Transform Your Company to Deliver a Powerful Customer Experience
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This document provides 7 action items for marketers to transform their company and deliver a powerful customer experience. It summarizes the key points from presentations and research by marketing experts Ernan Roman and Sandra Finn on how to make customer experience a priority through listening to customer feedback, prioritizing customer centricity, piloting programs, and measuring results. The document outlines common barriers to becoming more customer-centric and provides tips on overcoming issues of ROI, time constraints, knowledge gaps, structural challenges, and measuring success.
Transform Your Company to Deliver a Powerful Customer Experience
- 1. Transform Your Company to Deliver a Powerful Customer Experience: 7 Action Items for Marketers 1
- 2. Ernan Roman President Ernan Roman Direct Marketing Corp. (ERDM) Inducted into the Marketing Hall of Fame for creating three transformational methodologies: Integrated Direct Marketing, Opt-In Marketing, and Voice of Customer Relationship Research. Named to “B to B’s Who’s Who” as one of the “100 most influential people” in Business Marketing by Crain’s BtoB Magazine. His latest book on marketing best practices is titled, “Voice of the Customer Marketing”. Author of the widely read blog, “Ernan’s Insights on Marketing Best Practices”, (www.erdm.com). ERDM provides Customer Experience Marketing consulting services for companies such as IBM, MassMutual, QVC, NBC Universal, Microsoft, Hewlett-Packard, and Symantec Corp. ERDM has conducted over 9,000 hours of in-depth interviews with customers and prospects of these clients to gain an in-depth understanding of their expectations for a high value customer experience. Also authored “Opt-In Marketing” and “Integrated Direct Marketing”. 2
- 3. Sandra C. Finn President, Cross Country Home Services Sandra C. Finn is the president of Cross Country Home Services (CCHS), where she promotes a culture of creativity, strategic vision and teamwork. Under her leadership, CCHS has achieved double- digit revenue growth, national recognition for innovative direct marketing techniques, and the successful launch of new product lines across multiple distribution channels. Finn has focused on a customer-centric business model, applying both qualitative and quantitative approaches to drive success. Finn has been repeatedly recognized as one of Florida's most prominent female executives and has received the Spirit of Excellence Award from the American Business Woman's Association. Prior to joining CCHS in 1999, Finn served in executive roles at Cendant Corporation and held various management roles at E.F. Hutton & Company. Finn holds a bachelor's degree from Brown University and an MBA from New York University. 3
- 4. Delivering a powerful Customer Experience is NO longer optional 4
- 5. Customer Experience Expectations Based on 125+ VoC Research efforts* Consumers choose companies that engage them and act on their input They expect improved customer experiences across every point of contact with your organization Applies to all elements of the media mix and all departments in your organization Quality experiences must be maintained throughout the customer’s lifecycle (not just during Acquisition and Renewal) *Source: Ernan Roman Direct Marketing, 9/25/12 5
- 6. Samuel Adams Crowd-Craft Project: Customers created “B’Austin Ale” Invited Sam's Twitter, Facebook, and Google+ friends to provide their preferences to help create a new beer Asked to make their choices about the beer's malt profile, hops selection, yeast type Per Steve Greenlee, at 99 bottles: “Man is it good” 6
- 7. Customer Driven Experience Music Concierge matches your day, time, device and situation to an expertly-curated playlist 7
- 8. Customer Driven Experience Surprise & Delight: CSRs are trained to actively engage with members and empowered to surprise & delight 8
- 9. Marketing is the Driver Marketing is uniquely positioned to drive cultural change But, this is bigger than marketing Customer Experience must be delivered across every point of contact with your organization You need to engage every part of your company 9
- 10. Cross Country Home Services Provides coverage for: Air conditioning Heating Kitchen appliances Laundry appliances Plumbing Electrical 10
- 11. Customer Experience Challenges Limited control of initial sales process Customer expectations and education Quality control when product is a service Control of “moment of truth” at service delivery Slim margins/usage is costly Technology 11
- 12. Goals of the VoC - Project #1 Tactical Significantly increase profitable renewal rates Improve the customer experience across all segments Invest resources where they are most impactful 12
- 13. Learnings from VoC 1 Based on in-depth insights provided by customers: Renewing is not solely based on Renewal promotions It’s about how they are treated from the moment they enroll How customers are treated during the Claims process, not just the claim dollars paid, significantly impacts renewal behavior 13
- 14. Results: Increase in average renewal rates: * * Updated 8/15/12 14
- 15. Driving Change with VoC Listen Change Prioritize Customer Centricity Pilot Measure 15
- 16. CCHS Customer Experience Journey Preference-driven Experience Ongoing Research/NPS Voice of Partner Rethink Corporate Culture Voice of Customer 16
- 17. Marketing as the CHANGE AGENT for Transformation 7 Barriers You Must Overcome: 1. I know what our customer wants/needs 2. The ROI trap 3. Don’t have time for this 4. Don’t know how 5. Structural barriers 6. Changing corporate culture is impossible 7. Too hard to measure 17
- 18. I Know What Our Customer Wants / Needs 18
- 19. I Know What our Customer Wants / Needs Do you want to be…Intuition driven…or Data driven? “By creating a process that allows organizations to engage with, listen to, and learn from customers and prospects, companies can harness the wisdom of the customer…and generate consistent double-digit increases in response and sales.”…Ernan Roman Tip: if you have not re-calibrated your marketing in the past 12 months, your strategies may be out of date 19
- 20. The ROI Trap “We cannot afford to do research this year.” “We cannot afford to give our customers more...” 20
- 21. The ROI Trap We found that being customer centric does not mean “being a doormat” or that we need to provide additional financial incentives. In fact, doing what customers told us led to significant financial improvements. Tip: It’s not about no – it’s about how to improve the customer experience 21
- 22. The ROI Trap Present your business case - Use your company’s financial objectives to demonstrate ROI in the requested investment Tip: Start small and leverage results 22
- 23. Don’t have time for this 23
- 24. Don’t have time for this 24 24
- 26. Don’t Know How Listen to your customer Don’t Know How 26
- 27. Don’t Know How Listen Change Prioritize Customer Centricity Pilot Measure 27
- 28. Mktg. Sales Call Center Product Structural Barriers 28
- 29. Structural Barriers Marketing is the driver Build allies through engagement 29
- 30. Changing Corporate Culture is Impossible 30
- 31. Changing Corporate Culture is Impossible Everyone says they are customer centric Few are Only way to be customer centric: Listen to the Customer Tip: Trick is to listen to the VoC and launch a Pilot! 31
- 32. Changing Corporate Culture is Impossible Result of VoC: CCHS Customer Driven Brand Promise: To make home management easy by delivering hassle-free services 32
- 33. Changing Corporate Culture is Impossible Marketing is uniquely positioned to drive cultural change Prove this works and you will get support OR, start at the top to get a sponsor Culture rarely changes overnight 33
- 34. Too Hard to Measure 34
- 35. Too Hard to Measure Establish a formal baseline Measure multiple indicators: – Cost (service, product, staff) – Revenues (referrals, repeat purchases, renewals, price) – Satisfaction (impact, NPS, social, employee) 35
- 36. Results: Numbers Renewal conversion: 35% Phone handle time: 4% Claim cost: 4% NPS: 8 pts. (and rising) 36
- 37. Results: People “You do everything you say you will do in your brochure!…” 37
- 38. 7 Take-aways for Marketers 1. Be humble! You probably do not know what your customers expect. 2. Don’t fall into the “ROI Trap” 3. There is no better use of your time than learning the expectations of your customers. 4. Don’t know how? Follow these steps: 38
- 39. 7 Take-aways for Marketers 5. Structural Barriers: Marketing is the driver. Build allies through engagement 6. Changing Corporate Culture is impossible: The most effective way to change culture is to leverage Voice of Customer insights. 7. Measure multiple indicators Cost Revenue Satisfaction 39
- 40. Questions 40
- 41. Thank you Contact Information Ernan Roman: ernan@erdm.com www.erdm.com Sandi Finn: sfinn@crosscountry-home.com 41