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Seamless Consumer ExperiencesTom Voirol, Global head of user engagement
Best Practices in Consumer Engagement, 13 January 2015
Tom
Tom Voirol
Today…
Overview
Strategy
Development
Execution
Overview
Channels?
Introduction
Introduction
Introduction
90% of media interactions are screen-based
Introduction
Source: The New Multi-screen World Study, Google 2014
What channels?
Introduction
“”
The sum of all experiences a customer has with a
supplier of goods and/or services, over the duration
of their relationship with that supplier
Customer Experience?
Introduction
Sum of all experiences
Introduction
⇨ By definition multi-channel
Experiences are about people
Introduction
Experiences are about emotions
Introduction
Experiences are shared
Introduction
Social media = biggest soap box ever
Introduction
Strategy
Strategy
Hygiene, performance and delight
The multi-screen world
CRM integration is key
Hygiene, performance and delight
Strategy
Kano model axes
Kano model overview
Kano model Basic expectations
Basic expectations
Kano model Performance payoff
Performance payoff
……
Kano model Excitement generators
Drag picture to placeholder or click icon to addSurprise!
Nokia = great design style
Innocent juice = humour
Drag picture to placeholder or click icon to add
Mint 404 page = quirk
Story time
Gaylord Opryland
Drag picture to placeholder or click icon to addTweets
Clock radio in room
Happy guest
Of course she’s a blogger
Emotional journey
Strategy
“”
Emotional lows are the best opportunity to delight
the customer
Strategy
But…
Fish swimming upstream
Kano model overview
Drag picture to placeholder or click icon to add
Example Free Wifi
Delight your employees
Source: Thorleif Hallund, Director of Customer Experience, Telenor DK
Hygiene, performance and delight
Basic expectations = hygiene factors. Perform poorly on these and you suffer.
Performance payoffs = standard factors. The more you do, the more customers appreciate it.
Excitement generators = wow factors. This is what will make you memorable.
Over time, all factors deteriorate as they become commonplace. You have to keep raising the bar.
Delighted (and empowered) staff will delight customers.
Strategy
The multi-screen world
Smartphone, Computer, Tablet, TV
Simultaneous usage
• Multi-tasking - unrelated activity
• Complementary usage - related activity
Sequential usage
Strategy
Context drives device choice
Strategy
Source: The New Multi-screen World Study, Google 2014
Sequential screening mostly within a day
Strategy
Source: The New Multi-screen World Study, Google 2014
Smartphones #1 starting place
Strategy
Source: The New Multi-screen World Study, Google 2014
PCs starting place for complex activities
Strategy
Source: The New Multi-screen World Study, Google 2014
Tablets for shopping and trip planning
Strategy
Source: The New Multi-screen World Study, Google 2014
We switch screens while shopping
Strategy
Source: The New Multi-screen World Study, Google 2014
Multi-device path to purchase
Strategy
Source: The New Multi-screen World Study, Google 2014
CRM integration is key
CRM integration is key
Multi-channel contact centre
CRM at the core of all customer relations
Social CRM
Strategy
Multi-channel Contact CentreMore than half of call centres use six channels or more
Provide agents with the training and tools needed to successfully use each channel
Automated customer contact distribution (on all channels, not just voice)
Break down data silos between channels
Contact centre analytics using business intelligence tools, e.g. channel effectiveness
Employ text (and speech) analytics
Strategy
Source: Aberdeen Group Analyst Insight, November 2012
Text and speech analytics
Determine root cause of repeat contacts and poor first contact resolution, even when contacts cross channels
• Call center voice and notes
• Customer email and chat
• Social media
• Survey comments
Strategy
MCCC – Self-assessment
Strategy
Are they taking their own advice?
Strategy
CRM at the core of all customer relations
Strategy
Social CRM
Strategy
Source: Digital Buzz Blog, April 2011
Social CRM
…is a strategy
…is a back-end process and system for managing customer relationships
…is a toolkit
…is more influential
Strategy
Social CRM as a strategy
Strategy
Social CRM as a strategy
Strategy
Source: Conversity, August 2012
Social CRM as a process
Strategy
Source: Digital Buzz Blog, April 2011
Social CRM as a toolkit
Strategy
Why social CRM is more influential
Strategy
Source: Digital Buzz Blog, April 2011
When deciding to engage on social media, users look for…
Development
How to develop better CX
1 Research your customers
2 Examine touchpoints
3 Design the improved experience
4 Prototype, test, repeat
Development
1 Research your customers
Development
You could ask consumers what they want
Image credits: Joe Shlabotnik (Flickr)
Image credits: Jeff Gothelf
Image credits: cavstheblog.com
Yes we do ask people, but we don’t ask them what they want, we find out what their emotional journey is
Image credits: GfK Group
We observe them
Image credits: OakleyOriginals (Flickr)
We listen to social media conversations
We track analytics
Behavioural data is always preferable to attitudinal
data
Eat your own dog food
Anonymous / mystery shopping
Personas and storyboards
2 Examine touchpoints
Development
Construct the emotional journey
Use insights for storyboarding
3 Design the improved experience
Use channels appropriately
Understand context
Simple is best
Mobile first / mobile responsive
Designing for multi-screen journeys
Stop finding excuses
Development
Use channels appropriately
Website: Go in-depth, transact, convert
Mobile site: Validate, qualify, show to others
Mobile app: Interact, transact, consummate the relationship
Email: Topical, relevant, timely updates. Used for forwarding
Social media: Conversation, dialogue, never push messaging
Contact-centre: Situation-specific help and advice
In-person: Explanation, help with complex situations, high-security-requirement transactions
Never send people off to another channel from the one they chose!
Development
Understand context
Development
Simple is best
Development
Drag picture to placeholder or click icon to add
Story time
Contact form with 11 fields
Contact form with 4 fields
+150% conversion rate
Original form Reduced form0
50
100
150
200
250
300
Development
Story time
Expedia
The $12m form fieldName*
Company
Address*
City*
Country*
Card number*
Name on card*
John Doe
Citibank Singapore
8 Marina View Tower 1
Singapore
The $12m form field - article
Mobile responsive design
Development
Mobile first
Development
Designing for multi-screen journeys
Enable customers to save their progress between devices
Provide a signed-in experience
…but don’t require sign-in
Remember them
• Saved shopping cart
• Allow them to email their progress to themselves
• If you must time out, retrieve the work they’ve already done
• Not another &!%#* password!
Development
+US$ 300m
Stop finding excuses
Customer “convenience”
Our convenience
Security
Technology
Laziness
Development
Customer “convenience”
Development
Our convenience
Development
Security
If you are not a bank, don’t act like one.
What is the worst that can happen?
A number of banks have simplified their mobile login process by allowing customers to select a lower payment amount limit in return for lower security requirements (source: Mapa Research April 2014)
Development
Security
Development
Security
Development
Technology
Development
Laziness
Development
“”
Stop thinking like you.
Think like a customer.
In summary…
Development
4 Prototype, test, repeat
Development
Image credits: HyperXP.com (Flickr)
Image credits: SAP
Image credits: Adobe
Image credits: Interfacematters.com
Drag picture to placeholder or click icon to add
Image credits: matteopenzo (Flickr)
Image credits: eekim (Flickr)
Image credits: jungleminds.com
A/B testing: Refine the experience
The improvement cycle
Understand people
Design to their needs
Test and refine
It doesn’t have to be expensive
Execution
Execution
Measure, track, improve
Leadership
Agile iterative discovery
Measure, track, improve
Base KPIs on organisational objectives and choose metrics to fit
Define conversions, track across all channels
Don’t measure whatever Google Analytics gives you out of the box
Close the feedback loop, base decisions on metrics
Execution
Leadership
Customer experience must be championed from the top
Consider a Head of Customer Experience role
Give that person wide-ranging authority to make changes
• to products
• to services
• to channel partnerships
• to owned, earned and paid media
• to internal processes and roles
Execution
Agile, iterative discovery
Execution
Everything changes rapidly
Execution
Your market
Execution
Consumers’ expectations
Execution
Your competition
Execution
Digital technology
Execution
Your organisation’s maturity
Execution
The old model is dead
Execution
Agile, iterative discovery
Execution
Sprint 1 Sprint 2 Sprint 3
Review,research,
plan
Review,research,
plan
Review,research,
plan
Get in touch…
Tom VoirolGlobal Head of User Engagement
Global digital communications consultancy
270 staff, 65 in Singapore
UK, Singapore, Australia, Thailand, China
Digital strategy, business transformation consulting, website and mobile design and build
Further reading• Google multi-screen study
http://rroom.me/googlemultiscreenstudy
• Conversocialhttp://rroom.me/conversocial
• Digivizerhttp://rroom.me/digivizer
• Why the marketing funnel is all wrong (McKinsey)http://rroom.me/marketingfunneliswrong
• Retail multichannel research (Accenture)http://rroom.me/accentureretailresearch
• Seamless retail (Accenture)http://rroom.me/accentureseamlessretail
• Multi-channel contact centre (Oracle, Aberdeen Group)http://rroom.me/multichannelcontactcentre
• Multi-channel contact centre self assessment (Aberdeen Group)http://rroom.me/mccctool
• Winning the Key Strategic Banking Battles: Cross Channel Experiences (Mapa Research)http://rroom.me/crosschannelbanking
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