Customer Experience Strategy

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Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
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Action Leadership in CX
Melissa Boxer
Vice President,
Brian J. Curran
Vice President, Customer Experience
Strategy and Design
Customer Experience is Top of Mind
Customer Experience Objective
93%
of executives say improving their customer’s
experience is one of their top three priorities in the
next two years.
20%
of annual revenue estimated to be lost for failing
to deliver a positive CX
91%
nearly all businesses wish to be considered the
CX leader in their industry
Source: Global Insights on Succeeding in the Customer Experience Era, 2013
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Good CX and Revenue Growth
Irrespective of metric used, the correlation is undeniable
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CEO’s are taking notice
Almost every category leader (95%) obsesses on customer intimacy
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Many Struggle To Develop Successful Strategies
Stuck In An Execution Chasm and Falling Further Behind The Leaders
20%
Consider their CX
initiative “advanced”
37%
are just getting
started with a formal
CX initiative
Source: Global Insights on Succeeding in the Customer Experience Era, 2013
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The CX chasm
Can impact revenue by up to 20%
49%
but the truth is …
of customers have
switched already2
of executives believe
customers will switch
brands due to a poor
customer experience1
80%
89%
but the truth is …
of business execs say they’re
doing a Good to Excellent job
of delivering a positive, relevant
and consistent experience to
their customers
39%
of companies earned
a CX index of Good or
Excellent from customers
1 “Global
2 RightNow
7
Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
Insights on Succeeding in the Customer Experience Era,” Oracle, February 4, 2013.
(acquired by Oracle in March 2012) and Harris Interactive, “Customer Experience Impact Report,” December 2011.
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Bridging the Execution Gap
Thought Leadership
Action Leadership
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Customer Experience Strategy
Designed around value
Customer Value
Attitudes, Behaviors, Needs
Experience Design
CX
Strategy
Solution Value
Business Value
People, Process, & Technology
Acquisition, Retention, & Efficiency
Solution Design
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Business Design
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CX Strategy & Design Approach
STRATEGIC
BUSINESS
OBJECTIVES
Acquisition
Retention
Efficiency
IMPACT
INNOVATIONS
ISSUES
INSIGHTS
TRENDS & ACCELERATORS
Technology, Behavioral, Business Trends
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CUSTOMER NEEDS
Emotions
Goals
Interactions
5 Steps to kick off your Action Plan
1. Understand your Customer’s Needs throughout the Lifecycle
2. Understand your Financial and Customer measurements
3. Understand the Role your Brand Attributes plays in CX
4. Determine the Trends that are Accelerating your Market
5. Journey Map and Build a CX Innovation process
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1.) Customer
Needs
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The Customer Lifecycle
SELECT
3
PURCHASE
RECOMMEND
4
8
BUY
OWN
Market & Sell
Support & Serve
1
5
2
RESEARCH
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6
NEED
RECEIVE
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USE
7
MAINTAIN
Solve for customer needs at multiple levels
Connect at an emotional level
Emotional Needs
• What’s important, meaningful
Goal Needs
• Current goal, “job to get done”
Interaction Needs
• Task at hand, step in the process
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attitudes
drive
behaviors
experiences
influence
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deliver
results
2.) Measurements
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Impact of Experience on Business Performance
Business
Experience
Customer
Impact of Experience
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Disruptive
Distant
Engaged
Loyal
Advocate
Frustrating
Neutral
Useful
Usable
Meaningful
• Difficult, repetitive
• Commoditized
• Functional
• Easy
• Desirable
• Inconsistent,
inaccurate
• Acceptable
• Consistent
• Intuitive
• Personal
• Low-to-no
expectations
• Expectations
managed
• Expectations met
• Expectations
exceeded
• Expectations unmet
Suffers
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Survives
Competes
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Differentiates
Dominates
So what should I be measuring ?
Customer Satisfaction Index
Net Promoter Score
Customer Effort Score
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Achieve Sustainable Business Growth & Profit
CX = A + R + E
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ACQUISITION
RETENTION
EFFICIENCY
(INCREASE SALES)
(MONETIZE RELATIONSHIPS)
(LEVERAGE INVESTMENTS)
GENERATE MORE
OPPORTUNITIES
INCREASE SHARE
OF WALLET
INCREASE
ROIC / EVA
INCREASE
BRAND EQUITY
DRIVE
LOYALTY
INCREASE
PRODUCTIVITY
INCREASE
MARKET SHARE
DRIVE
ADVOCACY
DECREASE
COST OF OPERATIONS
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3.)
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Brand
Attributes
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Customer Experience can describe…
 A Product Experience:
the experience of using a product/service
 An Engagement Experience:
the experience of buying and owning a product/service
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Attributes of Desirable Experiences
Desirable experiences are made up of 3 categories of attributes
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Useful (function)
Usable (effort)
Meaningful (emotion)
•
Features
•
Convenient
•
Stylish
•
Price
•
Easy
•
Reputable
•
Selection
•
Intuitive
•
Trusted
What a product/service
How easy is it to engage
How meaningful
offers customers
an organization and it’s
experiences are at an
functionally
offerings
emotional level
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Brand Promise
Align Your Brand Promise To Your Persona’s Priority
Your Brand Promise
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4.) Trends
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Use of Technology is Exploding
Social
Mobile
Data
Cloud
Driven by a combination of Accelerated Trends
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Behaviors Are Rapidly Evolving
Always Connected
Always Sharing
Always Aware
The Rate Of Adoption Is Unprecedented
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Expectations And Demands Are Rising
More Options
More Access
More Influence
Increasing At Home, Where You Buy & Where You Work
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5.) Journey
Mapping
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Begin by Bringing Your Silos Together
And Map Your Customers’ Journeys
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Introducing CXJM Workshops
A new way to start the process of becoming more customer centered
 Hands-on, action-oriented
events
 Drives teams to work together
to solve real customer issues
 Walk away with approachable
process and tools
Pictured: Public Sector Journey Mapping Workshop with GovLoop in DC
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University New England Student Lifecycle
20 Cross-Functional Participants Applying the Oracle CXJM approach
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http://dschool.stanford.edu/student/doug-dietz/
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http://dschool.stanford.edu/student/doug-dietz/
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BACK STAGE
ON STAGE
Select a specific
AM I
customer to map
35
WISH I
I’M
WAS
REALL
REALL
AT
Y
ATTITUDES
Y
SCHO
NERV
SICK?
GOES
OL
OUS
TO
RIDES
WALK
INITIA …
TO
CHEC
S TO
…
ACTIONS
L
HOSPI
KS IN
MRI
DOCT
T’L
ROOM
OR
CHEC
IMAGI
DOCT
KIN
MOM
NG
PEOPLE
OR
NURS
TECH
E
DESK
TAKE&
CHAR
HOME
CAR
THINGS
COMP
T
PACK
UT.
ET
TECH.
WRITE
PEOPLE
R
RESE
RV.
THINGS
SYSTE
Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
M
HOSPI
T’L
BLDG
MGR
THAT
LOOK
S
SCAR
Y!
SEES
MRI
MACHI
NE
MOM
SYSTE
M
ADMIN
.
PATIE
NT
RECO
RD
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SYSTE
MRI
MACHI
NE
DOUG
WILL
IT
HURT
ME?!
CRIES
&
RESIS
TS
NO!
MOM
NO!
CAN’T
PLEAS
HELP?
E NO!
SEES
DOCT
GETS
… OR
A
ENTE
SHOT
R
DOCT
OR
ANES
TH.
SHOT
&
DRUG
S
PATIE
NT
SAFET
Y
TEAM
STAFF
PAGIN
DRUG
G
ROOM
SYSTE
GOES
THRO
UGH
MRI
IMAGI
NG
TECH
MRI
MACHI
NE
IMAGI
NG
TECH
IMAGI
NG
RECO
RD
SYSTE
AM I
REALL
Y
SICK?
GOES
TO
INITIA
L
DOCT
OR
WISH I
WAS
AT
SCHO
OL
RIDES
TO
…
HOSPI
T’L
I’M
REALL
Y
NERV
OUS
WALK
CHEC
S TO
KS IN
MRI
ROOM
WILL
NO!
MOM
IT
NO!
CAN’T
HURT
PLEAS
HELP?
ME?!
E NO!
SEES
CRIES
DOCT
GETS
&
…
…
OR
A
RESIS
ENTE
SHOT
SIDE
TS
RCOST
IMAGI
EFFEC
CHEC
STAFF DOCT
OF
IMAGI
NG
T
DOCT
KIN
OR
2X
DRUG
MOM
NG
MOM
TIME +
COST
OR
NURS
ANESS
TECH
S
E
TH.
DESK
TAKESHOT
MRI
&
CHAR
HOME
&
MACHI
CAR
COMP
T
PACK
DRUG
NE
UT.
ET
S
PATIE
HOSPI
SYSTE
TECH.
NT
T’L
M
WRITE
DOUG
SAFET
BLDG
ADMIN
R
Y
MGR
.
PATIE
TEAM
STAFF
NT
RESE
PAGIN
RECO
DRUG
RV.
G
RD
ROOM
SYSTE
SYSTE
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SYSTE
M
EVALUATE & PRIORITIZE
Identify the moments that matter
36
THAT
LOOK
S
SCAR
Y!
SEES
MRI
MACHI
NE
GOES
THRO
UGH
MRI
IMAGI
NG
TECH
MRI
MACHI
NE
IMAGI
NG
TECH
IMAGI
NG
RECO
RD
SYSTE
TAKEHOME
PACK
ET
CHEC
KIN
NURS
E
DESK
&
COMP
UT.
MOM
CAR
TECH.
WRITE
R
I’M
THAT
REALL
LOOK
Y
S
NERV
SCAR
OUS
Y!
WALK
SEES
CHEC
S TO
MRI
WHY?
KS IN
MRI
MACHI
ROOM
NE
HOSPI
T’L
BLDG
MGR
IMAGI
NG
TECH
MOM
CHAR
T
SYSTE
M
ADMIN
.
PATIE
NT
RECO
RD
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SYSTE
MRI
MACHI
NE
UNDERSTAND & EMPATHIZE
Ask why, RESE
create
empathy maps
RV.
37
SYSTE
M
Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
DOUG
WILL
IT
HURT
ME?!
CRIES
&
RESIS
TS
NO!
MOM
NO!
CAN’T
PLEAS
HELP?
E NO!
SEES
DOCT
GETS
… OR
A
ENTE
SHOT
R
DOCT
OR
ANES
TH.
SHOT
&
DRUG
S
PATIE
NT
SAFET
Y
TEAM
STAFF
PAGIN
DRUG
G
ROOM
SYSTE
WHY?
DOCT
OR
…
WISH I
WAS
AT
SCHO
OL
RIDES
TO
…
HOSPI
T’L
WHY?
AM I
REALL
Y
SICK?
GOES
TO
INITIA
L
DOCT
OR
GOES
THRO
UGH
MRI
IMAGI
NG
TECH
MRI
MACHI
NE
IMAGI
NG
TECH
IMAGI
NG
RECO
RD
SYSTE
AM I
REALL
Y
SICK?
GOES
TO
INITIA
L
DOCT
OR
WISH I
WAS
AT
SCHO
OL
RIDES
TO
…
HOSPI
T’L
I’M
REALL
Y
NERV
OUS
WALK
CHEC
S TO
KS IN
MRI
ROOM
How might we
WILL
NO!
manage
MOM
IT
NO!
CAN’T
FEAR?
HURT
PLEAS
HELP?
ME?!
E NO!
SEES
CRIES
DOCT
GETS
&
…
…
OR
A
RESIS
ENTE
SHOT
TS
R
CHEC
DOCT
IMAGI
DOCT
KIN
OR
MOM
NG
MOM
OR
NURS
ANES
TECH
E
TH.
DESK
TAKESHOT
MRI
&
CHAR
HOME
&
MACHI
CAR
COMP
T
PACK
DRUG
NE
UT.
ET
S
PATIE
HOSPI
SYSTE
TECH.
NT
T’L
M
WRITE
DOUG
SAFET
BLDG
ADMIN
R
Y
MGR
.
PATIE
TEAM
STAFF
NT
RESE
PAGIN
RECO
DRUG
RV.
G
RD
ROOM
SYSTE
SYSTE
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SYSTE
M
REFRAME THE PROBLEM
Use a deep understanding of needs
38
THAT
LOOK
S
SCAR
Y!
SEES
MRI
MACHI
NE
GOES
THRO
UGH
MRI
IMAGI
NG
TECH
MRI
MACHI
NE
IMAGI
NG
TECH
IMAGI
NG
RECO
RD
SYSTE
AM I
REALL
Y
SICK?
GOES
TO
INITIA
L
DOCT
OR
WISH I
WAS
AT
SCHO
OL
RIDES
TO
…
HOSPI
T’L
I’M
REALL
Y
NERV
OUS
WALK
CHEC
S TO
KS IN
MRI
ROOM
How might we
WILL
NO!
manage
MOM
IT
NO!
CAN’T
FEAR?
HURT
PLEAS
HELP?
ME?!
E NO!
SEES
CRIES
DOCT
GETS
&
…
…
OR
A
RESIS
ENTE
SHOT
TS
R
CHEC
DOCT
IMAGI
DOCT
KIN
OR
MOM
NG
MOM
OR
NURS
ANES
TECH IDEA:
E
TH.
CAMP
DESK
TAKESHOT
GUIDE MRI
&
CHAR
HOME IDEA:
&
MACHI
CAR
IDEA:
COMP
T
PACK CAMP
DRUG
NE FUN
UT.
ET BACK
S
AS
PATIE
PK
HOSPI
SYSTE
CAMP
TECH.
NT
T’L
M
WRITE
DOUG
SAFET
BLDG
ADMIN
R
Y
MGR
.
PATIE
TEAM
STAFF
NT
RESE
PAGIN
RECO
DRUG
RV.
G
RD
ROOM
SYSTE
SYSTE
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SYSTE
M
REDESIGN EXPERIENCES
Influence attitudes to change behaviors
39
THAT
LOOK
S
SCAR
Y!
SEES
MRI
MACHI
NE
GOES
THRO
UGH
MRI
IMAGI
NG
TECH
MRI
MACHI
NE
IMAGI
NG
TECH
IMAGI
NG
RECO
RD
SYSTE
40
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CXJM Workshop Materials
Goal: Cohesive collection of strategic & actionable approaches
Business Value
 Designed for rapid adoption
and org alignment
 Focus of methods: simple
over complex, common
vocabulary, cohesive,
actionable
 Approaches & principles that
Experience Design
41
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can scale: top-to-bottom,
end-to-end, and run
iteratively
5 Steps to kick off your Action Plan
1. Understand your Customer’s Needs throughout the Lifecycle
2. Understand your Financial and Customer Measurements
3. Understand the Role your Brand Perception plays in CX
4. Determine the Trends that are Accelerating your Market
5. Journey Map and Build a CX Innovation Process
42
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