/CX
Hinweis der Redaktion
- The term “User Experience” has been around for quite a while. It simply refers to the experience a user will have on your website. But your website is just a small part of the wider experience people have with you as an organisation. They’re experiencing different types of interactions with you – perhaps they use your mobile apps and your websites. They visit you in person, write to you or call you on the telephone. They follow you on Twitter or Facebook, and attend your events. Your customer won’t make a distinction between physical and digital interactions, so neither should you. It’s our job to make sure our customers have the same great experience regardless of the channel they happen to be using at the time.
- Be successful Be the best we cab be Achieve ambitions Leave our mark on the world
- or just biology accident of evolution Programmed by genes to survive and die Combination of both
- Mazslows hierarchy – 5 key things Boils down to 2 things – survive and thrive
- But what does this mean for CX? Multiple drivers and motivation we need to think about
- Question then becomes why do you – as an organisation – exist? Easiest way = look at mission statement
- This is the reason Precedent exist This is our why
- In 1989 HOW delivered it = CD Roms in our studio in Shoreditch
- Fastforward 26 years And HOW has changed drastically Whole host of digital services – more complex
- Instead of 1 office… Our WHY hasn’t changed But our HOW has adapted to clients and landscape
- Something we hear a lot Or variations of - members not renewing - new to replace old - students are fickle - too easy for supporters to move on
- Their experience has not been satisfactory It has not made them feel good enough Choice is prevalent Loyalty is hard fought for Easier to create a critic than an advocate
- Reasons for dissatisfaction are myriad One thing is certain They will remember how they feel And act on it And in the age of the internet… Not only lost 1 customer – but potentially 100s
- But what can you do in a rapidly changing marketplace? Where the Internet is constantly evolving customer needs and expectations How do you understand those needs and respond to them?
- Master the organisational level CULTURE: is the importance of the customers experience within your organisation and how the customer is valued internally ANALYSIS is how CX is measured and analysed – and critically – how this information is used to provide better customer experiences Master experiential RATIONAL is how your org meets the basic needs of your customers – beating competitors, keeping promises and making services easy to use. EMOTIONAL is how your organisation transcends those rational needs, designing your services to delight and exceed expectations - create loyal advocates - CARE model - first need to understand where you sit or how fit you are to survive
- CULTURE: is the importance of the customers experience within your organisation and how the customer is valued internally
- ANALYSIS is how CX is measured and analysed – and critically – how this information is used to provide better customer experiences
- RATIONAL is how your org meets the basic needs of your customers – beating competitors, keeping promises and making services easy to use.
- EMOTIONAL is how your organisation transcends those rational needs, designing your services to delight and exceed expectations
- No. 1 thing to look at How serious you are and how you value your customers A culture champion: - CX at the heart - senior and strategic buy-in - embedded with staff day to day It is only by valuing preferences, needs and motivations that you can act on them Internet is changing the face of customer expectations Never been more important Let’s look at an example
- lung rigidly to retail model In face of changing entertainment industry Transformed by the internet Failed to listen to changing prefs, to value CX, to deliver to their brand promise Result? Total annihilation by Netflix Total antithesis to Blockbuster – Netflix constantly change and adapt Mail order dvds Recognised advent of streaming media online Customers preferred online Created online subscription model
- Hugely successful But didn’t stop there Listened and learned to create new content – exclusive experience But they didn’t stop there Recognised disrupted experience by waiting Sit on the sofa with a bag of doritos watching 24 Binge watching Released series in one go Result? 150 million new subscribers Cut titles and raised subscription fees Didn’t lose customers Now THAT’s what you call valuing the customer experience and reaping the rewards
- Online intermediary “to let people belong anywhere” Recognise what customers want from a holiday Make a connection Discover secrets By recognising motivation air bnb did a brave thing They stepped OUT of CX
- Let hosts take over Recommendations for every property Hidden gems off beaten tourist track Understood customer have faith in social media Believe in real people Haven’t allowed social media to disrupt Probably decreased overheads and let hosts do the hard work Biggest sellers of accommodation online despite not owning a single property
- $1.5 billion in private funding from hedge funds, mutual funds and private investors for a valuation of $25.5 billion, making it worth more than some of the largest hotel chains.
- Can’t all be Netflix Be prepared to change BMA – strategy and complex technical platform Unexpected need – secure social networking Listened and implemented We look after doctors so they can look after you
- ANALYSIS is how CX is measured and analysed – and critically – how this information is used to provide better customer experiences
- Client – website and mobile app More people spending money whilst using a tablet Tablets new Puzzled How and WHEN people use a tablet – more relaxed so spend more money Tablet app Mobile = practicalities Tablet – based around browsing, value added info and promotion of upsells and add ons
- The way in which you collect data is also critical Coke recognised with new content strategy in 2011 Had high detailed structured market research – qual, quant, 1- 10 Amassed huge data that confirmed or denied what they were already doing But didn’t give them any real insight – new ways to improve They weren’t really listening Better balance Invested more in real time conversational testing Less sterile market research “iterative evolution of content” Result = complete revamp of their strategy
- No longer hear buy the world a coke Now more familiar with iconic named bottles New approach tapped into minds of cosumers Identified ways to evolve Opened up social media ad concept pf sharing – literally and online Latest campaign takes this further with kissing bottles Brand concept supercedes product itself 7% increase in market share with young adults Not bad for seller of fizzy sugar water
- Result – 7% increase reversed a decade long decline combat concerns over obesity and artificial sweeteners all by changing how they listened to their customers
- RATIONAL is how your org meets the basic needs of your customers – beating competitors, keeping promises and making services easy to use.
- Covered internal mastery What about experiential Start with the basics – how do you meet basic needs? An org who has mastered rational: - best service at right price and quality - critically makes the experience as easy and seamless as possible Best ways to illustrate is with tomato ketchup
- Glass bottle – iconic Hard to use Shaking and bashing – tiny dollop or blast Launched squeezy bottle Experience transformed No more waiting Handy upside down storage – instant results Best thing? – use more ketchup But rational not just relevant to consumer products..
- Glass bottle – iconic Hard to use Shaking and bashing – tiny dollop or blast Launched squeezy bottle Experience transformed No more waiting Handy upside down storage – instant results Best thing? – use more ketchup But rational not just relevant to consumer products..
- Glass bottle – iconic Hard to use Shaking and bashing – tiny dollop or blast Launched squeezy bottle Experience transformed No more waiting Handy upside down storage – instant results Best thing? – use more ketchup But rational not just relevant to consumer products..
- Wearables already showing uses I healthcare BP – used them to enable employee to reduce health insurance And you can start to see how these will integrate with systems such as Patients know best in future BUT main reason to consider emotional = get it right you can make REAL difference
- Prove relevance – e.g. from insurance sector Asked us to make buying insurance easier online We said – have you thought about a mobile app? They said “it will never work” We said – “why not?” And they said “the forms are too long and we need the questions to tailor price” But we dug into it Turns out difference in price is minimal Not like car or house insurance It’s a one off cost, not as expensive, often forgotten Treated differently Shorter form for people in a hurry – willing to sacrifice 2 weeks of launch mobile sales outstripped revenue generated onlin
- EMOTIONAL is how your organisation transcends those rational needs, designing your services to delight and exceed expectations
- Panacea – making an emotional connection and creating advocates Hardest to achieve Emotionally mature orgs: - will have a set of customers who identify with your org and brand - who are happy to recommend - who feel valued as individuals - who believe you will deiver on your promises. Couple of examples but realise I have a third
- $1 billion developing the Disney magicband Takes experience to another level Does everything you might expect - access rides - shuttle - hotel doors - cash free zone Comes into it’s own with what ELSE it enables you to do It enables your magical experience to start when you book Once in a lifetime experience
- Box with names Your choice of design and colour Online planning experience tailored to reduce time A friction free experience Remove stress and hassle to concentrate on the magic Replaced all paper based admin – staff concentrate on you Snow white can find you
- Hosts greet you by name Food ready by pre-ordered app Magically arrives without a table number Started with an org who valued cust exp and wanted to iron out pain points- all of them Built into culture Use dtae to continually improve Seamless and easy experience that truly is designed to delight
- . Furniture & Electrical collections requests were again over 20,000 for the month of March up 40% on March 2014 and representing roughly £1 million to the BHF. . Event registrations were up 74% this month on the same month last year. . Heart Matters sign-ups were up 25%.
- . Furniture & Electrical collections requests were again over 20,000 for the month of March up 40% on March 2014 and representing roughly £1 million to the BHF. . Event registrations were up 74% this month on the same month last year. . Heart Matters sign-ups were up 25%.
- . Furniture & Electrical collections requests were again over 20,000 for the month of March up 40% on March 2014 and representing roughly £1 million to the BHF. . Event registrations were up 74% this month on the same month last year. . Heart Matters sign-ups were up 25%.