Experience marketing
description
Transcript of Experience marketing
© PA Knowledge Limited 20141
PENTIA MORGENMØDE
Jesper Høi Jensen
December 2014
© PA Knowledge Limited 20142
70 YEARS OF UNCONSTRAINED THINKING AND EXCEPTIONAL RESULTS
…AND WE ARE STILL AHEAD OF OUR TIME
2006
GULF
We helped source one of
the world’s first WIMAX
networks for Mena Telecom
EUROPE
We helped transform the
Republic of Georgia’s collapsed
electricity supply system
EUROPE
We boosted Nissan’s
production by 30% using
existing car-making facilities
2010
EUROPE
We helped deliver a new
biometric UK passport,
saving the taxpayer
£160 million
EUROPE
We helped Onzo develop
an innovative home ‘Smart
Energy Kit’
US
We developed new
‘fresh air’ technology that
protects against superbugs
EUROPE
We created a next-
generation heart
disease probe for
Thermocore Medical
NORDICS
We helped implement
a new air traffic
management system
for Naviair
2007
2008
EUROPE
We developed
test equipment
for the 4G mobile
networks
US
We helped the US
Navy define a cost
reduction strategy
to achieve savings
of $400 million
per submarine
1950s
EUROPE
We helped the
Bank of England
dramatically reduce
banknote forgery
EUROPE
We advised the European
Community on Japanese
trade and investment
EUROPE
We helped pioneer a
single-union agreement
for Nissan’s UK workforce
1980s
1990s
EUROPE
We established the UK’s
first competitive market
for electricity supply
US
We delivered a
baggage-handling
system for Denver
International Airport
US
We developed the
first breath-actuated
metred dose inhaler
ASIA PACIFIC
We planned Sydney’s hosting
of the highly acclaimed
2000 Olympic Games
US
We realised $125 million
on sale of medical venture
company Meridica
GLOBAL
We led Siemens VDO
Automotive’s global
relocation of six factories
EUROPE
We tripled sales with an
iconic bottle design for Evian
2000-05
EUROPE
We helped the
UNHCR transform
their IT department
to deliver greater
protection and shelter
for refugees
EUROPE
We launched an
online weather
community that
helped the UK Met
Office capture two
million readings in
just five weeks
2011
ASIA PACIFIC
We co-ordinated
completion of
the Sydney
Opera House
1960s
1970s
NORDICS
We developed the
first private digital
telephone exchange
EUROPE
We pioneered maintenance
of Shell’s first North Sea
oil platform
EUROPE
We created the video
disc’s forerunner
US
We computerised
30,000 miles of railroad
for Chessie Systems, Inc.
2012
US
We gave Hawaiian Electric a strategy
to reduce carbon emissions from their
generation business by 40%
EUROPE
We transformed Carnival UK’s
supply chain to deliver annual
savings of £2.5 million
EUROPE
We helped to protect troops’ lives
in Afghanistan with an innovative
explosive device detection system
US
We helped Pepco
secure US government
funding for their smart
grid projects
EUROPE
We developed the
world’s first pre-filled,
single use, disposable
injector
EUROPE
We helped JCDecaux
develop the UK’s first
real-time advertising
verification system
2009
EUROPE
We increased national
productivity at a time
of crisis for the UK
government
1943
US
We worked with Google
to launch a global real-time
music game
EUROPE
We supported the creation
of the PRA, helping transform
financial regulation in the UK
EUROPE
We developed and delivered
Ora, a revolutionary new
kitchen towel, from concept
to store within 12 months
2013
www.paconsulting.com/PA70
2014
© PA Knowledge Limited 20143
MARKETING AND COMMUNICATION CONSTANT NEEDS TO ADAPT TO CHANGES
TO DELIVER BUSINESS RESULTS
Must be
Differentiators
Delighters
Today
Must be
Fulfilment
of needs
Delighters
Tomorrow
Features
becomes basic
Differentiators
Changes in the
mobile market means
that mobile optimized
websites or app’s are
basic features.
Personalized mails
becomes commodity
in digital marketing.
Develop new
experiences based on
insights.
© PA Knowledge Limited 20144
AN EXCEPTIONAL CUSTOMER EXPERIENCE DRIVES STRONGER CUSTOMER
RELATIONSHIPS AND IMPROVED PROFIT
The customer experience is a pivotal part of building a
long-term relationship with the customer. This in turn is a
key driver of profitability as it increases the probability that
the customer will buy more.
The decision to buy is moved from the rational domain of
price and functionality to the emotional domain where price
usually plays a smaller role in the buying decision.
A strong customer experience is a differentiating factor
which can only be copied with great difficulty and cost.
More satisfied and loyal customers motivates and
energises the organisation. An exceptional customer
experience creates pride, team spirit and motivation in
most employees.
4
3
2
1
50%
40%
30%
20%
10%
0%
-10%
-20%
-30%
-40%
CXi leaders
43%
S&P 500
index
CXi
laggards
Customer Experience leaders outperform the
market (2007-2012)
6 year stock performance of Forrester’s Customer Experience
Index leaders vs. laggards vs. S&P 500
© PA Knowledge Limited 20145
THE EXPERIENCE ECONOMIC IS THE NEXT EVOLUTIONARY STEP
Extract
Commodities
Make Goods
Deliver service
Stage experience
Customisation
Continuously follow the customer
Commoditisation
Competitors catching up
Differentiation
Undifferentiating
Relevant
Irrelevant
Customers
needs
Market position
PricingMarket price Premium
Source: “The Experience Economy”, James H. Gilmore & B. Joseph Pine II
© PA Knowledge Limited 20146
THE EXPERIENCE ECONOMIC IS THE NEXT EVOLUTIONARY STEP
Extract
Commodities
Make Goods
Deliver service
Stage experience
Customisation
Continuously follow the customer
Commoditisation
Competitors catching up
Differentiation
Undifferentiating
Relevant
Irrelevant
Customers
needs
Market position
PricingMarket price Premium
Source: “The Experience Economy”, James H. Gilmore & B. Joseph Pine II
© PA Knowledge Limited 20147
NEXT WAVE OF MARKETING EXPERIENCE IS A PERSONALIZED AND EMOTIONAL
APPROCH TO CUSTOMER DIALOGUE
P
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S
S
S
S
S
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Building services to supplement products to increase cross sell
and customer retention (e.g. insurance, installation).
P/S
S
P
P
S
P
S
Products evolve into services – sometimes with
products as a part of or a supplement (e.g. alarm
service with sensors).
E
EE
P/S
S
P
P
S
P
S
Increased competition drives a need to
differentiate through customer experience –
often appearing sporadic and uncoordinated
(e.g. improving customer service, launching
loyalty programs).
E
P
P
SS
S P
The experience becomes the key value proposition. Products and services are
parts of the experience and/or as up-sale to it (e.g. sports-/concert events).
E
E
E E
E
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P/S
S
P
P
S
P
S
Customers expects a uniform, integrated
and memorable experience across
touchpoints and product/services (e.g.
high-end hotels).
© PA Knowledge Limited 20148
NEW PA SURVEY REVEALS THAT CUSTOMER EXPERIENCE IS CLOSER TO THE
TARGET POSITION WHERE IT’S DRIVEN BY THE CEO
Current position of company
Target position of company
When it comes to customer experience, there is a
significant gap between where Danish companies perceive
themselves to be today and where they want to be.
CX elements measured:
1. Giving employees the necessary prerequisites
and competences to deliver an exceptional CX
2. Applying and analyzing data
3. Designing and orchestrating exceptional CX
4. Delivering a CX that is consistent across
channels
5. Working with collaborators to create
exceptional CX
6. Differentiation CX across segments
7. Integrating a focus on exceptional CX in the
company culture.
© PA Knowledge Limited 20149
COLLABORATION ACROSS DEPARTMENTS IS THE GREATEST BARRIER TO
DELIVER GREAT CUSTOMER EXPERIENCE
50% find it
difficult to set
clear
(quantitative)
measures for strong
customer
experiences
71% point to getting
the organisation to
collaborateacross departments
44% point to
establishing
customer centricity in
the back officefunctions
41% do not know
what the
customers
want
41% struggle to
use customer
data in a value-
creating way
© PA Knowledge Limited 201410
HOW DO WE REDUCE THE GAP BETWEEN TODAYS AND TOMORROWS POSITION?
PREPARE THE ORGANISATION TO DELIVER GREAT EXPERIENCE
Prepare the organisation
Identifying moments of truth – what matters most to the customer - and
where personal interactions significantly can improve the experience.
Promote and nurture a customer centric culture.
Decentralise decision power - based on customer plan.
Improve responsiveness by creating a sense of urgency and a culture
of problem solving.
Build incentive structures that supports growing and maintaining long-
term customer relationships.
A
B
C
D
E
© PA Knowledge Limited 201411
HOW DO WE REDUCE THE GAP BETWEEN TODAYS AND TOMORROWS POSITION?
START MAPPING THE CUSTOMER JOURNEY TO GAIN INSIGHT
Prepare the Customer Insight
© PA Knowledge Limited 201412
THE RIGHT CUSTOMER EXPERIENCE COMES FROM AN INTELLIGENT
CONFIGURATION OF THE REQUIRED CAPABILITIES
Governance
&
Controls
Structure
&
Location
Culture
&
Leadership
Application
&
Technology
Information
People
&
Skills
Infrastructure
&
Facilities
Sourcing
&
Suppliers
Processes
Direction
Differentiation
Delivery
© PA Knowledge Limited 201413
EXPERIENCED MARKETING IS BECOMING AN INTEGRATED PART OF THE
ENTERPRISE ECO SYSTEM
Sales Service MarketingProduct/service
DeliveryCustomer AnalyticsPartner Management
Idea to market Market to quote Quote to order Order to cashOrder to
delivery
Issue to
resolution
Installation to
service
Processes
Business domains
Information Applications & Technology
Touch points
Sourcing & SuppliersGovernance & ControlsCulture & Leadership
Infrastructure & Facilities
Structure & Location
Product
Management
CRM
People & Skills
Organising for
experience
Digital business
capabilities
Perceived
proximity
Industry
clustering
Customer-
centric mindset
Problem solving
mentality
Digital
mindset
Performance
culture
Agile & adaptive
organization
Customer data
Partner data
Transactional
data
Products
availability
Product
information
Social
intelligenceAnalytics skills
Networking and
storytelling skills
Partner mgmt
skills
Insight selling
skills
Digital
skills
Customer industry
expertise
Training & conf.
facilities
Distribution
centers
Production sites
IT architecture
Co-creation with
customers
Open networks
Marketing
agencies
Distribution
partners
E-commerce
portals
Centrally
controlled brand
Empowered
organisation
Aligned
incentives with
partners
Customer centric
KPIs
Financial
visibility
Web and mobile
applications
CRM system
Social media
Industry
applications
Supply chain
applications
ERP system
© PA Knowledge Limited 201414
Jerry Fritz - Director of Management Institute
University of Wisconsin
“You'll never have a product or price advantage again. They can be easily duplicated, but a strong customer service culture can't be copied.”
Ghost (signpost) – current chapter title...
PERSONALISERINGBegreber og principper
3 MYTER
MYTE #1
Jo mere personalisering,
jo bedre
MYTE #2
Personalisering = automatisering
MYTE #3
Vi skal vide hvem brugeren er
INDSATSOMRÅDER
Kommunikations-principper Indhold Værktøj+ +
Målgruppe
Personlig
Opgave
Omnirelevans
Personalisering er at tilpasse en løsning eller et budskab til den enkelte bruger på baggrund af data.
HVORFOR PERSONALISERING?
Pleasure of choice
vs.
Abundance of options
PERSONALISERINGS-STRATEGIER
Mikro- og makropersonalisering
Mikropersonalisering
Makropersonalisering
Eksempel på økosystem
Spotify
Spotify app
Spotify.com
Face-book
Triggers
Data
Tillid
3 RÅD
Adskil indsatser i principper, indhold og værktøj
Start med grundløsningen
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