Customer Experience: Just Another Hype?
Transcript of Customer Experience: Just Another Hype?
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Digital Strategy & Customer
Engagement
UX & Visual Design
Implementation & Operations
TechnologyE-Commerce, CMS-
DAM
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> 215 Osudians5 Countries
8 Offices
20 Years of Services
> 100International
Customers
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Just another Hype?
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What is it….
Why it matters…..
How you can benefit…..
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Manufacturing Age 50’s - 70’s
Distribution Age 70’s - 80’s
Information Age 80’s – 90’s
Age of the customer2010 -
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Manufacturing Age 50’s - 70’s
Distribution Age 70’s - 80’s
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The Distribution Age; hypes and reliability
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“There's word in business circles that Microsoft likes to measure itself against the Big Three auto-makers like General Motors and Ford.”
The comparison goes this way:
If automotive technology had kept pace with Silicon Valley, you could buy a V-32 engine that goes 10,000 m.p.h. or a 30-pound car that gets 1,000 miles to the gallon — either one at a sticker price of less than $50.
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The answer from the Car Industry; 1990
If GM had developed technology like Microsoft, we would all be driving cars with the following characteristics:
For no reason whatsoever, your car would crash twice a day.
Occasionally your car would die on the freeway for no reason.
Occasionally, executing a manoeuvre such as a left turn would cause your car to shut down and refuse to restart, in which case you would have to reinstall the engine.
Sometimes, for no reason whatsoever, your car would lock you out and refuse to let you in until you lifted the door handle, turned the key and grabbed the radio antenna.
Every time GM introduced a new car, buyers would have to learn to drive all over again because none of the controls would operate in the same manner as the old car.
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1979
355.200.000 238.500.000Global Computer Sales
Desktop - Notebooks
Global Revenues in
US Dollars
Smart Phones
Tablets
50.000
X
USD 60 million
X
USD 329 billion
494 million
79.000.000
2011
304.000.000
USD 304 billion
1.301.100
229.000.000
2014
USD 273 billion
1.432.120
332.000.000
USD 273 billion
2015
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Manufacturing Age 50’s - 70’s
Distribution Age 70’s - 80’s
Information Age 90’s - 2000
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Manage the LAN
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Sharinginformation
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BusinessProcessRedesign
Process simulation software
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1969 1973 1976 1982 1990 1994 1995 1998 1999 2003 2004 2005 2007 2009 2010 2012 2014
ARPANET
FTP & TCP/IP
ETHERNET
INTERNET
WORLD-WIDE-WEB
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Manufacturing Age 50’s - 70’s
Distribution Age 70’s - 80’s
Information Age 80’s – 90’s
Age of the customer2010 -
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Introducing the Age of the Customer
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What is it…Why it matters...
How you can benefit...
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A definition of Customer Xperience:
“A collection of events that your customer experiencesor goes through when doing business with you from
beginning to the end”
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Marketing
Sales
RetailChannelPartners
ProductDesign
CustomerServices
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What is itWhy it matters...
How you can benefit...
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Means Business
CX Starters72.3%
CX Laggards27.6%
Cu
mu
lati
ve T
ota
l Ret
urn
CX Leaders107.5%
© Watermark Consulting, 2015
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of customers research half or more of their purchases
online before buying (Forrester).
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of customers come away frustrated by inconsistent experiences
throughout their decision journey (McKinsey).
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CX forces U to go Mobile
‘When will we
stop calling it a
phone?
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Obsessed over CX
The customer is always right…
Giving without expectation…
75% of all orders are repeated customers
Go above and beyond Customer Xperience…
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What is itWhy it matters...
How you can benefit...
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Research & Strategy
Value propositionCustomer segments
Customer experiencesChannels - Touchpoints
Concept
Explore SketchValidate Refine ideas
Prototype
Design
Detailed designCode Ship
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Research & Strategy
Value propositionCustomer segments
Customer experiencesChannels - Touchpoints
Concept
Explore SketchValidate Refine ideas
Prototype
Design
Detailed designCode Ship
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Value Proposition
1 Persona’sCustomerXperience
MapsTouchpoints2 3 4
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Gain Creators
Pain Relievers
Products & Services
Gains
Pains
CustomerJob(s)
(Business Model Canvas - by Strategyzer)
Profitable Work
Better Safety
Latest QualityTools
Right ToolRight TimeRight Place
Owner Construction
Company
Invoices paidafter meeting
planned schedule
Equipment missing-stolen
Expensive & Delivery times
Equipment broken down
Upfront –Capital
required
Latest technology -Best tools
On line Fleet Management
7. Predictable costs
8. No cost for repairs or
replacements
Fleet Management System
Sub
scri
pti
on
Bas
ed F
leet
Man
agem
ent
Syst
em
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Value Proposition
1 Persona’sCustomerXperience
MapsTouchpoints2 3 4
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Gain Creators
Pain Relievers
Products & Services
Gains
Pains
CustomerJob(s)
(Business Model Canvas - by Strategyzer)
No planning required for
deliveries18/7
Easy accessfor flexible
staff
Sales up due to news-
letters on trendsStock levels
accurate
Owner Restaurants
& bars
Happy guests
Flexible staff 18 hours a day7 days a week
Keeping up with latest trends
Out of stockDelivery of products
Overview invoices
Call CenterCustomer ServicePortal – Log in
Mobile appOrder Management System
Mobile push notifications on
deliveries
Info & trendy news newsletters
Dig
ital
Pla
tfo
rm f
or
Ord
erin
g,
Fin
ance
& P
rod
uct
Info
Placing orders Ease of use
Access to invoicing system
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Prototype - Validate;Check assumptions
Get out of the building
The Lean Start up –by Eric Ries
Google Design Sprints
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What gains do you create for your customer?
What pains do you relieve………
Why should they choose YOU………….
What makes YOU unique; what problem do you solve?
What do you mean for them?
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Value Proposition
Persona’sCustomerXperience
MapsTouchpoints21 3 4
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Value Proposition
Persona’sCustomerXperience
MapsTouchpoints21 3 4
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Value Proposition
Persona’sCustomerXperience
MapsTouchpoints21 3 4
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Typical focus -online shop
+-
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The loyalty loop
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