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Customers are unpredictable. And sometimes customer situations arise that you simply can't anticipate in advance. When this happens, are your employees willing and able to resolve the issues? And what can your company do to optimize those interactions? In the webinar, “Prepare for the Unexpected: How to Deliver Outstanding Customer Experiences With Every Interaction.” Peppers & Rogers Group Founding Partner Don Peppers and President Ron Wince discuss how to bring innovative customer interaction strategies and optimal process design together to build customer value with every interaction.
Citation preview
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Prepare for the Unexpected: How to Deliver Outstanding Customer Experiences with Every Interaction
#customerstrategy
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Today’s Speakers
Elizabeth GlagowskiEditor-in-Chief
Customer Strategist Journal
Don PeppersFounding Partner,
Peppers & Rogers Group
Ron WincePresident & General Manager
Peppers & Rogers Group
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Event logistics
Please turn off your pop-up blocker• You will not be able to participate in today’s survey
Download a PDF of today’s slides
• Click the green Resources icon
Have a question for the presenters?• Click the red Q&A icon
Helpful tools• Click the gold question mark for help with technical issues• Link to the Customer Strategist journal• Twitter Hash tag: #customerstrategy
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Agenda
4 Types of Customer Interactions
The Role of Technology
Implications for Competition
Q&A
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4 Types ofCustomer Interactions
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Routine and non-routine moments of truth
Consumer Engagement
Process StandardizationHighLow
Low
High
Business as usual
Predictable customer
lifecycle eventsSurprises, trials and tribulations
Threats to cost efficiency
1
24
3
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Routine and non-routine moments of truth
Business as usual
Predictable customer
lifecycle eventsSurprises, trials and tribulations
Threats to cost efficiency
1
24
3
Consumer Engagement
Process StandardizationHighLow
Low
High
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1. Business As Usual
Providing product information
Selling or servicing a product
Collecting or processing a payment
Interacting at the store or point of sale
Interacting online or in the call center
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1. Business As Usual: Strategies
Do things right
• Don’t make mistakes
• Good intention
Product competence
• Quality• Price• Features• Service
Customer competence
• Customer insight
• Interaction• Customization• Customer trust
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1. Business As Usual: Tactics
Enable self-service
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1. Business as Usual: Examples
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Routine and non-routine moments of truth
Business as usual
Predictable customer
lifecycle events
Surprises, trials and tribulations
Threats to cost efficiency
Low
1
24
3
Consumer Engagement
Process StandardizationHighLow
Low
High
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2. Predictable Lifecycle Events
First invoice for an expensive or complex
product or service
Relationship renewal or end (e.g., auto lease or service subscription)
Upgraded or downgraded status in
a loyalty program
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2. Predictable Lifecycle Events:Strategies
Customer mapping
• Map the customer journey around the potential lifecycle
Standardize
• Scripts and templates to govern response to common inquiries
Onboarding
• Implement new and returning customer onboarding programs
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2. Predictable Lifecycle Events: Tactics
Advanced segmentation
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2. Predictable Lifecycle Events: Examples
Uses customer data from both members and non-members of MileagePlus
Airline delivers personalized and relevant communications involving critical day-of-travel updates
Consolidated marketing, sales and
service into one group to better
understand complete customer
lifecycle
It makes predictable and unpredictable
lifecycle events easy and seamless.
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Routine and non-routine moments of truth
Process StandardizationHighLow
High
Business as usual
Predictable customer
lifecycle events
Surprises, trials and tribulations
Threats to cost efficiency
Low
1
24
3
Consumer Engagement
Process StandardizationHighLow
Low
High
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3. Threats to Cost Efficiency
Infrequently asked questions
Unpopular product attributes or uses
Administrative details and record-keeping
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3. Threats to Cost Efficiency: Strategies
Data capture
• Collection mechanism will capture unanticipated interactions
Develop guidelines
• Deliver a frictionless customer experience
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3. Threats to Cost Efficiency: Tactics
Social learning
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3. Threats to Cost Efficiency: Examples
Cisco
Business customers have many different uses for wide variety of network products
• Cisco relies on customer communities to capture new and different uses
• Smart Web Technology Group (SWTG) at Cisco constantly harvests comments to improve site
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Routine and non-routine moments of truth
Consumer Engagement
Process Standardization
Low
Process StandardizationHighLow
Business as usual
Predictable customer
lifecycle events
Surprises, trials and tribulations
Threats to cost efficiency
Low
1
24
3
Consumer Engagement
Process StandardizationHighLow
Low
High
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4. Surprises, trials and tribulations
Customer experiences a major service issue Disaster or crisis caused
by outside events
Social media conflagration
Disruptive initiative by a competitor
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4. Surprises, trials and tribulations: Strategies
Self-organization
Your employees need to be
Engaged in their work and
Enabled to accomplish their mission
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The most powerful motivations for “heuristic” work are not monetary:
Autonomy of decision-making
Support of a team or a cohesive group
A purpose-driven profession or career
Strategy: Motivating high-value employees
A culture of customer trust provides the ideal platform for maximizing these motivations
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Engaging Your Company’s Employees: Tactics
Define internal social architecture• Sense of purpose• Common language• Valued behaviors• Recognition
Cycles of use• Coach employees to develop
habits that reinforce the social architecture
• Evolve the social architecture as the company evolves
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1. Confidence in the organization’s leaders
2. Collaboration and collegiality
3. Development opportunities
4. Clear and promising sense of purpose
Hay Group sees four requirements
Engaging Your Company’s Employees
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Engaging Your Company’s Employees: Example
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The RoleOf Technology
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Technology can extend and enhance decision-makers’ own capabilities
Technology can improve decisions
Source: McKinsey Quarterly 4, 2005
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Implicationsfor Competition
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Implications for competition
Source: McKinsey Quarterly 4, 2005
The bottom line:Proficiency in non-routine decisions cannot be easily imitated by competitors
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The world’s biggest companies are growing at a faster rate than smaller firms!
Not just because of scale and market dominance
Global firms combine tangible and intangible assets across the whole enterprise
Leveraging capabilities for non-routine decisions
Mobilizing talent and knowledge across business units
They create their own “network effect”
Global companies definitely “get it”
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ExxonMobil thinks global, acts local
Total headquarters staff: 300
86,000 workers (down from 100,000 in 5 years)
10 separate operating companies, using three major brands – Exxon, Mobil, Esso
Present in more than 150 countries
ExxonMobil’s sales are the size of Taiwan’s economy
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Q&A Session
Elizabeth GlagowskiEditor-in-Chief
Customer Strategist Journal
Don PeppersFounding Partner,
Peppers & Rogers Group
Ron WincePresident & General Manager
Peppers & Rogers Group
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Don PeppersFounding Partner
[email protected]+1.203.989.2200
@donpeppersLinked In
Tom SchmalzlDirector of Business Development
[email protected]+1.203.989.2208@peppersrogers