Transform DMI 2013 PRESENTATIONS
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The DMI 2013 conference focused on creating customer-centered services, highlighting the importance of integrating digital capabilities within organizations to enhance customer experiences. Key discussions included overcoming organizational silos, the necessity for multi-channel engagement, and the growing significance of innovation in response to customer desires. Despite advancements, a disconnect remains between leadership perceptions and customer expectations regarding digital interactions.
Transform DMI 2013 PRESENTATIONS
- 1. 1 DMI 2013:CREATING TRUE CUSTOMER -CENTRED SERVICES
- 2. DMI 2013: Creating true customer-centred services Emma Robertson, Managing Director,Transform #DMI2013
- 3. 3 Welcome & Agenda • Opening address and DMI 2013 headlines -Emma Robertson, Managing Director,Transform • Business silos and the difficulty of delivering a seamless customer experience -Sarah Hicks, Managing Director of Digital, Santander • Multi-channel & the challenges of customer-centricity -Siobhan Fitzpatrick, Director of Multi-Channel, Homebase • Digital public services: going where the eyeballs are -Jonathan Carr-West, Chief Executive, Local Government Information Unit • Panel discussion • Networking and coffee #DMI2013
- 4. 4 When you’re done changing, you’re done #DMI2013
- 6. 6 Where it all began... #DMI2013
- 7. 7 Where it took off ... #DMI2013
- 9. 9 Worldwide, more people own a mobile phone than a toothbrush #DMI2013
- 10. 10 Facebook users passed 1bn 70% UK usage via mobile #DMI2013
- 11. 11 Analogue TV gone – digital switchover complete #DMI2013
- 12. 12 Square processes over $10bn Mobile payments mainstream #DMI2013
- 13. 13 18.4m tax disc renewals online each year… …but 44% still done at Post Office #DMI2013
- 14. 14 7.9m self assessment tax returns filed online in 2013 12 per second on 31st January #DMI2013
- 15. 15 DMI 2013 – Key Findings Where digital may lead it must be part of an integrated design that provides the right service, through the right channel, at the right time. #DMI2013
- 16. 16 Digital continues to steadily grow in importance • 66% see it as very important • (... 34% don’t) • 75% recognise it at board level #DMI2013
- 17. 17 Digital not yet embedded within organisations • Digital continues to be siloed – sitting in stand alone departments • 55% place only moderate or little importance on organisation-wide digital and technology skills #DMI2013
- 18. 18 Disconnect between the leadership and functional roles • When it comes to customer experience, leaders believe offline is better whereas those in functional roles stated that the experience was enhanced online #DMI2013
- 19. 19 But customers want … • A multi-channel experience #DMI2013
- 20. 20 Most organisations see digital as the future • Within 3 years, the majority of organisations expect online to become the primary transaction & engagement channel • Although customers agree with investment profile, they still place a premium value on f2f interactions #DMI2013 How many years until online is expected to provide the largest share of transactions/sales within your sector?
- 21. 21 Mobile is growing, but yet to be dominant • Nearly half the organisations are seeing transactions and customer engagement via mobile • 20% expect mobile to overtake digital within the next 2 years • But most believe it will be 3-4 years before it is the dominant channel #DMI2013 How long until mobile is expected to overtake digital as the primary channel for customers accessing information in your sector?
- 22. 22 Innovation is an increasing priority for organisations • There is a notable shift in the attention given to wider innovation. 78% either have a formal department, an organisation-wide approach or have embedded it at all levels #DMI2013
- 23. 23 In Summary... • Digital is more embedded than it has ever been – culturally, organisationally and commercially • Increasingly customers treat interactions as generically “digital” – channels becoming less relevant to the always-on generation • We’ve come a long way – but there is further to go #DMI2013
- 24. 24 DMI 2013:CREATING TRUE CUSTOMER -CENTRED SERVICES
- 25. 25 Business silos and the difficulty of delivering a seamless customer experience Sarah Hicks Managing Director of Digital, Santander #DMI2013
- 26. 26 Why is this important? • Brand vision for a seamless customer experience • Currently organisations are typically built around functional objectives #DMI2013
- 27. 27 Why are Financial Services in silos? • Legacy IT systems • Organisation Structure/Maturity o Departments have a singular view o Political drivers create isolated departments o Incentive structures • Process optimisation is often only made by channel not complete user journeys #DMI2013
- 28. 28 What does it feel like as an executive? • Intense internal negotiation or political manoeuvring overshadows customer focus • Difficulty in achieving short-term goals as solutions often involve a long-term programme which budget may not allow #DMI2013
- 29. 29 What can we do about it? • Focus on the customer • Live the customer experience • Use customer feedback • Encourage customer co-design • Promote sponsorship and influence from the top • Change internal behaviours • Alter incentive structure to encompass multi-channel • Integrate channels • Deliver a clear vision #DMI2013
- 30. 30 Conclusion • Put the Customer first o Leave empty seat in the meeting room o Cardboard cut out of persona o Ask “what would the customer think or want?” • Balance o Recognise the need to balance Bank efficiency and Customer delight #DMI2013
- 31. 31 DMI 2013:CREATING TRUE CUSTOMER -CENTRED SERVICES
- 32. 32 Multi-channel & the challenges of customer-centricity Siobhan Fitzpatrick Director of Multi-channel, Homebase #DMI2013
- 33. 33 What does being customer-centric mean? • Retail subject to the whims and wants of the Great British Public • Easy to become re-active – believe so much in “customer” that you chase rather than lead the agenda • Seeking to strike the balance between listening to the customer with confidence in the brand & proposition #DMI2013
- 34. 34 What does it mean to Homebase? • Understanding our customer – who they are and what they need from us • Understand their motivations and emotional needs – DIY can be tough! • Looking at competitors through the eyes of our customers – seek to differentiate and leap-frog, not copy • In Digital - develop experiences that sit within the mix and exceed customers expectations #DMI2013
- 35. 35 What does it mean to Homebase? • Helen & Bob... • Bringing our customers to life – articulating them and really getting under their skin • Thinking through their journey and touchpoints – from digital to in-store to home delivery #DMI2013
- 36. 36 Challenges to getting it right and what we’ve learnt #DMI2013
- 37. 37 Listen, listen & listen again • Listen to customers at all points in the development process • Take all opportunities – does not have to be formal or expensive • Really listen – no point if you only listen to what you want to hear #DMI2013
- 38. 38 Cross channels with care • Challenge in multi-channel of keeping the experience consistent cross channel • Risk of exceeding expectations in one channel, and disappointing in the next • Digital especially easy to excel in isolation, difficult in collaboration #DMI2013
- 39. 39 Embed within the team – top to bottom • Easy to maintain customer-centricity within a small focused group • Important to embed everywhere – from senior leadership to stores, IT & back-office • Especially key in digital that the IT team are as customer focused as the digital team #DMI2013
- 40. 40 DMI 2013:CREATING TRUE CUSTOMER -CENTRED SERVICES
- 41. Digital public services: going where the eyeballs are Jonathan Carr-West Chief Executive, LGiU #DMI2013
- 48. To a man with a hammer everything looks like a nail…
- 49. 4
- 51. 51 DMI 2013:CREATING TRUE CUSTOMER -CENTRED SERVICES