7. a g o o d p l a c e to sta r t âŠ
ï±
ï±
ï±
ï±
ï±
the industrial revolution kind of screwed us upâŠ
unique products or services are unicornsâŠ
we are incapable of explaining whyâŠ
client, customer & consumer are not the sameâŠ
emotions are basic: so get back to basicsâŠ
17. a s fo r c h a n n e l ?
unique?
âŠnot sustainably
soâŠ
18. d o n â t g et i t w r o n g : n e e d p X a n d s X
does it do what itâs
supposed to do?
product
can I access it when,
and how I want?
service
does it connect to values,
emotions, desires?
life
22. fe a t u r e s v s . b e n e f i t s : a b a n k i n g exa m p l e .
feature isâŠ
ï± mortgage
ï± school
ï± car
@ 2.99, fixed term
loan @ variable rate
loan with PPI
ï± credit
card with loyalty points plan
benefit isâŠ
ï±a
home.
ï± to
learn.
ï± transport.
ï± to
buy the iPad 3.
ï± small
business loan with an LofC
ï± to
follow a dream.
ï± RRSP
with matched contributions
ï± to
retire.
ï± to
help my kids go to school.
ï± to
travel the world.
ï± equities
ï± loan
& bonds via online portal
via an e-application
what we believe are experiences.
what are really experiences.
23. t h e c u sto m e r d i d n â t k n o w t h e y w a nte d âŠ
I LOVE THIS
THING!!!
26. sta r t s w i t h r et h i n k i n g o u r t h i n k i n g .
27. âAsking people why they choose you over another may provide
wonderful evidence of how they have rationalized the decisions,
but it does not shed much light on the true motivation for the
decision.
Itâs not that people donât know, itâs that they have trouble
explaining why they do what they do.
Decision- making and the ability to explain those decisions exist
in different parts of the brain.â
~ Simon Sinek, Start With Why.
28. k i n g sto n h o s p i ta l d i d i t âŠ
ï± little
attention to patients views on running
ï± 4,000
ï±
employees, 400+ staff
ï± horror
storiesâŠ
ï±
ï±
ï±
patient & family centred care
ïŒ former patients & family
ïŒ directly engage with leadership
ïŒ all major decisions
34% hand washing rate, now at 97% +
about themâŠ
Waiting time visits:
ï± believed uncomfortable waiting room
ï± actual issue: waiting at all!
ï± analysis needed on why so long?
ï± poor time management systems
ï± double bookings
38. ⊠a n d fo r t h e l e f t - b r a i n e r s âŠ
39. ⊠t h e r e âs a f i n a n c i a l b u s i n e s s c a s e to o âŠ
40. p r o f i t & p u r p o s e a r e i nte r d e p e n d e nt .
Based on 10 years of empirical research involving 50,000 brands, Millward Brown
and Jim Stengel developed the list of the worldâs 50 fastest growing brands which built
the deepest relationships with customers and achieved the greatest financial growth
from 2001-2011. The study, which forms the backbone of GROW: How Ideals Power
Growth and Profit at the Worldâs Greatest Companies (Crown Business; December 27,
2011), establishes a cause and effect relationship between a brandâs ability to
serve a higher purpose and its financial performance. Notably, investment in
these companies â the Stengel 50 â over the past decade would have been 400% more
profitable than an investment in the S&P 500.
42. t h e d i s co n n e c t b et w e e n p r o m i s e & d e l i v e r y
% Of CIOs And CMOs Who Listed Each Concern Among Their Top Five Priorities
54%
51%
43%
44%
30%
24%
Gaining Better Customer Insights
Getting Smarter About Using Social Media
And Digital Marketing Tech
CIOs
CMOs
Increasing The Use of Social Media
Monitoring And Response Tools
Source: Accenture, The CIO-CMO Disconnect, 2013
43. m a r ket i n g d o e s n o t l e a d c r m ? ? ?
% Of Respondents Who Affirmed Marketing Ownership Of Activity
76%
71%
73%
Feb-11
Feb-12
Feb-13
56%
53%
53%
41%
41%
38%
22%
Social Media
Lead Generation
CRM
24%
21%
Customer Service
Source: The CMO Survey, Highlights and Insights 2013
46. 3 c âs ⊠n o t h o s e o n e âs
Company
Competitor
Customer
Customer
Client
Consumer
47. s e m a nt i c s
ï±
ï±
ï±
A customer is the entity you directly exchange goods & services
with, for payment of some kindâŠ
while a consumer is the user of your goods & services and receive
benefit from them and,
a client is the entity with whom you develop a long term
relationship, that is not always characterized by a purchase.
49. ⊠sta r t s w i t h ( s u r p r i s e ) p e o p l e âŠ
⊠customer experience happensâŠ
⊠with the employeeâŠ
50. âIf you want your employees to drive
loyalty, youâve got to give them the
wheelâŠâ
(Bryan Pearson, CEO LoyaltyONE)
51.
52. âIf
you
create
an
environment where the
people truly participate, you
donât need control. They
know what needs to be
done and they do it. And the
more that people will devote
themselves to your cause on
a voluntary basis, a willing
basis, the fewer hierarchies
and control mechanisms you
need.â
53. co m m a n d & co nt r o l : R I P
Boss
Assistant
Subordinate
Subordinate
Subordinate
release
57. w h a t i s t h e b u s i n e s s m o d e l g e n e r a to r ?
58. t h e c a nv a s . y e a h . i t âs . t h a t . s i m p l e .
Who are your key
vendors, suppliers, agen
cies?
What shouldnât you be
doing?
What should you be?
What's the critical
path?
Why should I (the
customer) come to you?
note: may have multiple
customers, clients, cons
umers.
donât try for unique.
make it authentic.
To be the best, what
would need to be true?
What must we have?
What do we need?
What can we live
without?
Volume or
personalized?
Margin or service?
Transactional 0r
repetitive?
Segmented? Mass?
Multi- brand?
Geographic? Socioeconomical? Immediate
return or long term
value?
Volume or
personalized?
Margin or service?
Transactional 0r
repetitive?
Whatâs our income now?
Whatâs the split?
What do we want it to be?
Which streams are going to
dry up, and are we ready?
64. a g o o d p l a c e to e n d âŠ
ï±
ï±
ï±
ï±
ï±
the industrial revolution kind of screwed us upâŠ
unique products or services are unicornsâŠ
we are incapable of explaining whyâŠ
client, customer & consumer are not the sameâŠ
emotions are basic: so get back to basicsâŠ
66. p a r t i n g t h o u g ht s âŠ
ï±
ï±
ï±
ï±
ï±
changing the mindset is step oneâŠ
get back to basics: would you care abut what you are doing?
leverage the tools, but do not idolize them⊠they are only tools.
put a stake in the ground and stick to it⊠but donât flaunt it.
be authentic (donât say you are).
67. t h e v a l u e o f t h e c u sto m e r.
âA customer is the most important
visitor on our premises. He is not
dependent on us. We are dependent
on him. He is not an interruption in
our work. He is the purpose of it. He
is not an outsider in our business. He
is part of it. We are not doing him a
favor by serving him. He is doing us a
favor by giving us an opportunity to
do so.â
68.
69. Presented to: Incorporated Guild for Intelligence -Based Commerce
D a t e : M o n d a y, D e c e m b e r 9 th, 2 0 1 3
Hinweis der Redaktion
cause if it did, we wouldnât be hereâŠfact is, what used to work⊠doesnât work⊠if you are after customer experienceâŠwhy? customer experience is more than product or service.But letâs hold up for a moment.I have a question for you?
everything is a derivative of the value derived here⊠the development of a commodity to a (customer) experience yields numerous service, product development, consulting opportunities, thus creating secondary value in the support industries for the ultimate goal of consumption.basically: if no one uses it, donât bother making it.
The industrial revolution did amazing things for society:supported the development of middle classbrought basic services, such as water, affordable housing, balanced diet to a new segment of populationbroke the nobleman- peasant phenomenonbecame foundation for innovation at a scalable levelDid this by breakdown the manufacturing process into itâs most quantum of steps, allowing optimized production, lowering costs, enhancing quality, and (dramatically) increasing output.The increased supply, in the most basic of economic principles, brought prices down, and those made them affordable to more of the populous.In doing so, job creation was a by- product, increasing the income of many more people, and creating a manufacturing- consumer relationship that exists today: you produce it, weâll buy it. produce more with the money we paid you. repeat.
supported the development of middle classbrought basic services, such as water, affordable housing, balanced diet to a new segment of populationbroke the nobleman- peasant phenomenonbecame foundation for innovation at a scalable levelhealthcare accesseducation & training
Did this by breakdown the manufacturing process into itâs most quantum of steps, allowing optimized production, lowering costs, enhancing quality, and (dramatically) increasing output.
The increased supply, in the most basic of economic principles, brought prices down, and those made them affordable to more of the populous.In doing so, job creation was a by- product, increasing the income of many more people, and creating a manufacturing- consumer relationship that exists today: you produce it, weâll buy it. produce more with the money we paid you. repeat.
unique? possibly.but not sustainable.channel wars are like price wars
product: does the âwidgetâ do what it is supposed to do? does the phone work? does the bank card work? does my plane work?service: can I access the product by the channel I want, at the time I want?customer life: does the product doing what it is supposed to do, via the medium I wish to access it, help achieve my life experience goals?if yes, then I will be interested in what other products, via appropriate service channels can further help me achieve my life experiences⊠and that is foundation for loyalty, which feeds not just share of wallet but the size of my wallet I am willing to share, and as such breeds advocation.
Ford Model T: wanted a faster horse, with less maintenance costsSwiffer: I want to sweep and clean faster, with few stepsPirate Bay: I want to share music with other fans, particularly bootlegs, limited additions, rare covers, indie bands etc.wikipedia: I want reliable, updated information around anything and everything⊠oh, and I donât want to pay, I want continue to the communityKhan Academy: I want to educate the world, for free
Steve Jobs said â⊠the customer doesnât know what they wantâŠâHe never said they didnât know what their pain and gain points wereâŠThe customer clarifies the need, its our job to develop the solutionâŠ
$400 dollars on non- product purchasesitâs a dollspas, movie theatres, dinner, concerts⊠etc.not about a doll, itâs about the parent experience
Starbucks exampleleverage the right product-right channel (twitter)right purpose- to give your friend a coffee at the holiday season⊠180,000$ in sales since October.
A modest increase in customer experience can result in a gain over three years of up to $382 million for US companies and up to ÂŁ263 million for UK firms, depending on the industry.
Kenichi Ohmae (Ken-e-chi Omae)The CorporationThe CustomerThe CompetitorsConsumer is the person(s) with whom the transaction is established. They use the product/ service. They are looking for product experience.Client is the person(s) with whom the relationship is established. They want you to understand/ predict their needs. They are looking for service experience.Customer is the person(s) with whom the objective is established. They are looking for customer experience.
Provide the boundaries, not the rules, of what an experience can be, that aligns to what you want to be to your customers. Those boundaries allow your staff to make their own decisions as to what is a desired customer (and what is not), and what they can do to help them.
$2k to each employee to discretionarily spend on cXBound by Ritz guidelines12 service valuesCredo3 steps of service..
command + control is based on need for a centralized control of piece- meal operationsdo you know why board rooms and closed space offices were invented?about inspire, ring- fence, release
KEY PARTNERS- thereâs are the organizations, vendors, partners, suppliers, agencies, consultancies, funders, etc. your need to existKEY ACTIVITIES- what needs to happen to produce a widget, what is the critical path?KEY RESOURCES- what is needed to perform (2) KEY ACTIVITIESCOST STRUCUTRE- what are the costs of (3) KEY RESOURCESVALUE PROPOSITION- what is your authentic proposition to your customers (donât bother with unique)CUSTOMER RELATIONSHIPS- are you after a lot of customers with low touch, fewer customers with deeper relationships, or both (it is possible, though not easier)CUSTOMER SEGMENTS- do you have a homogenize customer, client and consumer base? different segments require different models, strategies and engagementsCHANNELS- digital, physical, home, office, come to you, come to themâŠREVENUE STREAMS- how do cover (4) COST STRUCUTRE
DefineDecide what issue you are trying to resolve.Agree on who the audience is.Prioritize this project in terms of urgency.Determine what will make this project successful.Establish a glossary of terms.ResearchReview the history of the issue; remember any existing obstacles.Collect examples of other attempts to solve the same issue.Note the project supporters, investors, and critics.Talk to your end-users, that brings you the most fruitful ideas for later design.Take into account thought leaders' opinions.IdeationIdentify the needs and motivations of your end-users.Generate as many ideas as possible to serve these identified needs.Log your brainstorming session.Do not judge or debate ideas.During brainstorming, have one conversation at a time.PrototypeCombine, expand, and refine ideas.Create multiple drafts.Seek feedback from a diverse group of people, include your end users.Present a selection of ideas to the client.Reserve judgement and maintain neutrality.Create and present actual working prototype(s)ChooseReview the objective.Set aside emotion and ownership of ideas.Avoid consensus thinking.Remember: the most practical solution isn't always the best.Select the powerful ideas.ImplementMake task descriptions.Plan tasks.Determine resources.Assign tasks.Execute.Deliver to client.LearnGather feedback from the consumer.Determine if the solution met its goals.Discuss what could be improved.Measure success; collect data.Document.