Curriculum Highlights: The data set that truly drives the customer experience starts with understanding the customer’s desires, needs, challenges and decision-making drivers. Do you need big data to capture these insights? Maybe. Maybe not. During this session, you’ll gain insight into the customer experience data that really matters and how it can be leveraged to improve the customer buying process and journey. You’ll also learn about research techniques that can be used to capture an accurate Voice-of-theCustomer (VOC) and how the insights will help you create a differentiated customer experience. Learning Objective: Participants will leave with a deeper understanding of the customer research methods and data they need to create a more engaging and compelling customer experience.

1. April 28, 2016

2. The customer experience has become the competitive battleground for
business. By delivering a consistent, memorable experience, companies can
create a competitive advantage that increases customer engagement,
conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer
experience — from HR to finance, operations, sales, marketing, customer
service, even general employee connections and interactions. As a result,
ownership and management of the entire customer experience has been
elusive. That is rapidly changing. Over the next three-to-five years, 75 percent
of marketers say they will be responsible for the end-to-end customer
experience.
This series will provide CMOs and business executives with a deeper
understanding of the strategies and tactics required to deliver a superior
end-to-end customer experience.
/ About the series

3. / Upcoming sessions: May - July

4. / Upcoming sessions: August - October

5. / Upcoming sessions: November - December
Download the complete curriculum guide and
register for the entire series:
www.cmoeducationseries.com

6. The March session discussed
the CMO and marketing’s role
in the customer experience.
We focused on the context and understanding
it takes to make material changes to the role
marketing plays throughout the customer
experience.

7. How customers interact with your
company has fundamentally changed.
This changes the customer experience.

8. Customer Experience is
redefining the role of
marketing and the CMO.
Employees & Partners
Influence on Experience
Culture
Drives
Experience
Consistency &
Continuity are
King
Customer Data
and Insights
“Always On”
Purpose vs.
Profits
=
+
+
+ BUT HOW?
“CMOs should step forward and take responsibility for turning the enterprise toward
the customer. This means taking on a more significant role on the executive team …
it also begs CMOs to lead innovation processes in the organization … the CMO has to
create a more engaged customer relationship … only CMOs who rethink their
approach to marketing operations will pull it off.”
~ Forrester Research

9. "To become the ‘general manager’ of the overall
customer experience — to launch and drive a
market-oriented management of customer
engagement — means most CMOs will need to
acquire new skills. Many marketing chiefs may
not be ready for this transformation as it requires
not only a change in their own competencies and
responsibilities, but also changes in their mindset
and the mindset of the whole organization."
~ Constellation Research
/ Change creates opportunity
IMPLICATION
Fundamental changes in
marketing skills, staffing
models and operating
procedures are required.
Changing executive perception
will also be critical.

10. What a successful model looks like
STRATEGY
/ STRUCTURE
SYSTEMS STORY
/
/ /
Customer
Connectivity
Culture
Formally document the
strategic intent,
responsibilities and goals for
marketing’s role in the
customer experience. Then
secure appropriate ownership
within the organization.
Identify and connect data,
systems and processes that
are crucial for delivering a
cohesive and consistent
customer journey.
Align marketing operations
(roles, responsibilities,
processes) with the customer
journey; integrate processes
across customer-facing areas of
the business; and initiate
sustained culture development
programs required to deliver a
connected and compelling
experience.
Develop and drive consistent
utilization of a customer-centric
Messaging Platform inside and
outside of the organization that
aligns corporate Strategy, Vision,
Mission, Values, Purpose,
Promise and Core Value
Messages.

11. Capturing Customer Data
and Insights that Elevate the
Customer Experience
Learning Objective:
Participants will leave with a deeper
understanding of the customer research
methods and data they need to create a
more engaging and compelling customer
experience.

12. Cinnamon Perryman
Engagement Director, OnMessage
Strategic consulting firm, specializing in messaging
development and delivery throughout the customer experience.
1,000+
Customer
Research Hours
DOZENS
OnMessage Strategic
Messaging Engagements
20+ Years
Strategic
Consulting
Leading
Brands
Expertise and Experience
/ Customer research
and analysis
/ Corporate messaging
strategy and execution
/ Internal communication
strategy development
/ Go-to-market
strategic planning

13. What percentage of your customers
are emotionally or psychologically
attached to your organization?

14. Only 29 percent of B2B customers
are fully engaged — psychologically
attached to the companies with
whom they do business.
B2B companies are at risk of losing
more than 71 percent of their
customer base.
~ Guide to Customer Centricity:
Analytics and Advice for B2B Leaders,
Gallup
This is true in every
type of company —
from manufacturing
to pharmaceuticals
to law firms.

15. Give them what they want.
How can I emotionally or psychologically engage them?
“60 percent of B2B
customers do not
believe their problems
were resolved.”
~Guide to Customer Centricity:
Analytics and Advice for B2B Leaders, Gallup
But how do I know
what they want?

16. Today’s topic can become quickly
overwhelming if not anchored.
Customer insights will enable you to focus on what matters.
=
=
=
Focus on data to
help understand a
customer’s desires,
needs and challenges
Leverage customer
data to specifically
improve the
customer
experience
Create a more
engaging and
compelling customer
experience with
customer data
/ Identification / Organization / Activation
So, we will focus our conversation on …

17. Complexity paralyses
A course of action is never
defined. The customer
experience is never started.
Uncertainty of the
best approach for
capturing and using
customer data
Fear about how to
formalize a customer
experience strategy
Anxiety over all the
things not known
Overwhelmed by the
enormity of the task
Never-ending questions.
No action.
Customer experience
opportunity is not realized.

18. Simplicity empowers
Steve Jobs built an entire career with
focus and clarity.
/ Eliminate the noise
/ Simplify
/ Focus on what matters to the
customer

19. Create a differentiated
customer experience
“The secret of getting ahead is getting started.”
~Mark Twain
“the experience” “ then act”
Focus on what matters to the customer: Gather essential customer insights:

20. / Inform organizational strategy
/ Drive strategic initiatives and investments
/ Improve customer acquisition, retention and advocacy
/ Generate and sustain organic growth
Benefits abound
The benefits of customer insights cannot be overstated. Customer insights:

21. It is the CMO’s job
The CMO owns customer perception.
Forrester Research says the customer
experience is simply defined as:
“How customers perceive their
interactions with your company.”
That is why CMOs must own the
customer experience…
And it starts with gathering customer
insights that will turn the customer
experience into a competitive
advantage.

22. Since the customer experience is defined as:
“How customers perceive their interactions with your company.”
Insights that matter
/ Customers
Who are your
(valued)
customers?
/ Perceptions
What are their
overall experience
expectations?
/ Interactions
Where does their
journey begin?
What are the
critical interactions
along the way?
Your data collection model should be anchored in three things…

23. / Demographically
Easiest to find and
explain, not as
powerful
Who are my (high-value) customers?/ Customers
/ Behaviorally
Tells what
happens;
but not why
/ Attitudinally
Strongest
options;
but difficult to
explain
or act upon

24. Let’s start here…
Not all customers are created equal.

25. Customer Segments relevant to your industry (Organizations)
- Strategic Segment: Strategic business alignment, high growth opportunity
- Opportunity Segment: Low market penetration, significant growth opportunity
- Mature Segment: Low growth opportunity but high market penetration
Target Customer / Influencer within each Customer Segment (Functional Role)
- High-Performing Relationships: Loyal and profitable
- Stagnant Relationships: Somewhat content and low maintenance
- Struggling Relationships: Low reliability and higher maintenance
Personas for customers within the Customer Journey (Mindsets / Motivators)
- Don’t assume the persona work done for sales or content will cover this.
- It is likely customers involved in the post purchase and repeat purchase phases of
the customer journey have not been represented in past personas activities.
Segmentation work is required.

26. Conduct formal research
Now that you know who they are,
you must understand the critical
interactions they have with your
company.
Look for commonalities and differences
within each customer persona:
Who they are.
How they think.
What motivates them.

27. / When
At what points in the
journey do customers
interact with my
company?
What does my customer’s journey look like?/ Interactions
/ Where
Where (locations) do
these interactions take
place?
/ How
What methods, processes
are used to facilitate the
interaction?
/ Why
What is their desired
outcome in each critical
interaction?

28. Creating a journey map
What you need to know …
When do my customers interact with my company?
Where do they interact with my company — online / offline / in-person?
How do they interact with my company — social media / partners / others?
Why do they interact with my company?
Remember …
Complexity Level:
High, but do not
overcomplicate the process
or the deliverable
Execution:
Dedicated resources
Insights:
Immediate visibility only —
not the strategy
Deliverable:
An actual customer journey
map

29. When
Start by defining the
major and repeatable
phases of your
customer’s journey.
Each phase should have a timeframe attached to the activity. These touch
points, and the time you have to make a significant impact, will play a critical
role in helping you formulate your overall customer experience strategy.
At what points in the journey do they interact with my company?

30. Online locations Offline locations
Where (locations) do these interactions take place?
Each location provides visibility to critical technologies, business
functional areas and stakeholders that play a role in the customer journey.
Where
Social
Media
Live
Chat
e-Commerce
Software
Interaction
Online
Support YouTube
Sales /
Marketing
C-Suite Customer
Service
Purchasing
Technical
Support
Professional
Services
Corporate
Website

31. How
The goal?
To align these insights and
discover the customer’s desired
outcome in each interaction…
the Why.
We know when and
where, but what
does it look like?
What methods or processes are used to facilitate the interaction?
For example, during selection and purchase of the customer
journey, the customer is engaged with the sales team. Is that
interaction:
/ Face-to-face?
/ Email?
/ Webinars?
/ Online product demonstration?
This helps to analyze and assess the quality of the content
and messages used to facilitate the interactions.

32. Why
To get this information requires primary research, preferably through
interviews, clustered by customer segment, target customer and
influencers identification already completed.
What is their desired outcome in each critical interaction?
What is the customer trying to achieve within each interaction?
- Get an answer - Solve a problem
- Conduct transactions - Validate buying decision
What is emotion do we WANT them to leave with professionally? Personally?
- Trusting - Confident
- Advocate - Incomplete
What is their mental state within each interaction professionally? Personally?
Positive Negative Neutral
Assumptions are
dangerous.
Don’t assume you
know the answers.
Don’t accept what
sales or customer
service tells you.
You not only need to
capture customers’
answers, but also the
essence of what they
desire.

33. How
e-Commerce
Software
Where
Online
Activate your insights
Here is a picture of a specific “interaction” that is critical in
the customer journey:
When
Purchase
Phase
HowWhy
Fast, Painless
Ordering

34. Customer intent:
/ Get in and out of the system as quickly
as possible.
Customer challenge:
/ It is not quick. Customers leave feeling
negative, under-valued and questioning
your company’s capabilities.
Customer insight:
/ You can now justify a significant
improvement activity within the
customer experience.
You now know:
STRATEGIC ACTIONS YOU CAN TAKE:
— Change the way you position your
e-Commerce software in the sales process
— Improve the user experience of the
e-Commerce software by removing complexity
— Improve the e-Commerce software experience
and develop messaging to support “smarter,”
faster systems intentionally designed for
quick service

35. / People
Familiar vs. Professional
What are their experience expectations?/ Perceptions
/ Products
Emotion vs. Price
/ Processes
Interpersonal vs. Independent

36. Perceptions
What customers expect from the people, products / services and
processes are foundational.
It is critical to not only
understand what customers
expect from individual
interactions, but to
understand what they expect
from their relationship with
your company.
This is the customer’s
“experience expectation.”
People ProcessesProducts / Services
What do customers expect
from your people?
/ Smart?
/ Efficient?
/ Helpful?
/ Professional?
What creates a positive
experience when a
customer engages?
/ Efficiencies?
/ Account manager
contact?
/ Order processing
transparency?
What creates a positive
product experience?
/ Ease of use?
/ Incremental ROI?
/ Productivity
improvements?
/ Access to
assistance?
/ Competitive
advantage?
“How customers perceive
their interactions with
your company.”
~ Forrester Research

37. Instead…Developing a customer
experience strategy
can be daunting.
It can turn into a never-ending
data gathering process.
(Stop it : )
Search for answers to
critical, strategic questions
that will lead to action.
Execute actions that will
materially impact the
customer experience.

38. In summary
/ Identification / Organization / Activation
Clearly identify
and understand
your high-value”
customers
Determine the critical
interaction phases
Confirm the desired
outcome from each
critical interaction
Establish what
customers expect from
your organization
Execute a customer
experience strategy to
fulfill customer
expectations

39. Thank you for coming.
Please complete your “Feedback Form” before you leave.
“A Guide to Customer
Centricity: Analytics
and Advice for B2B
Leaders.”
“How to identify, capture and
activate the customer insights
you need to get your customer
experience strategy off the
ground.”
As you leave, please pick up these valuable resources and educational materials:

40. Questions?

41. Next Session
May 24
Gleneagles Country Club
Plano, TX
Topic:
Corporate Messaging as a
Competitive Advantage in
the Customer Experience

42. About the sponsor.
OnMessage is a strategic consulting firm with 15 years of
experience executing corporate messaging development and
infusion initiatives that enable B2B companies to deliver a
clear, compelling and consistent message throughout the
customer experience. Our Messaging Development and
Infusion™ Methodology aligns and activates your entire
organization around a unified corporate story that increases
customer acquisition, retention and loyalty.
www.itsonmessage.com