Pascal Spelier, May 12 th 2015 Digital Customer Experience, two steps ahead
Jul 21, 2015
4
Branch ATM
Phone
Internet
Mobile
Branch
ATM
Phone
Internet
Mobile
Branch
ATM
Phone
Internet
Mobile
Branch
ATM
Phone
Internet
Mobile
40%
50%
60%
70%
80%
90%
20% 25% 30% 35% 40% 45% 50% 55% Customers with positive experience with channel (%)
Cha
nnel
Impo
rtanc
e (%
)
2011 2014 Gen Y (18-34 years) Others
Gen Y drives importance digital
6
It is not the strongest of the species that survives,
nor the most intelligent that survives.
It is the one that is the most adaptable to
change.
- Darwin -
7
Digital Transformation \ di-jə-təl tran(t)s-fər-ˈmā-shən\ (1) the use of digital technology to radically improve the
performance and/or reach of a company.
Digital transformation: a recipe for becoming digital
8
Digital Master: 9% more turnover, 26% more profit
DIGITAL MASTER
Dig
ital C
apab
ility
Leadership Capability
9
Digital Master: 9% more turnover, 26% more profit
Dig
ital C
apab
ility
Leadership Capability
DIGITAL MASTER
10
Dig
ital C
apab
ility
Leadership Capability
The What:Using digital technology to transform the customer experience,
operational processes and business models
The How:Successful transformations depend as much
on how firms manage digital transformation than solely on implementing new technologies
Digital masters: 9% more turnover, 26% more profit
11
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer Experience Customer Experience Operational
Process Customer Experience Business Model
Your building blocks to a digital organization
12
Create a shared transformative vision of
the digital future
Engage employees at scale to make vision a reality
Fuse IT & business communities to build digital skills & transform
technology platforms
Establish strong digital governance to steer the course
TECHNOLOGY VISION
ENGAGEMENTGOVERNANCE
Leadership is what turns Digital Investment into Digital Advantage
13
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer Experience Customer Experience Operational
Process Customer Experience Business Model
Customer Experience goes together with processes
14
Product/service differentiation
Employee satisfaction
Process efficiency Process effectiveness
-‐ Customer satisfaction
-‐ NPS
-‐ Sales
-‐ Share of wallet
-‐ Retention
-‐ Referral
-‐ NPS
-‐ Growth revenue
-‐ Market share
-‐ Profitability
-‐ Share holder value
People
Product/service offering
Process
Customer Experience Customer Behaviour High level company KPI’s
Leading indicators Lagging indicators
Chan
ges
in re
gula
tions
and
tech
nolo
gy
deve
lopm
ents
Context
Source: based on Schmitt – Managing the Customer Experience
Determine your motivation for improving customer experience
15
Price
Product
Service (Digital) Customer Experience
The road to loyal customers
‘Commodity’ Distinctive by ‘value added services’
16
Customer Life Cycle
Awareness Orientate Purchase Receive Use Service Advise
Creating a seamless (Digital) Customer Experience by (re)designing the Customer Journey
18
Customer Journey
Awareness Oriëntation & comparing Advice Insure Advice
prevention Damage
& claiming
Technology
Life events / Products / Services
Voice of the customer: I want..., I need...
Voice of the employee: I want..., I need...
Service Renew insurance
Car Insurance
19
Customer Insights 1
Customer Experience Design 4
Customer Journeys 3
Customer Experience Strategy 2
Customer Experience Monitoring 5
20
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer Experience Customer Experience Operational
Process Customer Experience Business Model
It all starts with customer understanding
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Age, income, location
Transactions Products/services bought Property,
unemployment Preferences regarding
products/services Preferred channels Sustainable
customer relation
Last product bought and
value
Engagement with different
media
‘Depth’ of product
categories
Behaviour regarding
recurring sales or switch
Use of services
Taking part in loyalty
program
Customer DNA
Traditionally
Use devices
22
‘Feature’ Vector Customer X: (A,B,C,D,E,....K)
Share of wallet
Preferred channels
Churn
Life events
Next best sell
Et cetera
Customer DNA Derived from data
Bron: IBM
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ABOUT ME Entrepreneur Ik ben Don (47) en ik run mijn eigen Reclamebureau. Ik heb het in de afgelopen jaren laten groeien tot 15 man personeel en 7 vaste freelancers, met wie ik vaak samenwerk. Ik ben weinig thuis, maar woon wel samen.
MY LIFE
Gerneral management
Sales & Marketing
Operations
MY COMPANY
DAY TO DAY ACTIVITIES
//////////////////////////////////////////////////////////////////
Ik werk veel, vaak en hard. Daardoor heb ik weinig tijd voor andere zaken. Hobbies heb ik niet. Tijdgebrek is sowieso een issue. Ik kan moeilijk zaken uit handen geven. Mijn doel met het bedrijf is om verder te groeien, dan 15 man personeel en 7 vaste freelancers, zodat ik financieel onafhankelijk kan zijn.
Sinds de oprichting zijn we hard gegroeid door de inzet van mijzelf en mijn medewerkers: work hard, play hard. Iedere dag weer richten we ons op tevreden klanten.
Mijn dagen zien er altijd anders uit, ik moet altijd mijn tijd verdelen over verschillende zaken, waaronder de verschillende vrouwen in mijn leven. Ik ben verantwoordelijk voor het aantrekken van nieuwe klanten en de creatieve campagnes. Ik bezoek naast mijn werk af en toe ook beurzen en congressen. Cijfers interesseren mij niet. Daar heb ik mijn accountant voor.
“Risk doesn’t scare me”
Example persona partly in Dutch
Don Draper
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Data-derived persona’s
Rank Action Cluster % of Customers
% of Spend
1 Brand lovers 7% 35%
2 Regular customers 12% 15%
3 Online ‘socialites’ 8% 14%
4 ‘Poor’ customer 7% 6%
5 Promising customers 2% 7%
6 Make me an offer 11% 5%
7 Negotiators 2% 4%
8 Try and find me 5% 2%
9 Non loyalists 36% 8%
10 Spoiled customers 1% 2%
11 I’ll be back, maybe 3% 1%
12 Just looking, not buying 6% 1%
Retail customer identified
2 unknown target groups
26
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer Experience Customer Experience Operational
Process Customer Experience Business Model
Know your customer and you are ready for top line growth
27
Cross-channel ‘Marketing Engine’ Observation
(data & information)
Trigger
(right message, right channel)
Interpretation (intelligence)
Reaction (call to action)
28
Cross-channel ‘Marketing Engine’ Observation
(data & information)
Trigger
(right message, right channel)
Interpretation (intelligence)
Reaction (call to action)
30
Observations…
… in the de customer journey (also outside the borders of the organization!)
… in processes
… in transactions
… in the context
31
Cross-channel ‘Marketing Engine’ Observation
(data & information)
Trigger
(right message, right channel)
Interpretation (intelligence)
Reaction (call to action)
32
Observation Interpretation Message Reaction
The customer with a smartphone is at the
airport.
The customer doesn’t have a travel
insurance with it’s insurer. Possibly he
has a travel insurance with a competitor.
The customer is informed by a push
notification that there is a possibilty of not being insured and
the subsequent risk.
The message leads to several call to actions. For example calling an agent who can arrange the travel
insurance or buying the travel insurance directly (﴾STP)﴿ via the
smartphone.
Better services & more sales with relevant & personal messages
34
Source: online survey Edelman ‘Brandshare’ 15.000 respondents in 12 countries
Privacy as a currency
35
Cross-channel ‘Marketing Engine’ Observation
(data & information)
Trigger
(right message, right channel)
Interpretation (intelligence)
Reaction (call to action)
36
richness -‐ +
confidential -‐ +
urgent later now
relevant 1-‐n 1-‐1
intrusive -‐ +
archive -‐ +
richness -‐ +
confidential -‐ +
urgent later now
relevant 1-‐n 1-‐1
intrusive -‐ +
archive -‐ +
Message Channel
Match
Find the ideal match between message and channel
37
Cross-channel ‘Marketing Engine’ Observation
(data & information)
Trigger
(right message, right channel)
Interpretation (intelligence)
Reaction (call to action)
38
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer Experience Customer Experience Operational
Process Customer Experience Business Model
Improve customer experience with new customer touch points
41
Isn’t it time for a mobile strategy?
Plateau →
Time →
1 “I want an app too”
2 Mobile 1.0 ‘quick & dirty’
3 Mobile 2.0 ‘neatly integrated’
4 Mobile, leveraging touch points
1
2
3
4
42
Isn’t it time for a mobile strategy?
Plateau →
Time →
1 “I want an app too”
2 Mobile 1.0 ‘quick & dirty’
3 Mobile 2.0 ‘neatly integrated’
4 Mobile, leveraging touch points
1
2
3
4
Online
________
43
Mobile is the most powerful sales- and service channel of the future NL: a mobile
customer has 11 times more ‘contact’
47
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer Experience Customer Experience Operational
Process Customer Experience Business Model
Prerequisite for improving experience is process digitization
48
Customer Journey
Awareness Orientate Buy Receive Use Service
Each Customer Journey has a customer side and an organization side
Processes
Midoffice
Customer Relationship
Management
Customer Financial
Management
Document Management
CommunicationManagement
Business Process
Management Security
Advise
50
How to become really digital?
FRONTEND
hello customer
ISN’T THIS
ENOUGH?
self
directed
CAN I DO MY OWN
BANKING?
the customer is
becoming part of
the processes!
only decoration?
51
Customer understanding
Customer touch points
Top line growth
Worker enablement
Performance management
Process digitization
Digital globalization
New digital businesses
Digitally-‐modified businesses
Digital Capabilities
(Digital) Customer Experience Customer Experience Operational
Process Customer Experience Business Model
Disruption forces you to modify or create new business models
52
Source: Clayton Christensen (Harvard)
Performance
Time
Performance improvement mainstream
Potentially disruptive technology
Disruptive technologies move up market and eventually displace competitors
53
Source: Clayton Christensen (Harvard)
Performance
Time
Disruptive technologies move up market and eventually displace competitors
Dvd per mail
Digital movies
Digital series via Ps3/4, Xbox, tablet
54
Customer Distribution / Front Office
Manufacturing / Back Office Market Infrastructure
Individual
Institution
Inve
stin
g /
Wea
lth M
gmnt
Pe
rson
al
Savi
ngs
Lend
ing
Capi
tal
Raisi
ng
Source: based on illustration ‘Financial Services Value Chain Supermarket Age’ by Doug Nelson
Paym
ents
= flow of capital
Current value chain is under pressure…
55
Customer Distribution / Front Office
Manufacturing / Back Office Market Infrastructure
Individual
Institution
Inve
stin
g /
Wea
lth M
gmnt
Pe
rson
al
Savi
ngs
Lend
ing
Capi
tal
Raisi
ng
Source: based on illustration ‘Financial Services Value Chain Next Gen’ by Doug Nelson
Paym
ents
…Financial services unbundled and revisited
Independent, digital front ends API-‐driven middle-‐ and back office
Electrification of market infrastructure
Independent , digital front ends and middle-‐ and back office
= flow of capital
56
Awareness Orientation Buy Receive Use Service Advice Retention
How to become really digital?
360° customer view (Social-‐CRM) Workflow management Social listening / external data sources
Datawarehouse / realtime data Big data analytics / predictive modelling Digital marketing-‐ & campaigns (inbound)
58
Pascal Spelier
Managing Consultant Digital Customer Experience |
Banking & Insurance
Reykjavikplein 1, Utrecht, The Netherlands
Mobile:+31 (0) 6 53 29 90 17 [email protected]
Thank you!
@spelier www.slideshare.net/pascal.spelier www.linkedin.com/in/pascalspelier