Embed Size (px)
DESCRIPTION
Saying you are customer centric is easy, however, delivering a truly outstanding customer experience requires more than marketing fluff. This presentation will explore the topic of Customer Experience and what it means to your customers and your enterprise in today’s competitive landscape.
Citation preview
SAP 360 Customer Forum Nicholas Kontopoulos | Senior Global Marketing Director 8th of March, 2013 | Hong Kong
One Customer. One Experience. One Enterprise
Customer Experience Management
A little bit more about me…
@Nicholask71
and what makes me tick.
@Nicholask71
@Nicholask71
@Nicholask71
@Nicholask71
Passionate about my customers
My objective today is to…
Fire-up your brain juices
By taking a look at the imapct that the age of the “Digital Customer” is having on your
businesses
The Impact that the
Digital Customer
Enterprise is having on the
OP + NT = EOP
"If you keep on doing what you've always done, you'll keep on getting what you've always got.”
Who said it?: W L Bateman
Inefficiencies
Bureaucracy
Lack of innovation
40% of the companies that were at the top of the Fortune 500 in 2000 were no longer there in 2010”
“
Who is the 21st-‐century customer?
The Good Old Days
The 20th century was all about telling customers what they wanted…
There has been a
Revolution
Customers No Longer Passive
The are Now Armed to the teeth
The Digital Revolu9on is changing the future of business, media and culture.
Your customers are becoming
Digital Natives
Technology is helping spread the
word and thus giving a voice to the customer.
Digital Darwinism when technology and society evolve faster than the ability for companies to adapt
Who said it?: Brian Solis
The customer is now driving the conversation
OP + NT = EOP
Dude, its not all about the technology…
21st-century customers require
21st-century management response
a
History Lesson on Management 1.0
1890:
90% of the then developed world worked in agriculture & the average manufacturing
firm employed 4 employees. 1915:
Ford was making a ½ million cars and US Steel was the first company in history to
Turnover $1b a year.
History Lesson on Management 1.0
1920:
By this time most of the tools for modern management have been created:
Pay for Performance Capital Budgeting Task Design Divisionalization Brand Management
Since then the way we manage has hardly changed.
Old Engagement Model Sales Funnel
Source: St. Elmo Lewis 1898
New Engagement Model
Time for a Enterprise Reboot
We need to rethink our marketing and sales strategies. Lets start with binning the concept of..
a go-to-customer strategy.
a go-to-market strategy
and replace it with…
Customer Experience Management
Just because you have customers doesn't mean you're
Customer Centric
The “value added” for most any company, tiny or enormous, comes from the quality of the
– Tom Peters
experience provided.”
Source: 2010 IBM Global CEO Study: Capitalizing on Complexity
Customer-Intimacy: Key CEO Focus Top focus areas in next five years
Customer Experience: "The customer's percepCons and related feelings caused by the one-‐off and cumulaCve effect of interacCons with a supplier's employees, systems, channels or products.“
Source: Gartner
“Or, the aggregated memories of every touch a customer has with your company”
Customer Experience Management: “The pracCce of designing and reacCng to customer interacCons to meet or exceed customer expectaCons to increase customer saCsfacCon, loyalty and advocacy”
Source: Gartner
“Or, delivering a consistent customer experience across the enCre enterprise”
PM + PK = T
Promises made + Promises kept =
Every sales has five basic obstacles: no need, no money, no hurry, no desire, and
– Zig Ziglar
no trust.”
the reality is customers have never had a greater choice of vendors to select from.
“Its now your obligation to
study how, where & why
customers are connecting
and how they’re making and
influencing decisions”
Who said it?: Brian Solis
“It takes a mere 5% of “Informed individuals” to influence the direction of a crowd of up to two hundred people.”
Professor Jens Krause, Leeds University
“Respondents time after time end up concluding that they lead the group – even though they were lead by others”
Professor Jens Krause, Leeds University
on the shared experiences of others.
People make decisions based…
Ok, but where do we start then?
You need a strategy
“Everybody has a plan until they get punched in the face" Mike Tyson
Get back to basics
Quick-fire questions to consider. ? Who are we and who do we want to be?
How do our customers perceive us today and how do we want them to view us tomorrow?
What are the most influenCal drivers of the sales experience?
Quick-fire questions to consider. ? Do we know who our most valuable customers are?
Are we able to spot changes in purchasing behaviour?
What acCons are your sellers doing which may result in a negaCve sales impact?
Where to start?
7 Steps to get started with CEM
Source: 1to1 Media 7 Steps to Get Started With Customer Experience
§ Build a cross-‐funcConal work team § Define key elements of a strategy § Map the customer journey § Consolidate customer data collecCon/VoC § Create a governance mechanism § Map the customer experience ecosystem § Select Projects that build momentum
OP + NT = EOP
Ok, but how does Enterprise CRM fit into Customer Experience Management then?
CRM
We can design & deliver you a world class
CRM strategy no problems…
Complexity
Excess baggage
CRM is not about soZware…
…it is an ideology
It is about connecting people…
employees customers
it is about
delighting your customers
Account number: 23058399
Transaction number: 00092374
Complaint number: CP09938
and seeing them as more than just a number…
Revenue number: € $ £
…and as companies most
Valuable asset
§ 25% of firms reported that poorly defined business requirements having a negaCve impact on projects
§ 48% surveyed admiged they suffered technical/integraCon difficulCes
§ 31% of firms reported that poor business process design accounted for project failures
§ 21% of businesses stated the need to customise CRM
Avoid becoming one of these staCsCcs by rethinking your CRM strategy
Source: Computer Weekly.com – Forrester: rethink your CRM strategy
CRM Success Factors: Strategy, Process, Technology, And People
February 2012 “Navigate The Future Of CRM”
Service Marketing
Sales
Select Product/ Quote
Order/ Credit Check
Procure/ Build
Ship/ Ensure Fulfillment
Billing/ Accounts Receivable
Traditional Siloed Front-Office CRM
True 360° Customer Engagement Beyond CRM
• First contact resolution rate • Customer referral rate • Unsolicited customer inquiries
Customer-focused KPIs • Average call handling time • Number of cold calls per hour • Number of leads generated
Internal-focused KPIs
Its about inviCng and integraCng the customer into your enterprise, this is the definiCon of
customer centricity
CEM + CRM = Customer Intimacy
One customer, one enterprise,
One experience.
OP + NT = EOP
IT ALL STARTS WITH EMPOWERING PEOPLE
Insight Make Better Decisions
white noise
Big data
Can Marketing Lift Stock Prices?
5 years of data was crunched for two Fortune 1,000 companies (B2B & B2C).
9 month field experiment using specific marketing strategies based on the “customer lifetime value” of each customer or customer segment.
90% of both companies profits were being generated by 20% of their clients.
Used analytics to determine “Customer lifetime value”
Can Marketing Lift Stock Prices?
B2B company stock increased 33% nine months after experiment. Top 3 competitors stock increased 12%.
B2C company stock increased 58% nine months after experiment. The top 3 competitors stock increased 15%.
Unleash Customer Value Intelligence
Data Driven Sales Motion
More than 1 billion active users
Average user has 130 friends 700 billion minutes spent per month
Twitter More than 200 million active users
Search queries per day 800,000 65 million tweets a day
Youtube More than 2 billion views per day
24 hours of video uploaded every minute
Each user spends 15 minutes per day
What Organizations think of Social Media? Social Media is Real but Overwhelming!
Few Businesses Have Adjusted Their Social Media Strategy Businesses either don’t or cannot respond to customers in a timely manner
Social Data at your finger tips
anywhere people congregate.
90% of word-‐of-‐mouth conversaCons about brands take place offline…
primarily face-‐to-‐face, in people’s homes and offices, in restaurants and stores, really…
Source: KellerFayGroup
Collaboration Harness the collective wisdom of the crowd
Did you know 87% firms say that 3 or more people are needed to be engaged for each sales effort
? Source: CSO Insights
One Team = Collaboration
(MORE) (LESS)
“We win”
“You lose”
Be informed with less effort
Agility Information on the move
We are now living in an always on, connected world
2012: 327M U.S. mobile phones
2013: mobile phones have taken over PC as preferred device to access the internet
2015: mobile phones primary computing device
The Future: Internet of Things
The number of mobile workers
User Survey Analysis: Remote Worker Communications Applications and Services, Worldwide
is growing faster than the overall workforce.”
Omni Channel Building a connected engagement platform
24/7 brands
Your Customers don’t clock off at 5pm
Todays Customer Wants Instant Gratification
Youth Quake Gen Y impact
1.5 Billion Millennials globally
Coming of age: In 2011 the youngest hit their mid-teens & the oldest entered their 30’s
Nicholas, sounds great in theory, but who’s transformed their go-to-customer strategy successfully?
CEMEX CEM strategy delivered real tangible results to its customers and shareholders:
n 99.9% accuracy on order-entry transactions
n 99% cement delivery record with no service issues
n 30% ROI based on efficiency improvements and incremental sales
n 29% more volume with the same headcount in customer care center – Reduced Operating Costs
n Increased customer satisfaction
n Increase revenues - delivering sustained growth for shareholders
Ven Bontha, Director – Customer Experience, CEMEX USA
OP + NT = EOP
Change is the biggest obstacle
But, change has now changed, it is now…
Ever surprising Unrelenting Unforgiving Only going to get faster & faster & faster…
Adapt or
Die”
“
There is no single silver bullet solution
Avoid diet pill approach Short Term Gains
Beware of island solutions
PEOPLE + PROCESS + TECHNOLOGY
BUILD A CONNECTED ENTERPRISE
BY BRINGING TOGETHER
Competitive Advantage Requires Hard Work
Service Marketing
Sales
Select Product/ Quote
Order/ Credit Check
Procure/ Build
Ship/ Ensure Fulfillment
Billing/ Accounts Receivable
Traditional Siloed Front-Office CRM
True 360° Customer Engagement Beyond CRM
• First contact resolution rate • Customer referral rate • Unsolicited customer inquiries
Customer-focused KPIs • Average call handling time • Number of cold calls per hour • Number of leads generated
Internal-focused KPIs
Key Takeaways
Customer Intimacy 1 It all starts with passion & purpose
2 It’s now the age of the Digital Customer
3 Time for a new Strategy
Everything begins & ends with your customer.
4 Avoid making the same mistakes
5 Innovate at the cold face
Choosing to Ignore Your Customers is Not a Solution Customers have Virtual Megaphones to Broadcast Their Dissa9sfac9on
MIT SMR “When Unhappy Customers Strike Back on the Internet” Jan 2011
“The company’s attempt at recovery should be swift and its apology perceived as sincere, [but] Timing is everything!” †
Customer Journey
Vision
Core team
Platforms Intimacy
Think BIG
Start Small &
Different perspective
Delivered simply & conveniently
– Vineet Nayar, HCL
Enable innovation at that interface.”
Value gets created between the employee and the customer, and management’s job is to
Excellent books to get your brain juices fired up
Some cool CEM assets worth reading…
I have the power to drive
transformational change
OP + NT = EOP
?
Old Process + New Technology =
Expensive Old Process
© 2011 SAP AG. All rights reserved. 138 Public
Feel free in connecting with me @
#nicholask71
http://cn.linkedin.com/in/nicholaskontopoulos
Thank You!
© 2011 SAP AG. All rights reserved. 139 Public
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice.
Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.
Microsoft, Windows, Excel, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation.
IBM, DB2, DB2 Universal Database, System i, System i5, System p, System p5, System x, System z, System z10, System z9, z10, z9, iSeries, pSeries, xSeries, zSeries, eServer, z/VM, z/OS, i5/OS, S/390, OS/390, OS/400, AS/400, S/390 Parallel Enterprise Server, PowerVM, Power Architecture, POWER6+, POWER6, POWER5+, POWER5, POWER, OpenPower, PowerPC, BatchPipes, BladeCenter, System Storage, GPFS, HACMP, RETAIN, DB2 Connect, RACF, Redbooks, OS/2, Parallel Sysplex, MVS/ESA, AIX, Intelligent Miner, WebSphere, Netfinity, Tivoli and Informix are trademarks or registered trademarks of IBM Corporation. Linux is the registered trademark of Linus Torvalds in the U.S. and other countries. Adobe, the Adobe logo, Acrobat, PostScript, and Reader are either trademarks or registered trademarks of Adobe Systems Incorporated in the United States and/or other countries.
Oracle and Java are registered trademarks of Oracle and/or its affiliates.
UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group. Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc.
HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology.
© 2011 SAP AG. All rights reserved. SAP, R/3, SAP NetWeaver, Duet, PartnerEdge, ByDesign, SAP BusinessObjects Explorer, StreamWork, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and other countries.
Business Objects and the Business Objects logo, BusinessObjects, Crystal Reports, Crystal Decisions, Web Intelligence, Xcelsius, and other Business Objects products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of Business Objects Software Ltd. Business Objects is an SAP company.
Sybase and Adaptive Server, iAnywhere, Sybase 365, SQL Anywhere, and other Sybase products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of Sybase, Inc. Sybase is an SAP company.
All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product specifications may vary.
The information in this document is proprietary to SAP. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of SAP AG.
![The Customer Centric Enterprise - SAP[1]](https://img.dokumen.tips/doc/110x75/577d2eef1a28ab4e1eb063fe/the-customer-centric-enterprise-sap1.jpg)
