successworks customer audit v5 generic pptx
DESCRIPTION
Steps to understanding the customer journey and creating a good auditTRANSCRIPT
1 growth through Multi-Channel innovation
Customer Experience Audit
Agenda
Background
How we do it
Timing
Creden6als
Customer Experience Audit • What
– Understand how the customer interacts with your client’s brand from the customer’s point of view
– Iden6fy the key pain points that need to be addressed in communica6ons
• When – Pitch new business – Contract renewal – Create brand differen6a6on – ShiH spending
• Benefits – Start new conversa6on – Help unify communica6ons across channels – Reinforce your posi6on as a thought leader – Create more long term s6ckiness
Age of the Empowered Customer Always on
Always Connected
On the move
Opinionated
47% of customer experience is dependent on sales and marke6ng*
*Aberdeen 2013
Amplified Voice
Why Customer Experience? Customer experience includes every interac6on a customer has with a company. The challenge is to improve how customers feel about their experiences and how they share that informa6on with others.
Why Customer Experience?
*Right Now Technologies Annual Customer Experience Impact Report: 2011-‐89% of customers walked away following a poor customer experience and began doing business with a compe6tor who is one click away
Create differen6a6on to avoid having customers walk away and do business with compe6tors*
*Cost of replacing exis6ng customers is 5 to 10 X more than keeping exis6ng.
Not providing the right experience is cos6ng your client money* Why Customer Experience?
Customer Experience applies to B2B and B2C*
*Zen Desk survey: impact of poor customer service experience on B2B customers was 66% stopped buying aHer a single bad customer service interac6on.
What causes a poor experience?
Between sales and marke6ng
Between communica6on channels(web, call center, mobile
Between tools & process which do not fit together easily
Gaps
The Customer Experience Gets Lost…
…and no one is responsible for fixing it
Agenda
Background
How we do it
Timing
Creden6als
What is Customer Experience Design?
Diagnos6c-‐where are you now
Insight: What we need to fix Improvement Plan-‐ how we implement
Current Customer Experience/ Journey
Diagnos6c Understand the path to purchase from the Organiza6on’s point of view
Diagnos6c
Execu6ve Interviews
Custom Surveys Voice of the Customer Voice of the Ins6tu6on Voice of the Employee
On site observa6on
Industry Comparison
SoHware Tools: Suite CX Enables informa6on to be customized and rolled up in any way the Organiza6on needs it. It also enables comparison to industry norms.
suitecx
Map the Customer Experience/Journey
Understand the customer experience from the Customer’s point of view
Current Customer Experience Journey
Iden6fy and collect all the touches
Organize the experience by channel Frequency, segment, etc.
Consolidate the data by segment
Tell the Customer Story “As is” and “To be”
Map the journey Show the disconnects Create a visual mini story to Demonstrate the current and Future state Get buy in from the ins6tu6on
Insight –What Needs To Be Fixed
Provide a Roadmap for Filling the Gaps
Iden6fy list of gaps Organize gaps into categories Work session to discuss and priori6ze Final Roadmap for fixing gaps High level business case
Create an Improvement Plan Iden6fy the new work and create the business case
Agenda
Background
How we do it
Timing
Creden6als
Approximate Timing • For new business pitch – usually 2 weeks, • For one brand with mul6ple channels in North America : call center, email, print, direct mail, social media, mobile-‐ usually 4 weeks
• Usually 6 weeks For mul6ple brands/ divisions of a large company
• Or global engagements usually 12 weeks
Agenda
Background
How we do it
Timing
Creden6als
Challenge/Opportunity
Results
Case Study: Customer Journey Mapping
§ Communicated to company the customer experience that drives brand loyalty, resul6ng in shared value for the customer and the company § Showed the need to integrate more data to Develop a 360 view of the customer to deliver what they need, when they need it, and how they want it § Helped modify the brand posi6oning to make the brand more personal and focus on how joining will benefit the member and their community. § Iden6fy “quick wins” while working towards the long term strategy. § Began the change management process to get the organiza6on on board to make the changes necessary to meet the needs of the younger more tech
savvy consumers.
Approach/Solu6on § Organiza6onal assessment across Brand, Marke6ng, Advocacy, and Customer Service to determine gaps in CRM efforts § Created Touch-‐map based on current communica6ons to fully understand current customer experience across direct mail, email, web and
social media § Supplemented journey map with 3 minute videos to show the before and aHer experience of the member. § Developed detailed improvement plan covering customer acquisi6on, reten6on, renewal and winback. § Created a technology roadmap and business case to show how improvements would impact company and members.
Company was not growing as expected, and was not aorac6ng younger consumers. Consumers opinion of the brand was declining. Renewal rates were declining slightly.
The Customer Experience group realized that what was needed is a complete audit of the current experience from the customer perspec6ve.
Wanted to grow the membership, while retaining exis6ng consumers who were aging and mostly off line with the younger on line audience.
24
5"
Project"Plan"
Member Knowledge & Experience Assessment
CRM Strategy
Organizational Change
Benchmarking,,Best,Prac0ces,
Future,Needs,,&,Gap,Analysis,
Member,,Experience,Design,
CRM,Strategy,,&,Framework,,
Strategic,Road,Map,&,Quick,Wins,
Implementa0on,,Plan,&,Business,Case,,,
40"Business"Days""
30"Business"Days""
30"Business"Days""
Deliverables:,• "Benchmarking"• "Needs"Assessment"• "Strategic"Findings"
Deliverables:,• "Journey"Maps"• "Strategic"Framework"• "RecommendaDons"on"Future""""State"Improvements"
Deliverables:,• "Road"Map"• "Business"Case""• "Quick"Win"""• "ImplementaDon"Plan"and""""Requirements"
Phase,1:,,,Discovery,
Phase,2:,,,Strategy,Development,
Phase,3:,,,PreMImplementa0on,
We,Are,Here,
6"6"
SEGMENT"6"AS"IS"
Emo$onal(Emo-onal"End"State"Annoyed:"Signifies"that"the"member"is"feeling"a"sense"of"frustra-on"with"his"unsuccessful"experience."
Experience(Experience"End"State"Annoyed:"Signifies"that"the"member"is"feeling"a"sense"of"frustra-on"with"his"unsuccessful"experience."
4"4" 16#16#
Recommenda,ons#Hierarchy#To#Achieve#End#State#
Data#Collec,on#
Ac,onable#Segmenta,on#
Metrics/#Analy,cs#
Website#Improvements#
Content#Management#
Execute#on#New#Renewal#Program#
Cross#Channel#Experience#
Plan#and#Use#Member#Feedback#
Leadership/G
overnance# Change#M
anagement#
Make#Renewal#Content#Clear#
Partners#Part#Of#Brand#Story#
Join/Acquire#Engage/Retain#Renew#Founda,onal#
Make#The#AARP#Story##Personal#
Make#Brand#Promise#Ac,onable#
Remember/Use#Member#Preferences#
Increase#Quality#Governance#
Challenge/Opportunity
Results
Case Study: Build long term technology roadmap based on improved customer experience
§ Improved customer experience by adding trays, follow up messaging and beoer integra6on between in store and on line. § Developed 3 year road map to transi6on from current siloed technology to integrated plan. § Increased trigger marke6ng campaigns and added thank you for new purchases. § Integrated the planning for the new POS, Digital and CRM ini6a6ves to create synergy and reduce costs.
Approach/Solu>on § Assess current state of customer rela>onship including channel, contact strategy, organiza>onal readiness, data, analy>cs, technology,
metrics etc. Establish benchmarks and iden>fy gaps against best prac>ces. § Develop the future CRM Vision strategy and socializa>on plan. § Map the current customer experience and iden>fy pain points, strengths and weaknesses. Focus on call center, retail, on line and email. § Make sugges>ons on how to improve the customer experience and priori>ze based on cost and value. § Build out a 3 year technology roadmap based on SAP tools to help transi>on from a set of disparate tools to a fully func>oning
interac>ve CRM system.
Helped retailer with mul>ple brands develop a long term vision and roadmap for customer rela>onship management.
Elevate the customer experience to build rela>onships Deepen the understanding of customers through beMer data management and analy>cs
Generate ac>onable insights Drive growth and profitability through loyalty and reten>on.
17
The Project Plan
Customer Knowledge & Experience
CRM Strategy
Organizational Change
Benchmarking Best Practices
Future Needs & CRM Strategies
JourneyMaps
CRM Strategy & Framework & BusinessCase
StrategicRoadmap& QuickWins
CRM Requirements & RFP
21 Days 30 - 45 Days 30 Days
Deliverables:•Competitive Benchmarking•Needs Assessment•Strategic Findings
Deliverables:•Data Mapping•Strategic Framework•Recommendations•Project Report Out
Deliverables:•3 Year Roadmap•Staffing Requirement•Implementation Requirements•RFP for CRM Solution Provider
Part 1: Discovery
Part 2: Strategy Development
Part 3: Pre-Implementation
Case Study: NaQa-‐wide Agribusiness Customer Diagnos>c/Touchmap
§ Immediate improvement in Sales/Marke6ng rela6onship leading to higher u6liza6on of each other’s capabili6es § Segmenta6on schema adopted to help manage sales resources and drive lead nurturing email programs, training, events § New SAP solu6on design in blue print phase § Assetlink DAM system implemented § Prototype Program taken to Europe and South America
§ Organiza6onal assessment across Sales, Marke6ng and Service to determine gaps in CRM efforts § Created Touchmap to fully understand grower through retailer and distributor journey § Developed ini6a6ves to close gaps (OPIT) § Developed requirements, RFP’s and managed bid processes for SFA, MRM,CRM solu6ons § Developed Sales and Marke6ng Training for Segmenta6on and 1:1 Marke6ng concepts
Client had several failures to launch CRM programs Sales/Marke6ng not in agreement on how to proceed
Realized technology plan would not work without a Go-‐to-‐Market Strategy and clearer understanding of Marke6ng/Sales Needs/Objec6ves Business Requirements
Concern about aliena6ng Resellers kept them from collec6ng relevant end user data -‐ Sales and Marke6ng oHen blind in trying to create lead nurturing programs
Challenge/Opportunity
Results
Approach/Solu6on
Challenge/Opportunity
Results
Case Study: Customer Centric Diagnos>c and Journey Map
§ Lowered overall communica6ons costs while improving benchmark scores § Increased communica6ons at key points in the customer lifecycle (renewal) while reducing them where they were not as
important § Developed a communica6ons calendar to improve interac6ons and warning to brokers/contact center so they could staff
accordingly § Created new data flows to ensure customer journey 6ming from phase to phase was op6mized
Approach/Solu6on § Developed a mul6-‐leveled customer journey map that covered every touch (B2B, B2C across the organiza6on. § Plooed metrics, data flows, customer tes6monials, collateral, digital interac6ons across full lifecycle § Analysis of gaps and overlaps – created ini6a6ves, priori6zed them and then created an improvement roadmap
Marke6ng didn’t actually know who was interac6ng with prospects or members Results from required polling were low for quality of communica6ons
Costs to acquire new members was skyrocke6ng Costs for communica6ons was increasing while ROI wasn’t
Marke6ng didn't know when different departments were execu6ng campaigns and as a result the contact center and brokers were experiencing feast or famine
Case Study: Experience Mapping Process Development
§ Developed process framework § Created detailed Level 1-‐4 Processes for banking group. § Mapped to Corporate Process ini6a6ve to ensure strong connec6on between two group’s Process Maps and Process
Narra6ves, Interface Requirements etc.
Challenge/Opportunity
§ New processes developed to effec6vely communicate customer experience and desired processes across all channels § Process narra6ves and templates replaced all other tools to create a standard approach § Higher level of adop6on and improved experiences at contact center and branch
Approach/Solu6on
Gallup Poll indicated that there were major gaps in customer experience for loan products
Weak 6e between customer experience desired and actual experience due to poor communica6ons
Results
Internal experience group needed process and methodology to communicate as is and to be states
Case Study: B2B Buyer Journey and Analysis Challenge/Opportunity
Results § Leadership saw the level of complexity of the different cons6tuents and were able to develop addi6onal strategies § Map now being used to deepen understanding of rela6onships across LOB’s as well as customers § Salesforce tool being mapped to different use cases based on insights § Communica6ons now being mapped more closely to derive addi6on insights
Approach/Solu6on § Through interviews of all Ins6tu6on/Employee/Customers created a complex, mul6-‐faceted buyer journey map § Highlighted pain points, moments of truth and key interac6on points for use in crea6ng Salesforce.com processes § Iden6fied opportuni6es to improve rela6onships with company Professionals in many different ways
Company desired to move towards more sales/marke6ng automa6on but didn’t understand buyer journey
Complex set of influencers and buyers made development of a set of use cases and programs difficult without customer insight
Business wanted to start to message customers with the right type of message, appropriate 6ming and offers
• Darcy Bevelacqua • Success Works • [email protected] • 917 520-‐0261
Undecided on your customer experience direc6on ?
www.success-works.com
Contact us for help Darcy Bevelacqua [email protected] www.linkedin/in/darcybev 917 520-0261