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[WEBINAR SLIDES] The Customer Experience Cloud: How To Choose The Tools and Teams for Delivering A Unified Customer Expe

In our recent webinar, The Customer Experience Cloud: How to Select the Tools and Teams for Delivering a Seamless Customer Experience, we discussed: <br><br>The vision of a unified customer experience (CX) across sales, service and marketing <br>The essential components of a Customer Experience Cloud, including leadership, organization and technology <br>Case studies from leading brands including GE, GM, McDonald's and Lenovo <br>How to choose the technology for a unified CX <br>An overview of the top CX software vendors <br><br>Download the research report this webinar is based on from here: <br><br>http://www2.prophet.com/l/69102/2015-10-08/2mg4ky

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[WEBINAR SLIDES] The Customer Experience Cloud: How To Choose The Tools and Teams for Delivering A Unified Customer Expe

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  1. #CXCloud [WEBINAR] The Customer Experience Cloud: How To Select The Teams and Tools for Delivering A Unified Customer Experience Thursday, November 12, 2015 How To Select The Tools and Technologies for Delivering A Unified Customer Experience Charlene Li Principal Analyst, Altimeter @CharleneLi Omar Akhtar Managing Editor, Altimeter @obakhtar

  2. What Is A Unified Customer Experience? (And Why Do I Need To Deliver It?)

  3. Customers want to be recognized as the same person across different departments

  4. Customers want to be recognized as the same person across different departments

  5. Customers want to be recognized as the same person across different departments

  6. Customers want to be recognized as the same person across different departments

  7. Customers want to be recognized as the same person across different departments

  8. Disconnected Experiences Are A Business Risk • Frustrated Consumers • 66% of consumers find it extremely frustrating to repeat information across multiple interactions • 95% of customers are likely to tell others about a bad experience

  9. Inefficient Organization • Departments don’t coordinate efforts or tools and are not aligned on same goals • Integrated approach frees up 15-20% of marketing spending (McKinsey) Disconnected Experiences Are A Business Risk

  10. Irrelevant Brand • 89% of companies say they expect to compete primarily on the basis of customer experience by 2016 (Gartner) • Brands don’t get compared to competitors, they get compared to Amazon, Uber, Zappos Disconnected Experiences Are A Business Risk

  11. Why is it so hard to integrate different departments and customer data?

  12. Lack of Leadership 91% of organizations said they aspire to be among the customer experience leaders in their industry, yet only 37% had started a formal CXM initiative – Oracle Survey, “Global Insights in Succeeding in The Customer Experience Era” (Feb. 2013.)

  13. TOO MANY TECHNOLOGY OPTIONS!

  14. Disparate Department Goals • Different KPIs lead to competing efforts • Customer data lives in silos, each department has partial insight • Same channels have disparate content

  15. The Customer Experience Cloud

  16. How Do You Build A Customer Experience Cloud?

  17. It Starts With The Data

  18. For known customers, CRM is suitable • For unknown customers, web analytics, or other anonymous data management platforms • To recognize unknown and known customers, customer identity solution is needed. • For real-time interactions, predictive intelligence is a must. System of Record (SOR)

  19. Case Study: General Motors • “Customer 360” project to build a master customer database • Uses data scientists along with primary research to create best offers for each segment “In order to create better connections across different touch points, we knew we had to take it to the next level. That is the cost of doing business if you’re going to be competitive in customer experience” Dave Mingle, Executive Director, Global Connected Customer Experience Program Execution at General Motors

  20. Who Makes Sense of The Data?

  21. Manages the SOR • Develops rich personas • Maps the customer journey • Sets the final CX vision • Sells it to the stakeholders Customer Insights Team

  22. Case Study: ECCO • Unified Customer Insights team with reps from Sales, Marketing and Product teams • Cross-functional team creates customer journeys to share with sales/e-commerce/social teams • Creating master dashboard to share customer data across multiple departments “Companies need to create user journeys that can detach themselves from campaigns, you never know when people are interested in your product and that’s when you need to give them journeys to get attached to the brand” GrimurFjeldsted, Digital Innovation Manager, ECCO Labs

  23. Who Acts on The Insights?

  24. Takes findings from insights team, turns it into relevant content • Not necessarily a content factory, but a content management hub. • Hosts digital/creative assets. • Sets governance for how content is used. • Establishes guidelines for consistent voice, message and tone. • Looks for integration between paid, earned and owned content. Content Management Team

  25. Case Study: Nespresso • Sets governance for content production process, guidelines for tone, visuals and messaging • Orchestrates content across PR, customer service, local markets and commercial teams. • Works closely with CRM and customer insights group “It is first a governance exercise,and then a strategic exercise to identify all the content topics, the stakeholders, and the pillars within the organization that needs to be aligned” Laure de Bary, Head of Social, Content and Media, Nespresso

  26. The Tools of Engagement

  27. System of Engagement (SOE)

  28. Essential Components of A Customer Experience Cloud

  29. How Do You Choose The Right Technology?

  30. Assess Your Tech Needs

  31. Channel and Data Complexity Drive Technology Choices

  32. Channel and Data Complexity Drive Technology Choices

  33. Quadrant 1: The One-on-Ones • Examples: Professional advisory, consulting, high-end concierge services • Customers are identifiable, with a slow path to purchase • Presence on few channels Tech to Consider: HubSpot, Marketo

  34. Channel and Data Complexity Drive Technology Choices

  35. Quadrant 2: The Considered Buyers • Examples: Large B2B companies, high-tech software vendors. • Long path to purchase, customers engage on multiple channels. Consume more content. • Mostly known customers, some level of integration between known and unknown. Tech to Consider: Marketo, Adobe, IBM, Oracle, Salesforce

  36. Channel and Data Complexity Drive Technology Choices

  37. Quadrant 3: The E-Commerce Sellers • E-commerce brands, mobile only services (e.g. Uber) • Delivers experiences mostly through one main channel with others supporting. • Needs sophisticated SOE to integrate transaction data with unknown customer data to deliver real-time, personalized content Tech to Consider: Adobe, Sitecore, SAS, SAP

  38. Channel and Data Complexity Drive Technology Choices

  39. Quadrant 4: The Omni-Present • Big box retailers, large CPG brands. • Need to scale large volume of content across multiple channels and departments. • Large volume of customers • Customers expect to be recognized across every type of interaction. Tech to Consider: Adobe, IBM, Oracle, Salesforce, Sprinklr, SAS, SAP, Experian, Sitecore

  40. Final Thoughts

  41. Thank you! Charlene Li Principal Analyst, Altimeter @CharleneLi charlene@altimetergroup.com Omar Akhtar Managing Editor, Altimeter @obakhtar oakhtar@altimetergroup.com Download the report for free at http://bit.ly/1QxK5ll How To Select The Tools and Technologies for Delivering A Unified Customer Experience Altimeter, a Prophet company, provides research and advisory for companies challenged by business disruptions, enabling them to pursue new opportunities and business models www.altimetergroup.com

  42. Icons used were created by Noun Project

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