Smith+co шон смит

Customer Experience Management+

Managing Director of shaunsmith+co

Author of best selling books on brand

and customer experience

Consulting internationally for 20 years

CEM+Customer ExperienceManagement+™

Introductions

Your name and organisation

What is your major challenge in

delivering your brand?

Some facts…

Those firms in the top quartile, in terms of strength of their

relationship with customers, achieve loyalty levels three

times higher than bottom quartile brands

Those companies that enjoy higher levels of brand loyalty

achieve price/earnings ratios twice those of average

companies

Even in an economic downturn, 50% of consumers will pay

more for a better customer experience

Sources:

1) Carlson Marketing Group Relationship Builder Survey

2) Satmetrix Systems Customer Loyalty survey

3) Customer Experience Impact Report. RightNow Technologies

The changing economy

Product orientation – share of manufacturing

Market orientation – share of market

Value orientation – share of mind

From product brandsto lifestyle brands

From service brands to experience brands

Customer loyalty

Functional

Valuable

Emotional

CustomerExperience Management+staircase Experiences

Services

Products

Impact on growth

Source: Satmetrix. Exploring the relationship between Net Promoter and Word Of Mouth in the computer hardware industry. 2008

“Customer experience is bigger than

customer service in that it is the full,

end-to-end experience. It starts when you

first hear about Amazon from a friend,

and ends when you get the package in

the mail and open it.”

– Jeff Bezos, CEO

List the labels in an order that describes how you believe brand value

and profitability is created

What builds great brands?

Brand Loyalty

Adapted from “Putting the Service

Profit Chain to Work,” Harvard

Business Review, March/April

The CEM+ profit chain

Profitability and growth

Brand loyalty

Customer behaviour

Customer satisfaction

The Customer Experience

Employee behaviour

Employee satisfaction

The Employee Experience

Leadership

Adapted from “Putting the Service Profit Chain to

Work,” Harvard Business Review, March/April 1994 14

Customer experience audit

Create brand platform

Customer experience

design

Internal communication

External communication

The CEM+ six step process

Source: Brands and Branding. Profile Books. 2003

products

processes

people

proposition

Customer Experience audit

Customer experience

design

products

processes

people

proposition

What do customers value?

Value strategies

• Operational Excellence: Ryan Air– Competitive pricing

– Speedy order fulfilment

– On time delivery

• Product Leadership: Sony– Functionality

– Features

– Performance

• Customer Experience: Ritz Carlton– Quality of relationships with customers

– Exceptional or individual service

– Completeness of solutions

Source: The Discipline Of Market LeadersTreacy and Wiersema. Addiison Wesley.1995

The CEM+ process

Customer experience

design

products

processes

people

proposition

What do these brands stand for?

What do these companies stand for?

● Quality

● Prestige

● Technical excellence

● Innovation

● Service

● Value

● Selection

● Convenience

● Price

Value disciplines: Virgin

Operational Excellence

Customer Intimacy

Product Leadership

Value disciplines: Ryan Air

23Operational Excellence

Customer Intimacy

Product Leadership

Value disciplines: Singapore Airlines

Operational Excellence

Customer Intimacy

Product Leadership

Understanding our customers

1. Review your scores and identify one or two actions that you can take in your organisation.

We have identified our most profitable customers

We know what are target customers expect and value

We know the value drivers that build loyalty in our market

We know how our customers rate the current experience we provide

against these value drivers

We understand to what extent, and why our target customers prefer our

brand to that of our competitors

“A brand is a promise and you have to keep

your promises”

and A. Milligan. FT.Prentice Hall 2002

Case study two: First Direct

“What First Direct did was to

realise that people were changing

their habits and would want to

bank 24 hours a day, 7 days a

week. So that was the insight,…

I think that all great

brands have insight”

– Peter Simpson,

Commercial Director

EVERY 8 SECONDS SOMEBODY SOMEWHERE

RECOMMENDS FIRST DIRECT TO A FRIEND

Black & white banking31

Customer loyalty

Advocacy drives growth

Source. Advocacy Drives Growth. Dr. Paul Marsden. London School

of Economics. December 2005.

Banking: Effect of Word of Mouth (Net Promoter Score) on Income Growth

“The clear winner in the banking industry was First Direct, which received a 42% rating compared with the sector average of -4%.

Fans liked the fact that customer service staff were accessible, friendly and knowledgeable...”

Source: Annual NPS awards. Satmetrix June 2010

The CEM+ process

Customer experience

design

products

processes

people

proposition

Imagine you are in a hotel room….

designing the new experience

Customer JourneyCustomer

Touchline

Getting to the

airportCheck-In

Comfort until

FlightIn-Flight Comfort Arrival

Getting to

Destination

Customer

Experience

Issues

● Stressful

● Complicated

● Parking

● Lugging

● Long,

frustrating lines

● Security

hassles

● Want/need

to work

● Want/need

to relax

● Planes are

uncomfortable

by nature

● Long-time spent

in a seat

● Boredom

● Unkempt

● Unshowered

● Clothes a

● Traffic

● Unfamiliar

CUSTOMER EXPERIENCE

Pleasure

Virgin customer journeyCustomer

Touchline

Getting to the

airportCheck-In

Comfort until

Getting to

Destination

Customer

Experience

Issues

● Stressful

● Complicated

● Parking

● Lugging

● Long,

frustrating lines

● Security

hassles

● Want/need

to work

● Want/need

to relax

● Planes are

uncomfortable

by nature

● Long-time spent

in a seat

● Boredom

● Unkempt

● Unshowered

● Clothes a

● Traffic

● Unfamiliar

CUSTOMER EXPERIENCE

Pleasure

Virgin – brand IconsCustomer

Touchline

Getting to the

airportCheck-In

Comfort until

Getting to

Destination

Customer

Experience

Issues

● Stressful

● Complicate

● Parking

● Lugging

● Long,

frustrating lines

● Unnecessary

necessary to

the airline)

● Want/need

to work

● Want/need

to relax

● Planes are

uncomfortable

by nature

● Long-time

spent in a seat

● Boredom

● Unkempt

● Unshowered

● Clothes a

● Traffic

● Unfamiliar

CUSTOMER EXPERIENCE

Design

features

● Transport to

airport

provided

● Driver

handles

luggage

● “Drive-though”

check-in

● Airline knows

where you are

● Clubhouse

with Internet

access, fax,

library

● Salon,

messages,

beauty

● Sound

driving

range,

skiing

machine

● Full-sleeper

● Mood lighting

● Gradual dawn

● Bar

● You decide

● Arrival valet

● 18 showers

● Makeup &

● Heated

floors

● Clothes

pressed

● Hot & Cold

Breakfast

● Chauffeured

delivery to

destination

● Comfortable

ride door-to-

● Knowledgeab

le local driver

Defining the new customer experience

We have set up a partnership between marketing, HR and Operations to

define and deliver the customer experience

We have defined a brand promise that differentiates us in the eyes of our

target customers

We have mapped our customer touchline in terms of identifying the key

points of contact our customers have with us and how our promise should

be delivered at each

We have defined how to improve our services and processes to deliver our

customer promise in a way that is consistently valuable to target customers

We have defined the specific employee behaviours required to deliver the

new experience

coffee time

Shaun Smith and Andy Milligan. FTPrentice Hall 2002.

“I’ve always said I would put my

employees first, customers

second and shareholders third,

but if you do that… the

customers and the shareholders

benefit anyway”

– Richard Branson, Chairman

The CEM+ process

Customer experience

design

products

processes

people

proposition

47 / TFWA – May 10 2010

THE BURBERRY EXPERIENCE MODULES

Delivering the Burberry

Experience in our Store

Module 1 – Be Professional

Module 2 – Be Perceptive

Module 3 – Be Proactive

Module 4 – Be Passionate

Module 5 – Persevere

Module 6 – Personalise

Module 7 – Partnership

48 / TFWA – May 10 2010

THE BURBERRY EXPERIENCE PILOT HIGHLIGHTSFINANCIAL RESULTS

• KPIs over the first 6 months compared to 2 months pre-initiative:

–15% points better performance in change in LFL sales growth

–0.3% points better performance in UPT

Pilot Stores

Rest of PilotRegions(ExcludingPilots)

BURBERRY EXPERIENCE PILOT

PRE-PILOT

49 / TFWA – May 10 2010

The top three factors that shoppers consider before recommending a brand are merchandise, service and store atmosphere. Two standouts across several criteria are British fashion house Burberry and French luxury outfit Louis Vuitton, with 77% of shoppers saying they would recommend Burberry to family and close friends...”

Source: The Luxury Institute April 2010

WHAT WERE THE RESULTS?-2010

50 / TFWA – May 10 2010

WHAT WERE THE RESULTS?-2010

Delivering your customer experience

We have continuing internal communications to build clarity and

commitment around implementing the customer experience

Our leaders have been trained as champions of our customer experience

and are leading its implementation

We have created training to equip our employees to deliver the customer

experience

We have a scorecard of indicators that provide leaders with objective and

timely feedback on how well we are delivering against our promise

Our HR practices are reinforcing our brand values

The CEM+ process

Customer experience

design

products

processes

people

proposition

Vorsprung durch Technik

The Ultimate

Driving Machine

What makes a great brand?

Source Grey Worldwide. Eye On Australia survey

Trustworthy 97%

Credible 96%

Tells the truth 96%

Never lets me down 93%

The company has values and ethics 92%

Consistent 91%

Interesting and worth talking about 86%

Innovative 85%

Inventive 84%

Recommended by people I know 78%

Been around for a long time 41%

Seen everywhere 39%

The biggest 15%

Be engaged…

The CEM+ process

Customer experience

design

products

processes

people

proposition

Brand image Brand promise

Brand delivery

Marketing

Learning, performance management, reinforcement

OperationsHuman

resources

Finally... It requires leaders

A tale of two CEO’s

Creating alignment

promise

People &

behaviourCommunications

Customer

experienceProduct &

services

Customer

understanding &

insight

Service

delivery

Innovation

skills

Internal

communications

External

communications

Recruitment/

induction

Performance

management

Leadership &

management

development

Product

development

capability

Branded

training

Customer

processes

Aligning the organisation

What must be unique

about our culture and

our people?

What internal processes

do we need to enable

us to deliver our

proposition?

What strategic

choices will

achievement of

our purpose and

vision?

What service

experience must

we create to

deliver this

proposition?

What can we

promise that will

create

competitive

advantage?

Process

Customer

Experience

Proposition

People

Strategy

What must be

distinctive about our

products and services?

Product/Service

What must we measure at each stage?

What do

we stand

for/aspire

to be?

Purpose

Leading the customer experience

Leaders believe that giving customers a better experience will lead to

profitable growth

Our company’s top executives demonstrate their commitment to our

customer experience strategy

Leaders make decisions that are consistent with our customer experience

strategy

Leaders measure and monitor the quality of the customer experience

Our leaders recognize employees who put customers first

Case Study

A case study...

Source: Advocacy Drives Growth. Dr Paul Marsden. London School of Economics December 2005.

“O2 was top of the mobile network scorecard. It gained a rating

of 24% compared with an industry average of 3%”

Source: Annual NPS awards. Satmetrix June 2010

The experience you deliver to your

customers every day, through every transaction,

direct and indirect either builds value for your

brand or destroys it.

CEM+Customer ExperienceManagement+™

www.shaunsmithco.com

Smith+co шон смит

Documents

Transcript of Smith+co шон смит

Джефф Смит - 10 day turn around

Kendall Eaddy Osha Smith Aminata Smith Queelah Smith · Ishaq Smith Major Leo Hinnant Eddie Hinnant O’sha Smith Latoya Robinson LeAngel Garvin Aminata Smith Haajer Smith Sapiyya

Smith Wigglesworth on Healing - Smith Wigglesworth

VIRTUAL COMMENCEMENT CELEBRATION · 2020-04-22 · *Riley M Sibley *Fallon Singleton *Arieanna Smith Carter Allen Smith Clancy Owen Smith *Dayleah Kay Smith Dayton Forrest Smith Stephen

Smith C 734-2585 Smith Charles Boxl452 734-2558 Smith Gina ...

· Plan 9 от Bell Labs Роб Пайк Дейв Пресотто Шон Доруорд Боб Фландрена Кен Томпсон Говард Трики Фил ...

.V~ - UC Hastings · Christopher J. Smith Dannette L. Smith David Smith Donelda M. Smith Kristin H. Smith James G. Snell Phyllis T. Solomon 1 i~'",.: R~ ,,~: _ ~ Laurene E. Somerville

Help for Smith V4 - fritz.dellsperger.net Smith/Help V4.1 -print.pdf · Smith-Chart Activate Smith-Chart in menu „Mode“ or toggle between “S-Plot” and “Smith-Chart” with

Ivy€Tech€Community€College · Anderson Simpson Valeria - Anderson Smith Colette A. Anderson Smith Jennifer L Anderson Smith Tamera L Anderson Smith Emily - Anderson Smith Jacob

William Eugene Smith - APAC94 · William Eugene Smith William Eugene Smith, connu sous le diminutif familier de « Gene Smith » ou encore comme « W. Eugene Smith » (né le 30 décembre

Ansel Brooks Smith-Mrs. Marie Smith, November 28, 1918, France · 2020. 2. 26. · Title: Ansel Brooks Smith-Mrs. Marie Smith, November 28, 1918, France Author: Ansel Brooks Smith

Charles Smith, Sam Smith, Stuart Smith

smith patient history - Smith Plastic Surgery · smith patient history.qx4 Created Date: 20110314165323 ...

SMITH WADE TO SMITH

Super Tuesday Tornado Outbreak Presented by: Catherine Smith, Colleen Smith, Trevor Smith, Andrew Smith.

John Smith, CFP, CIM Owner, Smith Financial Services Inc. …121imagine.com/marketingcomponents/17-3449_Manulife_305x131... · John Smith, CFP, CIM Owner, Smith Financial Services

d39smchmfovhlz.cloudfront.net · Ariel Seaton Jennifer Segundo Brett Shields Albert Simpson Andrea Smith Crystle Smith David Smith Jamie Smith Zachary Smith Calvin Sparks Andrew Stanley

Cecil Bouler - msgw.orgmsgw.org/bolivar/CHS19604.pdfJimmy Ratliff Bobby Redding . Elizabeth Shown Bill Smith Clarice Smith Janet Smith Pam Smith Buddy Smith-Vaniz Joyce Steadman Lawrence

Adam Smith Attire - Leadership Institute · LI-2 Adam Smith Ties Lapel Pins and Cufflinks Adam Smith Lapel Pin - $10.00 Adam Smith Cufflinks - $20.00 LI-4 Adam Smith Scarves Emerald

THE NEW PALGRAVE «НЕВИДИМАЯ РУКА» РЫНКА · 2009-07-20 · Хотя Адам Смит использовал ее только дважды, он ввел в язык

VIRTUAL COMMENCEMENT CELEBRATION · 2020-04-22 · Riley M Sibley Fallon Singleton Arieanna Smith Carter Allen Smith Clancy Owen Smith Dayleah Kay Smith Dayton Forrest Smith Stephen