Developing seamless consumer experiences across multichannel platforms
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The document discusses strategies for enhancing consumer engagement in a multi-screen world, emphasizing the importance of customer experiences across various channels. It introduces the Kano model to categorize customer expectations and highlights the need for CRM integration and the use of data analytics for optimizing customer interactions. Additionally, it stresses the significance of understanding consumer behavior, prototyping experiences, and continuously adapting to meet evolving customer needs.
Developing seamless consumer experiences across multichannel platforms
- 1. Seamless Consumer Experiences Tom Voirol, Global head of user engagement Best Practices in Consumer Engagement, 13 January 2015
- 3. Overview
- 5. Introduction
- 6. Introduction
- 7. 90% of media interactions are screen- based Introduction Source: The New Multi-screen World Study, Google 2014
- 9. 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
- 10. Sum of all experiences Introduction ⇨ By definition multi-channel
- 11. Experiences are about people Introduction
- 12. Experiences are about emotions Introduction
- 14. Social media = biggest soap box ever Introduction
- 15. Strategy
- 16. Strategy Hygiene, performance and delight The multi-screen world CRM integration is key
- 17. Hygiene, performance and delight Strategy
- 18. Kano model axes
- 25. Surprise!
- 26. Nokia = great design style
- 27. Innocent juice = humour
- 28. Mint 404 page = quirk
- 29. Story time
- 30. Gaylord Opryland
- 31. Tweets
- 32. Clock radio in room
- 33. Happy guest
- 34. Of course she’s a blogger
- 37. Emotional lows are the best opportunity to delight the customer Strategy
- 38. But…
- 42. Delight your employees Source: Thorleif Hallund, Director of Customer Experience, Telenor DK
- 43. 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
- 44. The multi-screen world Smartphone, Computer, Tablet, TV Simultaneous usage • Multi-tasking - unrelated activity • Complementary usage - related activity Sequential usage Strategy
- 45. Context drives device choice Strategy Source: The New Multi-screen World Study, Google 2014
- 46. Sequential screening mostly within a day Strategy Source: The New Multi-screen World Study, Google 2014
- 47. Smartphones #1 starting place Strategy Source: The New Multi-screen World Study, Google 2014
- 48. PCs starting place for complex activities Strategy Source: The New Multi-screen World Study, Google 2014
- 49. Tablets for shopping and trip planning Strategy Source: The New Multi-screen World Study, Google 2014
- 50. We switch screens while shopping Strategy Source: The New Multi-screen World Study, Google 2014
- 51. Multi-device path to purchase Strategy Source: The New Multi-screen World Study, Google 2014
- 52. CRM integration is key
- 53. CRM integration is key Multi-channel contact centre CRM at the core of all customer relations Social CRM Strategy
- 54. Multi-channel Contact Centre More 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
- 55. 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
- 57. Are they taking their own advice? Strategy
- 58. CRM at the core of all customer relations Strategy
- 59. Social CRM Strategy Source: Digital Buzz Blog, April 2011
- 60. Social CRM …is a strategy …is a back-end process and system for managing customer relationships …is a toolkit …is more influential Strategy
- 61. Social CRM as a strategy Strategy
- 62. Social CRM as a strategy Strategy Source: Conversity, August 2012
- 63. Social CRM as a process Strategy Source: Digital Buzz Blog, April 2011
- 64. Social CRM as a toolkit Strategy
- 65. Why social CRM is more influential Strategy Source: Digital Buzz Blog, April 2011 When deciding to engage on social media, users look for…
- 66. Development
- 67. How to develop better CX 1 Research your customers 2 Examine touchpoints 3 Design the improved experience 4 Prototype, test, repeat Development
- 68. 1 Research your customers Development
- 69. You could ask consumers what they want
- 70. Image credits: Joe Shlabotnik (Flickr)
- 73. Image credits: Jeff Gothelf
- 75. 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
- 76. We observe them Image credits: OakleyOriginals (Flickr)
- 77. We listen to social media conversations
- 79. Behavioural data is always preferable to attitudinal data
- 80. Eat your own dog food
- 81. Anonymous / mystery shopping
- 84. Construct the emotional journey
- 85. Use insights for storyboarding
- 86. 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
- 87. 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
- 97. Story time
- 98. Contact form with 11 fields
- 99. Contact form with 4 fields
- 100. +150% conversion rate 0 50 100 150 200 250 300 Original form Reduced form Development
- 101. Story time
- 102. Expedia
- 103. The $12m form field Name* Company Address* City* Country* Card number* Name on card* John Doe Citibank Singapore 8 Marina View Tower 1 Singapore
- 104. The $12m form field - article
- 107. 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
- 109. Stop finding excuses Customer “convenience” Our convenience Security Technology Laziness Development
- 112. 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
- 113. Security Development
- 114. Security Development
- 116. Laziness Development
- 117. Stop thinking like you. Think like a customer. In summary… Development
- 118. 4 Prototype, test, repeat Development
- 122. Image credits: HyperXP.com (Flickr)
- 123. Image credits: SAP
- 124. Image credits: Adobe
- 131. Image credits: matteopenzo (Flickr)
- 132. Image credits: eekim (Flickr)
- 134. A/B testing: Refine the experience
- 135. The improvement cycle Understand people Design to their needs Test and refine
- 136. It doesn’t have to be expensive
- 137. Execution
- 138. Execution Measure, track, improve Leadership Agile iterative discovery
- 139. 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
- 140. 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
- 148. The old model is dead Execution
- 149. Agile, iterative discovery Execution Sprint 1 Sprint 2 Sprint 3 Review, research, plan Review, research, plan Review, research, plan
- 150. Get in touch… Tom Voirol Global Head of User Engagement tom@readingroom.com 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
- 151. Further reading • Google multi-screen study http://rroom.me/googlemultiscreenstudy • Conversocial http://rroom.me/conversocial • Digivizer http://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/crosschannelbankin g
Editor's Notes
- #5: Multichannel customer experience
- #9: Website, Mobile site, Mobile app, EDM, Social media, Contact centre In-person (in-branch, on-site, in-store, at venue, at doctor, on-board, at exhibition…)
- #18: Dr Noriaki Kano
- #27: Great design
- #28: Humour
- #29: Quirk
- #68: ACROSS CHANNELS
- #69: Listen to them
- #70: We could ask people “what do you want from the website”?
- #71: As Henry Ford, creator of the Model T, which popularised cars and made them available to almost everyone, famously said:
- #72: “If I had asked people what they wanted, they would have asked for a faster horse”
- #73: What he meant to say is that people’s imaginations are bound by what they already know, Their current situation and environment shape their expectation.
- #74: Alternatively, they might not ask for a faster horse, but let their imaginations go crazy and ask for the equivalent of a unicorn.
- #75: Or they may simply not know what they want. It becomes apparent that asking people for a solution is not a good idea.
- #80: Behavioural data is always preferable to attitudinal data.
- #81: Be your own customer
- #82: Go mystery shopping. Reading Room directors applied for jobs using fake identities and cvs to test our recruitment procedures.
- #83: Personas, including coming from your content management system
- #86: Develop scenarios and storyboards for how people live, work, and interact.
- #89: Sometimes innovation means taking a step back
- #99: Contact form with 11 fields
- #100: 4 fields
- #109: Sometimes innovation means challenging orthodoxy
- #112: Ask as little and as late as you can afford to
- #121: As will your second
- #122: And the one after that