Customer Experience Strategy: Meeting Changing Expectations & Dynamics in Service
-
Upload
salesforce -
Category
Technology
-
view
1.020 -
download
3
description
Transcript of Customer Experience Strategy: Meeting Changing Expectations & Dynamics in Service
Customer Experience Strategy:
Meeting Expectations and Changing
Dynamics in Service John Ward
Regional Sales Director,
salesforce.com
/salesforceanz
@salesforce
#SalesforceCeBIT
We love your feedback! Complete our
survey & you could win an iPad*
bit.ly/salesforcecebit13
*Conditions apply
Presentations available from
salesforce.com/au/cebit
Safe Harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995:
This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties
materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results
expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed
forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items
and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning
new, planned, or upgraded services or technology developments and customer contracts or use of our services.
The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new
functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our
operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual
property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our
relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our
service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger
enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our
annual report on Form 10-Q for the most recent fiscal quarter. This documents and others containing important disclosures are available on
the SEC Filings section of the Investor Information section of our Web site.
Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently
available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based
upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking
statements.
Join the conversation!
#SalesforceCeBIT
Dr Catriona Wallace CEO, Fifth Quadrant
Customer experience (CX) defined
The internal response
of an individual to
their interactions with
an organisation's
products, people,
processes,
technologies and
environments.
Internal response
includes the thoughts,
feelings, senses,
physical reactions and
emotions experienced
as a result of the
experience.
Customer experience is multi dimensional
Customer Engagement
Process & technology
Multi-channel
Commun-ication
Products
Service
Value
Consumers agree “If I always received excellent customer
service from a company I would be happy to pay more money for
their products or services”
Consumers agree “When I receive bad customer service, I actively avoid buying more products or
services from that same company again”
77% 37%
Customer experience impacts customer value and retention
and therefore long term business value
Consumers agree “I would actively advise my friends / family to avoid a company if they gave
me poor customer service”
80%
Source: 2013 salesforce.com Customer Experience Study
% consumers using channel
more often than a year ago
• 40% Email
• 37% Web self-service
• 23% Web chat
• 22% Facebook
• 17% CSR
Consumers are rapidly expanding the range of ways
they engage with organisations
Source: 2013 salesforce.com Customer Experience Study
43% using mobile device more
often than a year ago
As customers bounce around channels
expectations for a seamless service are high
47% 53%
Used more than 1 channel
Used 1 channel only
78%
Not repeating information
74%
Company combining info collected from
different interactions to
provide seamless service
67%
Company knowing
history across different channels
% Consumer Importance – Top 3
Number of channels used for last
transaction
Source: 2013 salesforce.com Customer Experience Study
Customers Organisations Customer Experience
• Simplicity
• Transparency
• Consistency
• Collaborative
• Traditional, product-oriented business models no longer work
• Responsive, customer-driven cultures
• Single, personalised relationship with ALL customers
• Anticipate customer needs
• Identify and solve issues before they affect customer satisfaction
Customer experience management is now more
complex
Organisations currently have an enterprise-wide
customer experience strategy
Organisations rate their executive team as being supportive of customer
experience strategy
51% 53%
Despite the importance of customer experience
organisations are yet to fully embrace it…
Source: 2013 salesforce.com Customer Experience Study
Have customer experience
strategy
Existence of sub strategies
within customer experience
strategy
Level of C-Level Support
Australian organisations have been segmented based
on their CX maturity
CX maturity is proven to drive better business
performance
0
2
4
6
8
10
12
0% 20% 40% 60% 80% 100% 120%
Imp
ac
t o
n R
ev
en
ue
Ge
ne
rati
on
In
de
x
Customer Experience Maturity Index
Source: 2013 salesforce.com Customer Experience Study
Top 30% CX Organisations
Bottom 30% CX Organisations
More mature CX organisations offer a wider range
of contact methods to customers…
Source: 2013 salesforce.com Customer Experience Study
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Web Self-service Web Chat Facebook Mobile Device
% implementation by 2018
Top 30% CX Orgs Bottom 30% CX Orgs No CX Strategy
Channels Devices
…and are investing more in social media, integrated customer
management and web chat technology Future Technology Investment
% Top 30% CX Strategy Organisations
Source: 2013 salesforce.com Customer Experience Study
Social media technology 73%
Integrated customer management 73%
CRM 67%
Web chat 67%
Internal collaboration tools 67%
Mobile device management 67%
Social media’s influence
77% consumers have changed their mind about buying a
product or service because of comments/recommendations made
on social media
Source: 2013 salesforce.com Customer Experience Study
Currently maintain a Facebook channel for
customer service
Of organisations will have some social media customer
service operating by 2018
67% 38%
Social media investment and implementation is
forecast to grow significantly
Source: 2013 salesforce.com Customer Experience Study
However there are significant challenges still to overcome
Marketing most responsible for social media
management – 9% contact centre
(22% amongst Top 30% CX Organisations)
Rate themselves as well placed to effectively
resource social media operations
1 2 3 4 5 6
Listening and Monitoring
Community Engagement
Primary Sales Channel
Marketing Platform
Customer Service Channel
Customer Communications
Channel
Social Media Evolution
1 2 3 4 5 6
Listening and Monitoring
Community Engagement
Primary Sales Channel
Marketing Platform
Customer Service Channel
Customer Communications
Channel
Social Media Evolution
Currently operate customer service via a
mobile device
Of organisations will have some mobile customer service operating by 2018
82% 34%
Mobile device implementation is set to expand
rapidly
Source: 2013 salesforce.com Customer Experience Study
However there are significant challenges still to overcome
Agree: “It is easy to use my mobile device to
interact with a company”
Agree: “It is quicker to use my mobile device
to resolve my query than other channels”
“Happy” with experience of using mobile
device to resolve queries
Implementation challenges……
Social media implementation
–40% - security/privacy concerns
–37% - lack of resources
–26% - cost
–23% - not having the right technology/ being
able integrate with other systems
Mobile device implementation
–35% - lack of the right technology
–32% - lack of resources
–29% - security/privacy concerns
Source: 2013 salesforce.com Customer Experience Study
Key messages
1. Consumers have more channel choice than
ever before but expect seamless CX
2. Companies that adopt and have a mature CX
strategy generate more revenue than
companies that do not
3. Although companies are investing in social
and mobile channels, they are not fully
integrated and therefore deliver inconsistent
experiences
Source: 2013 salesforce.com Customer Experience Study
Further Discussion
John Ward Regional Director, Service Cloud APAC
Dr Catriona Wallace, CEO, Fifth Quadrant
We love your feedback! Complete our
survey & you could win an iPad*
bit.ly/salesforcecebit13
*Conditions apply
With thanks to our sponsors
DIAMOND
SPONSORS
PLATINUM