Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

A Company Like Me

•
•
Paul Greenberg
Paul Greenberg

The document discusses how customer experience is key to building trust and advocacy. It summarizes the Flyers' fan engagement programs: 1) The "How You Doin'?" program trains all staff to greet fans and go above and beyond to transmit a positive experience. Fans surveyed were highly satisfied. 2) The "Early Birds" program assigns account reps to develop profiles on season ticket holders using data to determine renewal likelihood. Low-rated customers are invited to happy hours to encourage renewal. Renewals increased over 1000 from the previous year. 3) Developing strong engagement strategies using customer data and designing memorable experiences can drive advocacy and positively impact outcomes like renewals and revenue.

1 of 52
Download to read offline
A COMPANY LIKE ME:CUSTOMER EXPERIENCE IS IN YOUR HOUSE Paul Greenberg March 2016
Understanding The Digital Customer
Digital Communications Revolution Impacts all institutions Who and how we trust How we create, distribute, consume information
The Digital Customer TRUST Key element of the relationship TREAT employees well HIGH QUALITY Goods, services, tools, consumable experiences offered LISTEN to customers’ needs and feedback CUSTOMERS placed ahead of profits Trust in companies is #1 concern of public. (Edelman 2012-16 Trust Barometer)
Multichannel
Omnichannel
Feelings On A Scale of…Not
Feelings on a Scale of…Not In love Love Like a Lot Eh Don’t Like Hate
Data/Context/Insight “The service at this 2-star Michelin restaurant was friendly, though not warm.”
Part of PVC Intersects EVC EVC PVC Company Vendors/ Suppliers Partners/ Channels External Agencies Customer Friends Family Everything Else Going On Other Companies Customer intersects but…  That’s only part of the life of a customer – and…  This has serious implications for customer experience and its treatment
Definitions: Customer Experience
Customer experience - the perception that customers have of their interactions with an organization. Source (Bruce Temkin)
Customer experience - How a customer feels about a company over time.
If a customer likes you and continues to like you they will continue to do business with you. If they don’t …they won’t.
The Basic Premise What businesses value and what customers value are different
The Basic Premise Business values: • Profitability • Revenue • Customer satisfaction/loyalty/revenue • Increasing shareholder or stakeholder value Customers value: • Feeling valued
The Basic Premise – Meaningful Experiences/Customer Value BEAUTY pleasure to senses & spirit CREATION producing something new – lasting contribution COMMUNITY sense of unity with others – common purpose DUTY applying self to responsibility ENLIGHTENMENT understanding through reason or logic FREEDOM sense of living without unwanted restraints HARMONY pleasing relationship of parts to whole JUSTICE feeling of equitable & unbiased treatment ONENESS unity with that around you REDEMPTION deliverance from past failure or problem SECURITY freedom from fear of loss/worry TRUTH commitment to honesty/integrity VALIDATION sense of being valued individual worthy of respect WONDER awe of something beyond understanding ACCOMPLISHMENT sense of satisfaction in achievement Source: Making of Meaning: How Successful Businesses Deliver Meaningful Customer Experiences – Diller, Shedroff, Rhea (2006)
Designing & Managing The Experience
Designing and Managing The Objective: • The customers’ experiences should be good enough to ideally create “a company like me.” • This should result in something that provides mutually beneficial value to both customer and company The ideal results come in four parts: The ordinary is kept ordinary. A flexible approach, processes/best practices, and ongoing cultural/organizational support are institutionalized. The customer feels good about their involvement with you – no matter what form it takes. Customers’ expectations are met and occasionally exceeded.
Designing and Managing Tools Services Consumable (and modular experiences) Products Customers need access to a combination of these things:
Designing and Managing Consumable Experiences:  They are modular in nature  Customer pays for them  Feels like they have choice in the matter  Effective when combination of utility and coolness – though depends on circumstance  Utility ordinarily trumps coolness (Hudson Hotel, NY)  Occasionally not the case (American Girl, Mattel)
Waterfield Designs San Francisco-based bag company Stylish messenger bags, murses, for laptops, tablets, phones, game consoles. Model: customers choose Very high quality personalized customer service. Design choices: modular design choices. Choose the size of the bag, the color, the enclosures, the buckles, the straps, etc. Resources Go to the site, look over the choices, watch videos, add the choices—see how it impacts the bag’s look. Model: customer service Know their customers: surveys on what interests them, personalized thank you notes, and delivery notifications. EVC PVC Company Vendors/ Suppliers Partners/ Channels External Agencies Customer Friends Family Everything Else Going On Other Companies
Three Components of Experience Emotional How does it make people feel? Functional Does it do what people want it to do? Accessible How easy is it for people to do what they want to do? Experience Designing and Managing When the ordinary fails, the impact is greater on the experience then when the extraordinary and luxurious fails, because there is no expectation of possible failure of the ordinary.
Case Study:
Dialog Axiata Group Largest of 6 telcos in Sri Lanka 7.9M customers Top valued brand in Sri Lanka (Brand Finance) Telecom Brand of the Year 2 years running (SLIM – Nielsen’s People Choice Awards) rated company Acquired 2nd largest fixed operator (jointly w/ Firstsource Salons)
Dialog Axiata Customer Experience Strategy Managing customer experience from the “service delivery end” Managing customer lifecycle end to end Get granular information about individual customers Promote individually tailored portfolio of personalized programs & offers They map customer experience daily
Dialog Axiata Customer Experience Vision Branding the service experience My Customer Programme Redline Five Star Partners Customer Experience Index and Dashboard First-hand customer experience portal Voice of Customer forums Escalation Management Customer Save and Retention Loyalty Management User Experience Design Customer Experience Initiatives
Dialog Axiata
Dialog Axiata We need to do this because the industry is highly competitive… All of the competitors are willing to cut prices and they are improving services daily. We need them to be exceptional. Sandra De Zoysa, CCO, Dialog Axiata
Dialog Axiata Assign staff to monitor customer accounts in the background. Provide exceptional value added services such as e-channeling, movie booking, medical appointments, concierge service, food delivery services (short code services). Customer Ownership Program
This has more to do with bonding and relationships for the long term. It’s not just a phone. It’s not just revenue to us. Wherever you go, there is Dialog in your life making it easy for you. It’s all about how well Dialog fits into Sri Lankans’ lifestyles. This is service from the heart. Sandra De Zoysa, CCO, Dialog Axiata
Dialog Axiata Lessons in Design and Management The customer’s experience may be over time but it is always moving/changing The culture of the company has to support the “bonding” with the customers Don’t consider monetizing “experiences” a copout or a bad thing – its part of how to benefit from providing customers with a great experience over time.
Delivering the Experience – The Quality of Engagement
The Philadelphia Flyers Jim McIsaac/Getty Images
Delivering the Experience The Overarching Strategy  Engage the fans all ways  Know each fan’s individual lifestyles to customize accordingly  Measure, measure, measure, learn, learn, learn Two Programs  How You Doin’?  Early Birds
The How You Doin’? Program is the culture of this organization. We are always making sure that we aren’t just implementing software, but are embedding the philosophy and outlook into everything we do internally and externally. Shawn Tilger, SVP Business Operations, Philadelphia Flyers Delivering the Experience Flyers’ Fan Engagement Program
Delivering the Experience How You Doin’? Program All staff at both HQ and Wells Fargo Center trained to: • Greet everyone who comes into stadium • Answer questions for all comers • To go above and beyond for customers Staff are rewarded for their success at transmitting the experience • Can be nominated by fans • Get prizes and bonuses Help drive renewals
Doin’ Fine! 87% 97% of all fans greeted were highly satisfied Photo: http://corporate.comcast.com/
Delivering the Experience
Delivering the Experience The Early Bird Game Plan: Seasons Ticketholder Renewals & Acquisitions • Client development department • Account reps assigned hundreds of accounts each • Use Turnkey to analyze all season ticketholders • Likelihood to renew • 10 categories of criteria • 5-star system • All renewals loaded into system with profiles and ratings http://3.cdn.nhle.com/
Delivering the Experience The Spot Event – 2-3 stars • They book the Hall of Fame Room at Wells Fargo Center for happy hour • Season’s ticket holders • From ice cream, to ice cream, beer, wine, snacks • Renew today
Delivering the Experience The Experience • Customers felt that they were getting personal attention in a room that also reminds them of the team’s rather storied history. • They get food and drink – which really isn’t a lot but the combination makes the wavering ticket holders feel good. • “You don’t have to have luxury, you only have to feel luxurious.”
Delivering the Experience
Delivering the Experience Emotional Driver Contributions to Sports Fan Loyalty - 2013 35% History & Tradition 28% Fan Bonding 20% Pure Entertainment 17% Authenticity http://3.cdn.nhle.com/
Delivering the Experience Overall Renewal Percentage by Star Rating 83.7% 87.5% 84.3% 89.1% 92.0% 75% 80% 85% 90% 95% 1 Star 2 Star 3 Star 4 Star 5 Star Results? From 2010 through 2012, seasons ticket renewals were up more than 1000 from the previous year.
Delivering the Experience http://3.cdn.nhle.com/ Develop an engagement strategy Define what you’re going to need to do and to have As you get what you need to have, start doing what you need to do Flyer’s Case  Strategy  Customer knowledge – KEY segment: KEY individual  Designing the experience  Training for staff  Compensation for staff – reinforcement of the strategy  Be clear on ROI or outcome  Implement The Steps
Advocates + Company = Love*Outcomes
Advocacy A continuously excellent experience drives advocacy Meeting expectations for things important to the customer Consistency of the interactions regardless of channel Engagement at the level the customer is looking for at the time Exceeding expectations on occasion to delight the customer
Advocacy Advocacy is maintained through continuous: ENGAGEMENT TRANSPARENCY AUTHENTICITY conversation visibility honesty, straightforward behavior
The 360° view of the customer is no longer the holy grail. It’s a pre-requisite. THE OUTCOME?
The new holy grail: A company like me. THE OUTCOME
A Company Like Me

More Related Content

A Company Like Me

  • 1. A COMPANY LIKE ME:CUSTOMER EXPERIENCE IS IN YOUR HOUSE Paul Greenberg March 2016
  • 3. Digital Communications Revolution Impacts all institutions Who and how we trust How we create, distribute, consume information
  • 4. The Digital Customer TRUST Key element of the relationship TREAT employees well HIGH QUALITY Goods, services, tools, consumable experiences offered LISTEN to customers’ needs and feedback CUSTOMERS placed ahead of profits Trust in companies is #1 concern of public. (Edelman 2012-16 Trust Barometer)
  • 7. Feelings On A Scale of…Not
  • 8. Feelings on a Scale of…Not In love Love Like a Lot Eh Don’t Like Hate
  • 9. Data/Context/Insight “The service at this 2-star Michelin restaurant was friendly, though not warm.”
  • 10. Part of PVC Intersects EVC EVC PVC Company Vendors/ Suppliers Partners/ Channels External Agencies Customer Friends Family Everything Else Going On Other Companies Customer intersects but…  That’s only part of the life of a customer – and…  This has serious implications for customer experience and its treatment
  • 12. Customer experience - the perception that customers have of their interactions with an organization. Source (Bruce Temkin)
  • 13. Customer experience - How a customer feels about a company over time.
  • 14. If a customer likes you and continues to like you they will continue to do business with you. If they don’t …they won’t.
  • 15. The Basic Premise What businesses value and what customers value are different
  • 16. The Basic Premise Business values: • Profitability • Revenue • Customer satisfaction/loyalty/revenue • Increasing shareholder or stakeholder value Customers value: • Feeling valued
  • 17. The Basic Premise – Meaningful Experiences/Customer Value BEAUTY pleasure to senses & spirit CREATION producing something new – lasting contribution COMMUNITY sense of unity with others – common purpose DUTY applying self to responsibility ENLIGHTENMENT understanding through reason or logic FREEDOM sense of living without unwanted restraints HARMONY pleasing relationship of parts to whole JUSTICE feeling of equitable & unbiased treatment ONENESS unity with that around you REDEMPTION deliverance from past failure or problem SECURITY freedom from fear of loss/worry TRUTH commitment to honesty/integrity VALIDATION sense of being valued individual worthy of respect WONDER awe of something beyond understanding ACCOMPLISHMENT sense of satisfaction in achievement Source: Making of Meaning: How Successful Businesses Deliver Meaningful Customer Experiences – Diller, Shedroff, Rhea (2006)
  • 18. Designing & Managing The Experience
  • 19. Designing and Managing The Objective: • The customers’ experiences should be good enough to ideally create “a company like me.” • This should result in something that provides mutually beneficial value to both customer and company The ideal results come in four parts: The ordinary is kept ordinary. A flexible approach, processes/best practices, and ongoing cultural/organizational support are institutionalized. The customer feels good about their involvement with you – no matter what form it takes. Customers’ expectations are met and occasionally exceeded.
  • 20. Designing and Managing Tools Services Consumable (and modular experiences) Products Customers need access to a combination of these things:
  • 21. Designing and Managing Consumable Experiences:  They are modular in nature  Customer pays for them  Feels like they have choice in the matter  Effective when combination of utility and coolness – though depends on circumstance  Utility ordinarily trumps coolness (Hudson Hotel, NY)  Occasionally not the case (American Girl, Mattel)
  • 22. Waterfield Designs San Francisco-based bag company Stylish messenger bags, murses, for laptops, tablets, phones, game consoles. Model: customers choose Very high quality personalized customer service. Design choices: modular design choices. Choose the size of the bag, the color, the enclosures, the buckles, the straps, etc. Resources Go to the site, look over the choices, watch videos, add the choices—see how it impacts the bag’s look. Model: customer service Know their customers: surveys on what interests them, personalized thank you notes, and delivery notifications. EVC PVC Company Vendors/ Suppliers Partners/ Channels External Agencies Customer Friends Family Everything Else Going On Other Companies
  • 23. Three Components of Experience Emotional How does it make people feel? Functional Does it do what people want it to do? Accessible How easy is it for people to do what they want to do? Experience Designing and Managing When the ordinary fails, the impact is greater on the experience then when the extraordinary and luxurious fails, because there is no expectation of possible failure of the ordinary.
  • 25. Dialog Axiata Group Largest of 6 telcos in Sri Lanka 7.9M customers Top valued brand in Sri Lanka (Brand Finance) Telecom Brand of the Year 2 years running (SLIM – Nielsen’s People Choice Awards) rated company Acquired 2nd largest fixed operator (jointly w/ Firstsource Salons)
  • 26. Dialog Axiata Customer Experience Strategy Managing customer experience from the “service delivery end” Managing customer lifecycle end to end Get granular information about individual customers Promote individually tailored portfolio of personalized programs & offers They map customer experience daily
  • 27. Dialog Axiata Customer Experience Vision Branding the service experience My Customer Programme Redline Five Star Partners Customer Experience Index and Dashboard First-hand customer experience portal Voice of Customer forums Escalation Management Customer Save and Retention Loyalty Management User Experience Design Customer Experience Initiatives
  • 29. Dialog Axiata We need to do this because the industry is highly competitive… All of the competitors are willing to cut prices and they are improving services daily. We need them to be exceptional. Sandra De Zoysa, CCO, Dialog Axiata
  • 30. Dialog Axiata Assign staff to monitor customer accounts in the background. Provide exceptional value added services such as e-channeling, movie booking, medical appointments, concierge service, food delivery services (short code services). Customer Ownership Program
  • 31. This has more to do with bonding and relationships for the long term. It’s not just a phone. It’s not just revenue to us. Wherever you go, there is Dialog in your life making it easy for you. It’s all about how well Dialog fits into Sri Lankans’ lifestyles. This is service from the heart. Sandra De Zoysa, CCO, Dialog Axiata
  • 32. Dialog Axiata Lessons in Design and Management The customer’s experience may be over time but it is always moving/changing The culture of the company has to support the “bonding” with the customers Don’t consider monetizing “experiences” a copout or a bad thing – its part of how to benefit from providing customers with a great experience over time.
  • 33. Delivering the Experience – The Quality of Engagement
  • 34. The Philadelphia Flyers Jim McIsaac/Getty Images
  • 35. Delivering the Experience The Overarching Strategy  Engage the fans all ways  Know each fan’s individual lifestyles to customize accordingly  Measure, measure, measure, learn, learn, learn Two Programs  How You Doin’?  Early Birds
  • 36. The How You Doin’? Program is the culture of this organization. We are always making sure that we aren’t just implementing software, but are embedding the philosophy and outlook into everything we do internally and externally. Shawn Tilger, SVP Business Operations, Philadelphia Flyers Delivering the Experience Flyers’ Fan Engagement Program
  • 37. Delivering the Experience How You Doin’? Program All staff at both HQ and Wells Fargo Center trained to: • Greet everyone who comes into stadium • Answer questions for all comers • To go above and beyond for customers Staff are rewarded for their success at transmitting the experience • Can be nominated by fans • Get prizes and bonuses Help drive renewals
  • 38. Doin’ Fine! 87% 97% of all fans greeted were highly satisfied Photo: http://corporate.comcast.com/
  • 40. Delivering the Experience The Early Bird Game Plan: Seasons Ticketholder Renewals & Acquisitions • Client development department • Account reps assigned hundreds of accounts each • Use Turnkey to analyze all season ticketholders • Likelihood to renew • 10 categories of criteria • 5-star system • All renewals loaded into system with profiles and ratings http://3.cdn.nhle.com/
  • 41. Delivering the Experience The Spot Event – 2-3 stars • They book the Hall of Fame Room at Wells Fargo Center for happy hour • Season’s ticket holders • From ice cream, to ice cream, beer, wine, snacks • Renew today
  • 42. Delivering the Experience The Experience • Customers felt that they were getting personal attention in a room that also reminds them of the team’s rather storied history. • They get food and drink – which really isn’t a lot but the combination makes the wavering ticket holders feel good. • “You don’t have to have luxury, you only have to feel luxurious.”
  • 44. Delivering the Experience Emotional Driver Contributions to Sports Fan Loyalty - 2013 35% History & Tradition 28% Fan Bonding 20% Pure Entertainment 17% Authenticity http://3.cdn.nhle.com/
  • 45. Delivering the Experience Overall Renewal Percentage by Star Rating 83.7% 87.5% 84.3% 89.1% 92.0% 75% 80% 85% 90% 95% 1 Star 2 Star 3 Star 4 Star 5 Star Results? From 2010 through 2012, seasons ticket renewals were up more than 1000 from the previous year.
  • 46. Delivering the Experience http://3.cdn.nhle.com/ Develop an engagement strategy Define what you’re going to need to do and to have As you get what you need to have, start doing what you need to do Flyer’s Case  Strategy  Customer knowledge – KEY segment: KEY individual  Designing the experience  Training for staff  Compensation for staff – reinforcement of the strategy  Be clear on ROI or outcome  Implement The Steps
  • 47. Advocates + Company = Love*Outcomes
  • 48. Advocacy A continuously excellent experience drives advocacy Meeting expectations for things important to the customer Consistency of the interactions regardless of channel Engagement at the level the customer is looking for at the time Exceeding expectations on occasion to delight the customer
  • 49. Advocacy Advocacy is maintained through continuous: ENGAGEMENT TRANSPARENCY AUTHENTICITY conversation visibility honesty, straightforward behavior
  • 50. The 360° view of the customer is no longer the holy grail. It’s a pre-requisite. THE OUTCOME?
  • 51. The new holy grail: A company like me. THE OUTCOME