1. changing the experience ofcustomer experience presented by esteban kolskythinkJar

2. the traditional customer experience 3. between 42 percent and90 percent of interactions happen in customer service 4. 80% of companies thinkthey are doing a great jobat delivering experiences 8% of their customers agree 5. customers use ofsocial channels explodedhighest source of traffic60% want answers40% to give feedback80% want coupons 6. squeezing out customer service be more be socialstrategy bebe crossempoweredbusinesschannel modelcustomerservice governance technology be be mobilecollaborative 7. two imperatives for the future awesome create newexperiencesarchitecturecustomercentricity 8. be more be socialstrategy beempowered be crossbusinesschannel modelcustomerservice governance technology be be mobilecollaborative 9. constant evolution of customer servicetechnology solution pain pointservice customernew strategic requests useschannelschannelemerge phone emerge usage customer callcontactUCservicecentercenter 196019952005 10. migrating to experiences in 2011+ functionfunction business functionexperiencerulesrules survey social noise* survey channel channel customer (maybe)customer(maybe) community*social noise is service, support, marketing, sales, accounting, financials, etc. 11. form alliances to find SMEs to help service withcustomer needs 12. case study be more US state government online chat, aimed at multiple segments found, trained, and scheduled SMEsthroughout organization satisfaction rose, both employee and citizens time to close tickets dropped found insights to improve operationsthroughout 13. be more be socialstrategy bebe crossempoweredbusinesschannel modelcustomerservice governance technology be be mobilecollaborative 14. 2010-2012 investmentssource: ovum 15. finding empowerment information agents have access to right systems agents know how to use all systems agents can contribute knowledge action let them do more, create layers of action flexibility provide a stipend to be used per agent discretion monitor, reward, and coach (carrot andstick) 16. design HR plansto train, empower and entice agents to grow 17. case study - empower information nationwide insurance deployeddata dashboards for agents, productivitygrew 25-40% information software publisher agents areresponsible for knowledge-base, moraleskyrockets action large retailer testing employeesdiscretion with returns, excellent satisfaction flexibility large global hotel chain providesemployees with daily stipend to improveexperiences for guests (costs less) 18. be more be socialstrategy bebe crossempoweredbusinesschannel modelcustomerservice governance technology be be mobilecollaborative 19. social media is just startingsource: tsia 20. expectations are growing quicklysource: ovum 21. investment is not keeping upsource: ovum 22. find your niche in social, begintesting and POC, plan LT solution 23. case study - social delta airlines, twitter became one more pieceof strategy adapted to needs of social channels (24x7,fast response, single contact, influence) empowered agents to act, often withoutconfirming brought other people to help with issues,topics out of their reach (pr, agencies) butultimately it is about people helping people they found their model, not for everyone 24. be more be socialstrategy bebe crossempoweredbusinesschannel modelcustomerservice governance technology be be mobilecollaborative 25. channel management evolution silo semi-integrated integrated single channelmulti-channelcross-channeleerkdd ddddkk kkkkwdwprr rrrr k ucp msw ecpm m r c c s ds 1980 1995 2010s sms, w web, e email, c chat, p phone, m- social media, d data, k- knowledge 26. adopt a new architectureclient productsoperationsdbcustomersalesbillingshipping hr service customer interaction hubclients partners employees 27. focus on cross-channel experiences how effectively does your company managethe following aspects of a customer experiencesomewhat veryhaven t done ineffectiveeffective effective measuring customer 7% 16% 42%33% satisfaction tracking what customers11% 15% 43% 30%do onlinesegmenting10% 18%38% 30% customers measuring customer13%19%41% 24% profitability measuring customer loyalty11% 24% 38%25%linking customer informationfrom different sources20%23% 40%16% convincing customers touse self-service 22% 27% 39% 10%tracking what customers doacross different channels 21%30%33%14%source: forrester 28. determine needsand setupcross-channelstrategy now! 29. case study cross channel global bank problem delivering consistent experiences customers channel hop to solve service issues customers want a single transaction deployed channel tracking and monitoring consolidated reporting cross-channel interactions adapted data model and operations to fulfillcross-channel satisfaction increased dramatically (25%+) 30. be more be socialstrategy bebe crossempoweredbusinesschannel modelcustomerservice governance technology be be mobilecollaborative 31. mobile will be bigger than desktop by 2014today we have moremobile than fixed devicesconsumers dont care to differentiate 32. mobile experience design notes no one knows how to do it, just test it out begin work on it now! key areas of focus infrastructure experience across platforms atomized applications volume planning retail, commerce tie-in think micro-payment bonus: collaboration, social and mobile (2013+) 33. for now, simplyidentify areaswhere mobilecould help 34. case study mobile Groupama insurance company built own application for mobile self-service replaced traditional phone calls visual IVR integration to phone for callback function social integration as well for true cross-channel Ties commerce (quotes), accountmanagement, payments, more functions end-to-end experience flexible and expandable 35. be more be socialstrategy bebe crossempoweredbusinesschannel modelcustomerservice governance technology be be mobilecollaborative 36. customer service 5.0? collaborative collaborate to understand the customer job-to-be-E2.0 done collaborate to co-create with the customer to meet her desired outcomes collaborate to act on Socialcustomer insights CRM collaborate to understand and provide the customer experience they expect from youthe collaborative enterprise 37. build a collaborative enterpriseinternal actionable layer unit crm system-of-recordsocial analytics integration layer managementcommunity enginecommunitieserp scmexternalcollaborative enterprise systems of record 38. social is an action, focuson outcome of it: collaboration. 39. case study be collaborative SAP premier customer network offers key accounts ability to participate incommunity, collaborate with SAP resources access to key resources, information, othercustomers SAP can look at interactions, find worthy data help customers get their work done, provideintegrated platform for co-innovation,feedback, sharing knowledge 40. changing the experience ofcustomer experience esteban kolskythinkjar@ekolsky +ekolskyhttp://thinkjar.net