On Developing a Framework for Funology in mCRM

Kirsten Woodhams-Thomsonkirsten@nextgeninno.com

Funology Mobile

Customer Relationship Management

Topics

We Are All ConsumersWe Are A Generation of Mobile UsersThe Question of FunologyPutting It Into a FrameworkMoving Forward

We Are All Consumers

$object

process

Profit growth: increased purchases, referrals, reduced operating costs, price premiumPeppers, D., and Rogers, M. (2004) Managing customer relationships: a strategic framework. John Wiley and Sons, Inc., USAGOODS & SERVICES – Subcategories describing two types of productsGroonros, C. (1990) Service management and marketing: managing the moment of truth in service competition, Lexington Books

$object

process

Customer relationships are

managed for competitive

advantage-for increasing the value

of the company

Peppers and Rogers 2004

Peppers, D., and Rogers, M., (2004) Managing customer relationships: a strategic framework. John Wiley & Sons, Inc.

customer

relationship management

Roberts-Witt, S.L. (2000) It's the customer, Stupid! PC Magazine, June 27, pp.IBIZ 6-22.Crego, E.T., Schriffrin, P.D., and Albrecht, K. (1995) Customer-centered reengineering: remapping for total customer value. Irwin Professional Publication.Ang, L., and Buttle, F., (2002) ROI on CRM: a customer-journey approach, ANZMAC Annual Confernece, Melbourne

strategy

people

s ystems

customer value

sales & marketing account in g & technology quality & product delivery m

evelopment

Operation

Tactical

Where is a Company on the Customer Strategy Map?

ability to interact with customers individually

customers addressed

only by 'mass'

standard products tailored products

Mass relationshipMass communication

Mass interactionMass distribution

Relationship communication

interaction distribution

using databases of customers

1 to 1 relationship

communication interaction distribution

Niche relationship

communication interaction distribution

Source Modified:Peppers, D., and Rogers, M., (2004) Managing customer relationships: a strategic framework. John Wiley & Sons, Inc.

Understand the customer

Analyse data in real-time

Relate with the customer

Communicate and interact in now-time and planned time

Know the customer Collect real-time

'Seduce' the customer

Meet customer goals, build engaging

relationships, delight emotions all

the time

Business Intelligence

Contact CentersContent Management

Customer Analytics

Data Mining

e-Business

Email Marketing

Employee Relationship Management

Enterprise Resource Planning

Knowledge Management

Relationship Management

Sales Automation

Supply Chain Management

Web Services

Billing & Account Management

Customer Analytics

Data Mining

e-Business

Email Marketing

Sales Automation

Social Media

Web Services

Billing & Account Management

Customer Analytics

Data Mining

e-Business

Email Marketing

Sales Automation

Web Services

Social Media

Mobile Services

human serviceself-service

manual

technology

one place

any where

one time

any time

channel

efficiency effectiveness

usable accurate function em

ployee motivation custo

efficiency effectiveness

ely accurate effortless usable quality reaponsi ve accessible com

municative secure functional reliable compente

Source: Carpenter, H. (2010) How much of a relationship does your customers actually want? I'm not actually a geek. Blog found at http://bhc3.wordpress.com/2010/08/03/how-much-of-a-relationship-do-your-customers-actually-want/

MAYBE CUSTOMERS ARE SHIFTING TOWARDS SELF SERVICE BECAUSE THEY DON'T WANT A RELATIONSHIP WITH COMPANIESDixon, M., and Ponomareff, L. (2010) Why customers don't want to talk to you. The Conversation. Online at http://blogs.hbr.org/cs/2010/07/why_your_customers_dont_want_t.html. Last viewed 15 Oct, 2010.NOW SOCIETYMorton, M. [] “The Now Society”. Modular Building Institute. Online at http://www.modular.org/magazine/morton2.aspx

When Do Customers Want a Relationship?

customer interest in a relationship

complexity of the product or problem

efficiency, simplicity,

convenience

episodic interaction

events

complex , long term

interactions

We all want a relationship but on our own terms, in

our way and in our own time...

fewer, closer, longer

Galbraith, J.R. (2006) Desiging the customer-centric organization, CEO Telecon,22 February 2006 (Presentation online at www-marschall.usc.edu/assets/005/5484.pdf.

We Are A Generation of Mobile Users

anywhere

applications & services

hardwarenetworks

interface & interaction

anywhere

screen

adapters

infrared reader

fingerprint reader

secondary devices

optical drives

hard disk boa

bluetooth

batteries

hardwarenetworks

anywhere

screen

adapters

infrared reader

fingerprint reader

secondary devices

optical drives

hard disk boa

bluetooth

batteries

hardwarenetworks

navigation

m-commerce

graphic editors

music software

ringtone

screen saver

calendar

social networking

file manager

anywhere

screen

adapters

infrared reader

fingerprint reader

secondary devices

optical drives

hard disk boa

bluetooth

batteries

hardwarenetworks

navigation

m-commerce

graphic editors

music software

ringtone

screen saver

calendar

social networking

file manager

1G3G4G

Dynamic ChannelAssignment

rporta

bilityC

anywhere

screen

adapters

infrared reader

fingerprint reader

secondary devices

optical drives

hard disk boa

bluetooth

batteries

hardwarenetworks

navigation

m-commerce

graphic editors

music software

ringtone

screen saver

calendar

social networking

file manager

1G3G4G

rporta

bilityC

buttons

slides

stylus

navigation

anywhere

screen

adapters

infrared reader

fingerprint reader

secondary devices

optical drives

hard disk boa

bluetooth

batteries

hardwarenetworks

navigation

m-commerce

graphic editors

music software

ringtone

screen saver

calendar

social networking

file manager

1G3G4G

rporta

bilityC

buttons

slides

stylus

navigation

reliability

dsecuri ty

functionality

anywhere

screen

adapters

infrared reader

fingerprint reader

secondary devices

optical drives

hard disk boa

bluetooth

batteries

hardwarenetworks

navigation

m-commerce

graphic editors

music software

ringtone

screen saver

calendar

social networking

file manager

1G3G4G

rporta

bilityC

buttons

slides

stylus

navigation

reliability

dsecuri ty

functionality

anywhere

psychological goal

location expertise

human serviceself-service

manual

technology

one place

any where

one time

any time

mobile channel

psychological goal

location expertise a

ny time

Understand the customer

Analyse data in real-time

Relate to the customer

Communicate and interact in now-

time and planned time

Know the customer Collect real-time

'Seduce' the customer

Meet customer goals, build engaging

relationships, delight emotions at every touchpoint

The Question of Funology

functional/pragmatic

emotional/hedonic/experiential[ affective ]

Roto. V., and Rautava, M. (2008) User experience elements and brand promise International Engagability & Design Conference (Idec4) in conjunction with NordiCHI'08 conference, October 19, 2009, Lund, Sweden

functional

secure

unicative

accessibleresponsive

quality

reliablecompetent

credible

personal

tangible

timely

accurate

effortless

usable

thinksense

relate

Experiential Value PromiseSchmitt, B.H. (2003) Customer experience management: a revolutionary approach to connecting with your customers. John Wiley and Sons, LtdHolistic Approach: whee all emtional elements stand as equal partners in an experienceWright, P., Wallace, J., and McCarthy, J. 2008. Aesthetics and experience-centered design. ACM Trans. Comput.-Hum. Interact. 15, 4, Article 18 (November 2008)

functional

secure

unicative

accessibleresponsive

quality

reliablecompetent

credible

personal

tangible

timely

accurate

effortless

usableutili

satisfactio n

anywhere

psychological goal

location expertise

anywhere

psychological goal

location expertise

anywhere

participationparticipationactivepassive

absorption

immersion

The Four Realms of an ExperiencePine, B.J., and Gilmore, J.H. (1998) Welcome to the Experience Economy, Harvard Business Review, July-August 1998

psychological goal

location expertise

anywhere

absorption

immersion

psychological goal

location expertise

anywhere

absorption

immersion

delight

psychological goal

location expertise

anywhere

absorption

immersion

engage

psychological goal

location expertise

anywhere

absorption

immersion

seduction

psychological goal

location expertise

anywhere

absorption

immersion

enjoyment seduce 'goals-ce

engage delight psychological goal

location expertise

anywhere

absorption

immersion

funology

seduce 'goals-ce

engage delight

enjoyment

pleasure fulfill

nchant provoke

psychological goal

location expertise

anywhere

absorption

immersion

funologyseduce 'goals-ce

engage delight

enjoyment

asure fulfill amuse enchant pr

allenge learn inspire interact

Games and PlayPransky, M. (2001) Fun, play and games: what makes games engaging, in Digital Game Based Learning, chapter 5. McGraw-Hill.

psychological goal

location expertise

Putting It Into A Framework

distinctive

continuity

causal power

unique

height

ght ag

gender

beliefs faith prejudices r

self-concept em

otions

Concept of SelfWright, P.H. (1984) Self-referent motivation and intrinsic quality of friendship, Journal of Social and Personal Relationships, 1984; 1; 115.

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

Information Intelligence News Notice Tiding(s) Idea(s) ...

Information Intelligence News Notice Tiding(s) Idea(s) ... valuesemotions

valuesemotions

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

valuesemotions

Orientation ExploratoryAffective

Affective Stable Depenetration

SOCIAL PENETRATION THEORYAltman, I. and Taylor, D. A. (1973) Social Penetration, New York: Holst, Rinehart, WinstonAltman, I., & Taylor, D. (1987). Communication in interpersonal relationships: Social Penetration Theory. In M. E. Roloff and G. R. Miller (Eds.), Interpersonal processes: New directions in communication research, 257-277. Newbury Park, CA: Sage

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

MERE EXPOSURE THEORYZajonc, R. B. (1968) Attitudinal effects of mere exposure, Journal of Personality and Social Psychology, 9, Monongraph supplement No. 2, Part 2Sawyer, A. G. (1981). Repetition, cognitive responses and persuasion. In R. E. Petty, T. M. Ostrom and T. C. Brock (eds.), Cognitive responses in persuasion (pp. 237-261). Hillsdale, NJ: Erlbaum.Miller, R. L. (1976). Mere exposure, psychological reactance and attitude change. Journal of Abnormal and Social Psychology, 59, 1-9.Kunst-Wilson, W. R. and Zajonc, R. B. (1980). Affective discrimination of stimuli that cannot be recognized. Science, 207, 557-558

............................Familiarity Through Exposure............................

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

STIMULUS-VALUE-ROLE MODELMurstein, B.I. (1970) Stimulus-value-role: A theory of marital choice, Journal of Marriage and the Family 32, 465-81

............................Familiarity Through Exposure.....................................Evaluation Through Stimulus (senses and emotions)..........

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

STIMULUS-VALUE-ROLE MODELMurstein, B.I. (1970) Stimulus-value-role: A theory of marital choice, Journal of Marriage and the Family 32, 465-81

............................Familiarity Through Exposure.....................................Evaluation Through Stimulus (senses and emotions)..........Determine Capability & Friendship

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

MERE EXPOSURE THEORY- Zajonc, R. B. (1968) Attitudinal effects of mere exposure, Journal of Personality and Social Psychology, 9, Monongraph supplement No. 2, Part 2.

...........................Develop a Working Relationship...........................

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

MERE EXPOSURE THEORY- Zajonc, R. B. (1968) Attitudinal effects of mere exposure, Journal of Personality and Social Psychology, 9, Monongraph supplement No. 2, Part 2.

............,,,,,,,,,,,,,,...............Like Through Familiarity..................,,,,,,,,,,,,,,,,,,,,,,.........

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receivervaluesemotions

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

............................Familiarity Through Exposure.....................................Evaluation Through Stimulus (senses and emotions)..........

Determine Capability & Friendship

...........................,,....,,,.,,,......Rapport....................................,,,,,,...

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

EXCHANGE PRINCIPLECialdini, 1994

Affective Stable

............,,,,....Emotionally-Perceived Value Exchange.........,,,,,,.......

...........................,,....,,,.,,,......Rapport....................................,,,,,,...

Caring Available SharingListening EmpathyHonest

Depenetration

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

............,,,,.,..Emotionally-Perceived Value Exchange.........,,,,,,.......

...........................,,....,,,.,,,......Rapport....................................,,,,,,...

caring available listening sharing honest empathy quality responsive accessible communicative

secure functional reliable competent courteous credible personal tangible

timely accurate effortless usable

perceived pragmatic qualities

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

Source Receiver

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

...........,,,,.,...Emotionally-Perceived Value Exchange.........,,,,,,.......

...........................,,....,,,.,,,......Rapport....................................,,,,,,...

perceived affective emotions

loss of affective emotions

loss of pragmatic qualities

enjoyment engagement delight seduction pleasure filfullment enchantment provocation gratification

challenge learning inspiration interaction

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

valuesemotions

Orientation Depenetration

meanywherean

anywhere

onment

expertise

llocation

activity

............,,,,.,..Emotionally-Perceived Value Exchange.........,,,,,,.......

...........................,,....,,,.,,,......Rapport....................................,,,,,,...

THE RESONANCE MODELTony Schwartz (1973) The Responsive Chord, Anchor Press, Garden City

..........,,,,,.,,,...Resonate with Mutual Thinking...........,,,,,.......

ExploratoryAffective

Affective Stable

valuesemotions

meanywherean

anywhere

onment

expertise

llocation

activity

............,,,.,,..Emotionally-Perceived Value Exchange.........,,,,,,.......

...........................,,....,,,.,,,......Rapport....................................,,,,,,...

THE RESONANCE MODELTony Schwartz (1973) The Responsive Chord, Anchor Press, Garden City

distinctive

continuity

causal power

unique distinctive

continuity

causal power

unique

SourceReceiver

valuesemotions

Orientation Depenetration

..........,,,,,,,...Resonate with Mutual Thinking.........,,,,.......

ExploratoryAffective

Affective Stable

valuesemotions

..........,,,,,.,,,,,,,,,,,...Emotional Bonding.......,,,...,,,,,,,,,.......

Moving Forward

Who is the mCRM customer?

Are the emotions identified appropriate for mCRM?

How much of a relationship does a mCRM customer want?

Who owns and ultimately manages the relationship?

How does funology and captology relate within mCRM?

Is seduction an appropriate experience to design for?

In various contexts how does the relationship model change?

In comparison with other channels how do relations develop for the mobile?

For the mobile medium design to inspire an emotion from the customer?

Can we design a particular emotion into the mobile UI eg make a provocative UI?

Can we design this relationship through the mobile channel?

What are appropriate sales, marketing and service apps?

Which investigation and evaluation methods are appropriate?

Thank you

Questions?

Relationship theories can be found at http://www.changingminds.org

On Developing a Framework for Funology in mCRM

Technology

Transcript of On Developing a Framework for Funology in mCRM

Developing OpenResty Framework

Developing a framework for drylands

DEVELOPING A PEDAGOGICAL FRAMEWORK FOR BLENDED …

Mcrm Consulting B Proposal Online Clubcompras

DEVELOPING A STRATEGIC EVALUATION FRAMEWORK FOR …

Mcrm Consulting Proposal 09 Webvf

Developing the ERS Collaboration Framework

DEVELOPING THE RESEARCH FRAMEWORK

GIS framework for developing countries

DEVELOPING E-RECRUITMENT FRAMEWORK FOR ENHANCED ...

AN EHEALTH ADOPTION FRAMEWORK FOR DEVELOPING …

Framework for developing health insurance programmesnrhmmanipur.org/wp-content/uploads/2012/08/framework_for_health... · Framework for developing health insurance programmes ...

Ppt. developing a conceptual framework

Framework for developing career plans

Developing a conceptual framework for implementation ...

People analytics effectiveness: developing a framework ...

Developing a comprehensive framework for multimodal feature extractionpilab.psy.utexas.edu/publications/McNamara_KDD_2017.pdf · Developing a comprehensive framework for multimodal

Method Framework for Developing Enterprise Architecture ...

Developing a Regulatory Framework for Mineral Exploitation ... · Developing a Regulatory Framework for Mineral Exploitation in the Area ! 1 ! Developing a Regulatory Framework for

Developing An Assessment Framework: Measuring Digital ...