![Customer Experience and Performance
[It appears] “...that
customer experience
leaders are somewhat
cushioned from the most
severe impacts of
economic downturns,
because they represent one
of the last places
consumers cut back and
one of the first places to
which they return?”
Yes, Virginia, There Is A Return On Customer Experience Investments, John Picoult, Feb 06 2010 http://www.customerthink.com/article/return_on_customer_experience_investments
© No Plan B LLC, 2010
7](https://image.slidesharecdn.com/webeventv3-100806124129-phpapp02/85/Web-event-v3-22-320.jpg)
![The Disconnect
Eighty percent of companies believe they
deliver a superior customer
experience
[Bain & Company, Harvard Management Update]
© No Plan B LLC, 2010
8](https://image.slidesharecdn.com/webeventv3-100806124129-phpapp02/85/Web-event-v3-24-320.jpg)
![The Disconnect
Eighty percent of companies believe they
deliver a superior customer
experience
but only 8 percent of their customers
agree.
[Bain & Company, Harvard Management Update]
© No Plan B LLC, 2010
8](https://image.slidesharecdn.com/webeventv3-100806124129-phpapp02/85/Web-event-v3-25-320.jpg)
Web event v3
- 1. Getting On THE LIST The 5 C’s of Customer Experience 1
- 2. About Your Presenter David van Toor Business Owner, Corporate Executive 20 Years Business Leadership New Zealand, Australia, SE Asia, USA Managed operations for Epicor Software & Sage Software ACT!, & SalesLogix Licensed Professional Business Coach © No Plan B LLC, 2010 2
- 3. The Customer Experience Why it Matters 3
- 4. © No Plan B LLC, 2010 4
- 5. Your Company Name Here © No Plan B LLC, 2010 4
- 6. Every Body Has One... © No Plan B LLC, 2010 5
- 7. The Value of the Experience © No Plan B LLC, 2010 6
- 8. The Value of the Experience © No Plan B LLC, 2010 6
- 9. The Value of the Experience $2.40 / lb © No Plan B LLC, 2010 6
- 10. The Value of the Experience Product: $2.40 / lb © No Plan B LLC, 2010 6
- 11. The Value of the Experience Product: $2.40 / lb © No Plan B LLC, 2010 6
- 12. The Value of the Experience Product: $2.40 / lb $25.00 / lb © No Plan B LLC, 2010 6
- 13. The Value of the Experience Product: $2.40 / lb Customer Experience: $25.00 / lb © No Plan B LLC, 2010 6
- 14. The Value of the Experience Product: $2.40 / lb Customer Experience: $25.00 / lb © No Plan B LLC, 2010 6
- 15. The Value of the Experience Product: $2.40 / lb Customer Experience: $25.00 / lb © No Plan B LLC, 2010 $88.00 / lb 6
- 16. The Value of the Experience Product: $2.40 / lb Customer Experience: $25.00 / lb Unique Customer Experience: $88.00 / lb © No Plan B LLC, 2010 6
- 17. The Value of the Experience Product: $2.40 / lb Customer Experience: $25.00 / lb 1042% Unique Customer Experience: $88.00 / lb © No Plan B LLC, 2010 6
- 18. The Value of the Experience Product: $2.40 / lb Customer Experience: $25.00 / lb 1042% Unique Customer Experience: $88.00 / lb 3068% © No Plan B LLC, 2010 6
- 19. Customer Experience and Performance Yes, Virginia, There Is A Return On Customer Experience Investments, John Picoult, Feb 06 2010 http://www.customerthink.com/article/return_on_customer_experience_investments © No Plan B LLC, 2010 7
- 20. Customer Experience and Performance Yes, Virginia, There Is A Return On Customer Experience Investments, John Picoult, Feb 06 2010 http://www.customerthink.com/article/return_on_customer_experience_investments © No Plan B LLC, 2010 7
- 21. Customer Experience and Performance Yes, Virginia, There Is A Return On Customer Experience Investments, John Picoult, Feb 06 2010 http://www.customerthink.com/article/return_on_customer_experience_investments © No Plan B LLC, 2010 7
- 22. Customer Experience and Performance [It appears] “...that customer experience leaders are somewhat cushioned from the most severe impacts of economic downturns, because they represent one of the last places consumers cut back and one of the first places to which they return?” Yes, Virginia, There Is A Return On Customer Experience Investments, John Picoult, Feb 06 2010 http://www.customerthink.com/article/return_on_customer_experience_investments © No Plan B LLC, 2010 7
- 23. The Disconnect © No Plan B LLC, 2010 8
- 24. The Disconnect Eighty percent of companies believe they deliver a superior customer experience [Bain & Company, Harvard Management Update] © No Plan B LLC, 2010 8
- 25. The Disconnect Eighty percent of companies believe they deliver a superior customer experience but only 8 percent of their customers agree. [Bain & Company, Harvard Management Update] © No Plan B LLC, 2010 8
- 26. The Customer Experience The Elements 9
- 27. The 5 C’s of Customer Experience © No Plan B LLC, 2010 10
- 28. The 5 C’s of Customer Experience Constructed © No Plan B LLC, 2010 10
- 29. The 5 C’s of Customer Experience Constructed © No Plan B LLC, 2010 10
- 30. The 5 C’s of Customer Experience Constructed © No Plan B LLC, 2010 10
- 31. The 5 C’s of Customer Experience Characteristic Constructed © No Plan B LLC, 2010 10
- 32. The 5 C’s of Customer Experience Characteristic Constructed © No Plan B LLC, 2010 10
- 33. The 5 C’s of Customer Experience Characteristic Constructed © No Plan B LLC, 2010 10
- 34. The 5 C’s of Customer Experience Characteristic Constructed © No Plan B LLC, 2010 10
- 35. The 5 C’s of Customer Experience Cohesive Characteristic Constructed © No Plan B LLC, 2010 10
- 36. The 5 C’s of Customer Experience Cohesive Characteristic Constructed © No Plan B LLC, 2010 10
- 37. The 5 C’s of Customer Experience Cohesive Characteristic Constructed © No Plan B LLC, 2010 10
- 38. The 5 C’s of Customer Experience Compelling Cohesive Characteristic Constructed © No Plan B LLC, 2010 10
- 39. The 5 C’s of Customer Experience Consistent Compelling Cohesive Characteristic Constructed © No Plan B LLC, 2010 10
- 40. The 5 C’s of Customer Experience Consistent Compelling Cohesive Characteristic Constructed © No Plan B LLC, 2010 10
- 41. The 5 C’s of Customer Experience Consistent Compelling Cohesive Characteristic Constructed © No Plan B LLC, 2010 10
- 42. The Unique Customer Experience © No Plan B LLC, 2010 11
- 43. The Unique Customer Experience Cu e iqu sto Un me r Experience © No Plan B LLC, 2010 11
- 44. Impact of Social Media © No Plan B LLC, 2010 12
- 45. Impact of Social Media © No Plan B LLC, 2010 12
- 46. The Customer Experience Creating the Plan 13
- 47. © No Plan B LLC, 2010 14
- 48. + Accessible Consumers + Supportive Organization Valuation © No Plan B LLC, 2010 14
- 49. The First Step: UCE Statement © No Plan B LLC, 2010 15
- 50. The First Step: UCE Statement What Who How © No Plan B LLC, 2010 15
- 51. The First Step: UCE Statement • We help ... What • We do this by ... Who How © No Plan B LLC, 2010 15
- 52. The First Step: UCE Statement • We get companies on their customer’s Most Desired Companies List • We do this by creating a unique customer experience that they and their What customers are passionate about • The approach we use results in their entire organization consistently delivering their product or services to their customers in the way they desire Who How © No Plan B LLC, 2010 15
- 53. The First Step: UCE Statement • We get companies on their customer’s Most Desired Companies List • We do this by creating a unique customer experience that they and their What customers are passionate about • The approach we use results in their entire organization consistently delivering their product or services to their customers in the way they desire • We are valued by ... Who How © No Plan B LLC, 2010 15
- 54. The First Step: UCE Statement • We get companies on their customer’s Most Desired Companies List • We do this by creating a unique customer experience that they and their What customers are passionate about • The approach we use results in their entire organization consistently delivering their product or services to their customers in the way they desire • CEOs of established businesses because all their organization can rally around a single shared purpose that results in increased growth. Startup CEO’s because our approach results in an highly efficient business that can scale Who • rapidly and efficiently. • Small business owners as we assist them in gaining market share without significantly increasing costs How © No Plan B LLC, 2010 15
- 55. The First Step: UCE Statement • We get companies on their customer’s Most Desired Companies List • We do this by creating a unique customer experience that they and their What customers are passionate about • The approach we use results in their entire organization consistently delivering their product or services to their customers in the way they desire • CEOs of established businesses because all their organization can rally around a single shared purpose that results in increased growth. Startup CEO’s because our approach results in an highly efficient business that can scale Who • rapidly and efficiently. • Small business owners as we assist them in gaining market share without significantly increasing costs • We are unique because ... How • When customers interact with us they feel ... © No Plan B LLC, 2010 15
- 56. The First Step: UCE Statement • We get companies on their customer’s Most Desired Companies List • We do this by creating a unique customer experience that they and their What customers are passionate about • The approach we use results in their entire organization consistently delivering their product or services to their customers in the way they desire • CEOs of established businesses because all their organization can rally around a single shared purpose that results in increased growth. Startup CEO’s because our approach results in an highly efficient business that can scale Who • rapidly and efficiently. • Small business owners as we assist them in gaining market share without significantly increasing costs • We are unique because • wWe combine a business coaching approach with the customer experience as our How objective • 20 Years Leadership Experience and customer experience expertise means we do more than just listen • When customers interact with us they feel that they’ve received extraordinary value © No Plan B LLC, 2010 15
- 57. THe UCE Statement - Benefits UCE © No Plan B LLC, 2010 16
- 58. THe UCE Statement - Benefits Unique Offering Specification Customer Corridor UCE Experience Specification Customer Experience Plan © No Plan B LLC, 2010 16
- 59. THe UCE Statement - Benefits Website Design Unique Offering Specification Marketing Campaigns PR Initiatives Customer Corridor UCE Staff Training Experience Curriculum Specification Customer Elevator Pitches Experience Plan New Product Design © No Plan B LLC, 2010 16
- 60. 17
- 61. We Will Get You On The List 17
Editor's Notes
- #17: Difference between Great CE, and UCE
- #18: Difference between Great CE, and UCE
- #19: Difference between Great CE, and UCE
- #20: Difference between Great CE, and UCE
- #21: Difference between Great CE, and UCE
- #22: Difference between Great CE, and UCE
- #23: Difference between Great CE, and UCE
- #24: Difference between Great CE, and UCE
- #25: Difference between Great CE, and UCE
- #26: Difference between Great CE, and UCE
- #27: Difference between Great CE, and UCE
- #28: Difference between Great CE, and UCE
- #29: Difference between Great CE, and UCE
- #30: Difference between Great CE, and UCE
- #31: Difference between Great CE, and UCE
- #32: Difference between Great CE, and UCE
- #33: Difference between Great CE, and UCE
- #34: Difference between Great CE, and UCE
- #35: Difference between Great CE, and UCE
- #36: Difference between Great CE, and UCE
- #37: "We want to get into their psyches at an early age and keep that dream alive," says Bleustein, "until they're ready to buy a motorcycle." Jeff Bluestein, CEO 1997 to 2005 - one of 13 to purchase from AMF
- #38: "We want to get into their psyches at an early age and keep that dream alive," says Bleustein, "until they're ready to buy a motorcycle." Jeff Bluestein, CEO 1997 to 2005 - one of 13 to purchase from AMF
- #39: "We want to get into their psyches at an early age and keep that dream alive," says Bleustein, "until they're ready to buy a motorcycle." Jeff Bluestein, CEO 1997 to 2005 - one of 13 to purchase from AMF
- #40: "We want to get into their psyches at an early age and keep that dream alive," says Bleustein, "until they're ready to buy a motorcycle." Jeff Bluestein, CEO 1997 to 2005 - one of 13 to purchase from AMF
- #41: "We want to get into their psyches at an early age and keep that dream alive," says Bleustein, "until they're ready to buy a motorcycle." Jeff Bluestein, CEO 1997 to 2005 - one of 13 to purchase from AMF
- #42: "We want to get into their psyches at an early age and keep that dream alive," says Bleustein, "until they're ready to buy a motorcycle." Jeff Bluestein, CEO 1997 to 2005 - one of 13 to purchase from AMF
- #43: "We want to get into their psyches at an early age and keep that dream alive," says Bleustein, "until they're ready to buy a motorcycle." Jeff Bluestein, CEO 1997 to 2005 - one of 13 to purchase from AMF
- #44: "We want to get into their psyches at an early age and keep that dream alive," says Bleustein, "until they're ready to buy a motorcycle." Jeff Bluestein, CEO 1997 to 2005 - one of 13 to purchase from AMF
- #53: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #54: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #55: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #56: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #57: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #58: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #59: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #60: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #61: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #62: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #63: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #64: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #65: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #66: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #67: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Annette Garnemark Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #68: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Customary - Natural - Digital speedos. eBay, Amazon Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #69: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Customary - Natural - Digital speedos. eBay, Amazon Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #70: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Customary - Natural - Digital speedos. eBay, Amazon Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #71: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Customary - Natural - Digital speedos. eBay, Amazon Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days
- #72: Constructed - Designed. EG Volvo - NVH. “Sounds like a Vault” Customary - Natural - Digital speedos. eBay, Amazon Cohesive - Home Depot (not), Starbucks Compelling - Harley Davidson Consistent - No Bad Days