digital transformation and the customer experience mat ford
Post on 15-Jul-2015
270 Views
Preview:
TRANSCRIPT
DIGITAL TRANSFORMATION AND THE CUSTOMER EXPERIENCE
OVERCOMING BARRIERS & A FRAMEWORK FOR SUCCESS
INTRODUCTION
WE LIVE IN AN INCREASINGLY COMPLEX WORLD. INFORMATION FLOW IS GROWING AT EXPONENTIAL RATES AND TECHNOLOGY IS BRINGING ABOUT FUNDAMENTAL AND RAPID CHANGES TO OUR SOCIETY.
WITHIN THIS ENVIRONMENT, SMART ORGANIZATIONS ARE REALIZING THAT ADAPTABILITY IS PARAMOUNT AND THAT THERE IS A NEED TO RETHINK THE ENTIRE CORPORATE STRUCTURE. THIS, MORE OFTEN THAN NOT, IS BEING LED BY DIGITAL TRANSFORMATION.
A LOT OF ORGANIZATIONS ARE MAKING SOLID HEADWAY IN ADAPTING TO THE INFLUENCE OF DIGITAL. HOWEVER A HUGE NUMBER OF ORGANIZATIONS CONTINUE TO STRUGGLE TO BRING ABOUT CHANGE. THIS PRESENTATION IS DESIGNED TO HELP PROVIDE A FRAMEWORK FOR THESE BUSINESSES, AND FOSTER DEBATE BETWEEN EXECUTIVES, BUSINESS STRATEGISTS AND AGENCIES.
A REVOLUTION IS HAPPENING
TECHNOLOGY, SOCIETY & BUSINESS MODELS ARE
EVOLVING AT AN UNPRECEDENTED PACE
IMAGE BY FOLKERT GORTER
HOWEVER, ORGANIZATIONS CONTINUE TO USE YESTERDAY’S
THINKING TO APPROACH THE PROBLEMS OF TOMORROW
IMAGE BY FOLKERT GORTER
“We cannot solve our problems with the same
thinking we used when we created them.”
- Albert Einstein
THE EMERGENCE OF DISRUPTIVE TECHNOLOGY
THE ERA OF BORN DIGITAL
THESE FORCES ARE DRIVING A FUNDAMENTAL EVOLUTION
IN CONSUMER BEHAVIOR
IMAGE BY FOLKERT GORTER
NEW CONSUMERISM:
SHIFTING VALUES.COMPLEX DECISION MAKING.NEW ENGAGEMENT EXPECTATIONS.
CUSTOMERS ARE IN CONTROL
IMAGE BY FOLKERT GORTER
DIGITAL DARWINISM
IMAGE BY FOLKERT GORTER
“Digital Darwinism is the evolution of consumer
behavior when society and technology evolve faster than
your ability to adapt.”
- Brian Solis
IN THIS NEW ENVIRONMENT, UNDERSTANDING THE DIGITAL
CUSTOMER EXPERIENCE IS CRITICAL TO SUCCESS
WHAT IS REQUIRED TO MEET THESE CHALLENGES?
DIGITAL TRANSFORMATION
IMAGE BY FOLKERT GORTER
DIGITAL TRANSFORMATION IS MORE THAN JUST AN INVESTMENT IN TECHNOLOGY. ORGANIZATIONS MUST TRULY CHANGE,
FROM THE INSIDE OUT, TO BECOME MORE RESPONSIVE.
IMAGE BY FOLKERT GORTER
OUR GOAL IS TO IMPROVE THE WAYS THE ORGANIZATION SEES THEIR CUSTOMERS, CREATING NEW VALUE THROUGHOUT THE
CUSTOMER LIFECYCLE.
IMAGE BY FOLKERT GORTER
HOW DO WE EMBRACE CHANGE?
IMAGE BY FOLKERT GORTER
A QUICK RECAP:
THE HISTORY OF THE WORLD (OF ORGANIZATIONS)
JOSIAH WEDGEWOOD FATHERS MODERN MARKETING.
THINK DIRECT MAIL, MONEY-BACK GUARANTEES, TRAVELING SALESMEN, SELF-SERVICE, FREE DELIVERY, BUY ONE GET ONE FREE, ILLUSTRATED CATALOGUES, PRICE DIFFUSION.
(NOT A LOT CHANGED FOR A VERY LONG TIME).
1730 - 1795
THE INDUSTRIAL REVOLUTION:SMALL STORES TO MASS PRODUCTION
IN FACTORIES
1760 - 1840
NEXT REVOLUTIONS: EMPLOYEES | STANDARDIZED QUALITY CONTROL |
INNOVATIVE DESIGN FOR UTILITARIAN PRODUCTS | INVESTMENT | INSURANCE | PRODUCT DEVELOPMENT |
BRANDING | ADVERTISING...
MASS PRODUCTION THEORY:EFFICIENT FACTORIES COULD MAKE
AVERAGE THINGS FOR AVERAGE PEOPLE AND TRIUMPH
MASS MARKETING THEORY:
1. MASS PRODUCE WHAT YOU WANT
2. BUY HEAPS OF AD SPACE
3. RETAILERS GIVE YOU SOME OF THEIR SCARCE SHELF SPACE.
4. THIS GENERATES SALES
5. THIS LETS YOU BUY MORE ADS (& REPEAT)
ADVERTISING WAS ABOUT CONVINCING THE CLIENT TO SPEND MORE MONEY
INTERRUPTION. GROSS RATING POINTS. SPREADSHEETS. MASS REACH.
ADVERTISING PUSHED THE IDEALIZED VERSION OF THE
PRODUCT, IRRESPECTIVE OF REALITY
IMAGE BY FOLKERT GORTER
COMMUNICATIONS PLATFORMS WERE LIMITED
CUSTOMER EXPERIENCE WAS FAIRLY LINEAR AND
PREDICTABLE
IMAGE BY FOLKERT GORTER
DISRUPTION THEN:
THE INTERNET. SEARCH ENGINES.
UBIQUITOUS TECHNOLOGY. SOCIAL MEDIA.
TECHNOLOGY CREATES A MORE COMPLEX FUNNEL
http://www.thinkwithgoogle.com/tools/customer-journey-to-online-purchase.html
CONNECTEDNESS, AND THE CREATION OF NETWORKS
COMPLEX ADAPTIVE SYSTEMS
CONNECTEDNESS BEGETS COMPLEXITY.COMPLEXITY BEGETS UNCERTAINTY.UNCERTAINTY BEGETS CHAOS.
IMAGE BY FOLKERT GORTER
UNLIMITED CHOICE LEADS TO PARALYSIS.
IMAGE BY FOLKERT GORTER
UNCERTAINTY, THEREFORE, IS NOW THE ROOT CAUSE OF ORGANIZATIONAL PROBLEMS.
IMAGE BY FOLKERT GORTER
DIGITAL
DISRUPTION
IMAGE BY FOLKERT GORTER
DISRUPTION IS EVERYWHEREIF YOU THINK YOUR BUSINESS OR
INDUSTRY IS IMMUNE, THINK AGAIN
IMAGE BY FOLKERT GORTER
CLASSIC EXAMPLES:
HORSE & CARRIAGE TO CAR.FIXED LINE PHONE TO MOBILE.PERSONAL COMPUTER TO SMARTPHONE.
NEW EXAMPLES:
$369B $181B $104B $38B
$20B $18B $10B $8B
$4B $3.5B $0.5B $0.5B
“We believe that many of the prominent new Internet
companies are building real, high-growth, high-margin,
highly defensible businesses.”
“Companies in every industry need to assume that a
software revolution is coming.”
- Marc Andreesen
WHY IS THIS
HAPPENING?
IMAGE BY FOLKERT GORTER
ALL THE TECHNOLOGY REQUIRED TO TRANSFORM INDUSTRIES THROUGH
SOFTWARE IS NOW A REALITY AND CAN BE WIDELY DELIVERED
AT GLOBAL SCALE
IMAGE BY FOLKERT GORTER
SOFTWARE IS
EATING THE WORLD
TECHNOLOGY IS NOW A PERMANENT FIXTURE IN
EVERYONES LIVES
EVERYONE HAS A HIGH SPEED COMPUTER RIGHT IN THEIR POCKET, ACCESSIBLE
AT ALL TIMES
SOON:THE INTERNET OF THINGS
“Hardware is just software wrapped in plastic.”
- Brad Feld
SOCIAL.LOCATION.REAL-TIME.NETWORKS.
CUSTOMER BEHAVIOR SHIFTS.
SOCIAL, MOBILE AND REAL-TIME REMAIN OUR CATALYSTS. AS THEY
INTERSECT, THEY ARE FUNDAMENTALLY ALTERING THE
WAYS PEOPLE CONNECT, COMMUNICATE AND DISCOVER
INFORMATION.
MANY, MANY ORGANIZATIONS ARE STILL STRUGGLING WITH
THE WEIGHT OF LEGACY TECHNOLOGY AND PROCESSES
IMAGE BY FOLKERT GORTER
THE SOLUTION?
IMAGE BY FOLKERT GORTER
COMPLEX ADAPTIVE SYSTEMS REQUIRE SYSTEMS THINKING
IMAGE BY FOLKERT GORTER
CORPORATE LONGEVITY.
THE AVERAGE CORPORATIONS LIFESPAN IS 12 YEARS.THE AVERAGE MULTINATIONAL IS 40 YEARS.ONLY A TINY FRACTION THRIVE FOR CENTURIES.
IMAGE BY FOLKERT GORTER
WHY?
IMAGE BY FOLKERT GORTER
ARIE de GEUS, DIRECTOR OF STRATEGY AT ROYAL DUTCH SHELL, PUT 27 OF THESE ‘THRIVE’ CORPORATIONS UNDER THE MICROSCOPE.
A NUMBER OF FACTORS CONTRIBUTED, BUT THE ONE THAT STOOD OUT MOST...
IMAGE BY FOLKERT GORTER
“The ability to learn faster than your competitors is the only sustainable competitive
advantage.”
- Arie de Geus
AGAIN, DIGITAL DARWINISM
IMAGE BY FOLKERT GORTER
HOW LONG BEFORE A JOBS, ZUCKERBERG,
BEZOS OR MUSK DISRUPTS YOUR INDUSTRY?
IMAGE BY FOLKERT GORTER
DIGITAL TRANSFORMATION
“THE ALIGNMENT OF, OR NEW INVESTMENT IN, TECHNOLOGY AND BUSINESS MODELS TO MORE EFFECTIVELY ENGAGE DIGITAL CONSUMERS AT
EVERY TOUCH POINT IN THE CUSTOMER EXPERIENCE LIFECYCLE.”
- THE ALTIMER GROUP
GOAL:BE DIGITALLY RELEVANT THROUGH
RAPID BUSINESS CHANGE
RELEVANCE!
BARRIERS TO CHANGE
IMAGE BY FOLKERT GORTER
STRATEGY IN SILO
1
DIFFERENT DEPARTMENTS MANAGE DIFFERENT STEPS IN THE CUSTOMER JOURNEY. THEY OFTEN
DON’T COMMUNICATE, LET ALONE COLLABORATE. THEY OFTEN ACT AS THEIR OWN FIEFDOM. THEY
USE DIFFERENT STANDARDS AND METRICS. THE EXPERIENCE FEELS DISJOINTED.
IMAGE BY FOLKERT GORTER
INTERNAL POLITICS
2
TRANSFORMATION THREATENS THE STATUS QUO. THIS CAUSES SELF DEFENSE MECHANISMS TO
KICK IN. EXECUTIVES PUSH BACK. THEY CONCENTRATE ON THEIR OWN PRIORITIES.
PERSONAL AGENDAS WIN IN FAVOR OF WHAT’S RIGHT FOR THE ORGANIZATION.
IMAGE BY FOLKERT GORTER
BUDGET ALLOCATION
3
DIGITAL IS NEW AND UNPROVEN. IT REQUIRES EXPERIMENTATION. OFTEN THIS OCCURS IN SILO,
AND IS RARELY COMMUNICATED BEYOND INDIVIDUAL TEAMS. ROI IS DIFFICULT TO IDENTIFY.
THIS CREATES ‘CHICKEN AND EGG’ SITUATIONS; “SHOW ME PROOF” BEFORE BUDGET
CAN BE UNLOCKED.
IMAGE BY FOLKERT GORTER
MOBILE FRAGMENTATION
4
A LACK OF MOBILE FIRST OR SECOND SCREEN THINKING EXISTS IN THE ORGANIZATION. MOBILE AND PLATFORM EFFORTS ARE STREWN ACROSS MULTIPLE DEPARTMENTS WITH NO DEDICATED TEAM. OFTEN THE NEED TO RETHINK WEBSITES,
APPS OR E-COMMERCE IS A LOWER PRIORITY THAN OTHER DIGITAL INITIATIVES.
IMAGE BY FOLKERT GORTER
EDUCATION
5
VASTLY DIFFERENT LEVELS OF KNOWLEDGE OR COMFORT EXIST IN THE ENTERPRISE. KNOWLEDGE
IS SCATTERED ACROSS THE ORGANIZATION. A MILLENNIAL (DIGITAL NATIVES) VS BABY BOOMER
(DIGITAL NOVICE) DIVIDE EXISTS CAUSING FRICTION.
IMAGE BY FOLKERT GORTER
LEADERSHIP
6
WITHOUT A VISION AND SOMEONE TO LEAD, EMPLOYEES FOLLOW A COURSE OF BUSINESS AS USUAL. DIGITAL IS KEPT AT ARMS LENGTH OR IN
FRINGE CONVERSATION. A LACK OF DIGITAL GENERALISTS MEAN STRATEGY IS VIEWED IN SILO
OR ISOLATION.
IMAGE BY FOLKERT GORTER
DISPARATE DATA
7
EXISTING INFRASTRUCTURE AND PROCESSES LACK A MODEL TO GATHER AND DISTRIBUTE DATA. DATA REMAINS IN SILO, SPREAD ACROSS DEPARTMENTS OR DISPARATE SYSTEMS. THERE EXISTS A LACK OF UNDERSTANDING OF WHO OWNS THE DATA. NO
INVESTMENT IN STAFF AND PROCESS TO DELIVER DATA WITH ACTIONABLE INSIGHT.
IMAGE BY FOLKERT GORTER
BREAKING DOWN THEBARRIERS
IMAGE BY FOLKERT GORTER
IMPROVING THE DIGITAL CUSTOMER EXPERIENCE TAKES COLLABORATION, RESOURCES,
LEADERSHIP AND AN UNDERSTANDING OF ITS
BUSINESS VALUE
A FRAMEWORK
TRANSFORMATION EFFORTS REQUIRE AN OVERALL VISION [PURPOSE], THE FORMATION OF
A TEAM TO CARRY IT OUT [PEOPLE], AND AN UNDERSTANDING OF THE CUSTOMER EXPERIENCE [PROCESS]. WITH THIS IN PLACE, WE CAN CREATE AN ONGOING STRATEGY ROADMAP TO OPTIMIZE
THE CUSTOMER EXPERIENCE.
PURPOSE
PEOPLE
PROCESS
TRANSFORMATION
“BUILDING A VISION”
“BUILDING A TEAM”
“EXPLORING THE EXPERIENCE”
PURPOSE“BUILDING A VISION”
1
AGENTS OF CHANGE:
UPDATED COMPANY VISION
2 CHANGE AGENT & EXECUTIVE SUPPORT
IMAGE BY FOLKERT GORTER
PURPOSE“BUILDING A VISION”
BEGINNING DIGITAL TRANSFORMATION OFTEN REQUIRES A BUSINESS CASE. THIS NEEDS MORE THAN JUST EVIDENCE. WE REQUIRE A STORY AND VISION OF WHAT
THIS WILL LOOK LIKE.
IMAGE BY FOLKERT GORTER
PURPOSE“BUILDING A VISION”
NEW TECH COMPANIES ARE BUILT FROM THE GROUND UP WITH A PURPOSE THAT EMBRACES THEIR DIGITAL FOCUS AND
APPROACH. THESE “NON-TRADITIONAL” VISION STATEMENTS ARE CUSTOMER
CENTRIC VERSUS COMMERCIAL.
IMAGE BY FOLKERT GORTER
“Our purpose is to make the world more open and connected.”
“Our purpose is to organize the world’s information and make it
universally accessible.”
“Our purpose is be the earth’s most customer-centric company.”
“IF YOU WANT TO BUILD A SHIP, DON’T DRUM UP PEOPLE TO COLLECT WOOD AND DON’T
ASSIGN THEM TASKS AND WORK, BUT RATHER TEACH THEM TO
LONG FOR THE ENDLESS IMMENSITY OF THE SEA”
- ANTOINE de SAINT-EXUPERY
IMAGE BY FOLKERT GORTER
PURPOSE“BUILDING A VISION”
VISION MUST COME FROM THE TOP. BUT THE REALITY IS TRANSFORMATION RARELY BEGINS FROM THE TOP DOWN. EXECUTIVES MUST SUPPORT AND CONTINUOUSLY SELL
THE VISION FOR DIGITAL TRANSFORMATION FOR IT TO SUCCEED. THIS IS THE
CHALLENGE.
IMAGE BY FOLKERT GORTER
PURPOSE“BUILDING A VISION”
VISION THEREFORE REQUIRES A “CHANGE AGENT”. A LEADER OR
INFLUENCER WHO CAN STIR THE POT, DRIVE INITIATIVES AND RALLY STAKEHOLDERS TO ACTION.
IMAGE BY FOLKERT GORTER
PURPOSE“BUILDING A VISION”
1
VISION STEPS
TAKE DATA FROM ANALYTICS AND SOCIAL SPACES AND TURN IT INTO INSIGHTS.
PURPOSE“BUILDING A VISION”
2
VISION STEPS
DOCUMENT THE FACTORS THAT ARE DISRUPTING YOUR MARKET. ASSEMBLE DATA
OR PROOF POINTS THAT HELP TO MAKE A CASE TO C-SUITE OR DECISION MAKERS.
PURPOSE“BUILDING A VISION”
3
VISION STEPS
ARTICULATE WHY THIS IS CRITICAL TO YOUR BUSINESS. CONSIDER CONDUCTING A SWOT ANALYSIS TO ASSESS ACTUAL POSITION FOR
TRANSFORMATION.
PURPOSE“BUILDING A VISION”
4
VISION STEPS
DRAFT A SIMPLE VISION STATEMENT AND SUPPORTING NARRATIVE FOR THE END RESULT
OF DIGITAL TRANSFORMATION. OUTLINE ADVANTAGES AND HOW IT IMPROVES
CUSTOMER EXPERIENCE.
PURPOSE“BUILDING A VISION”
5
VISION STEPS
SEEK OUT AN EXECUTIVE SPONSOR OR “CHAMPION” TO HELP RALLY SUPPORT. FIND COMMON GROUND WITH EXECUTIVES AND
ENSURE THEY COMMUNICATE THE VISION TO RALLY EMPLOYEES ACROSS THE ENTIRE
ENTERPRISE.
WARNING
IMAGE BY GUIDO MOCAFICO
WITHOUT SUPPORT, THE CHANGE AGENT ROLE CAN QUICKLY LEAD TO BURNOUT AND DEFEATISM.
IT MUST BE SUPPORTED TO SUCCEED.
IMAGE BY FOLKERT GORTER
PEOPLE“BUILDING A TEAM”
1
AGENTS OF CHANGE:
ORGANIZATIONAL RESTRUCTURE
2 ALIGNMENT & EDUCATION
IMAGE BY FOLKERT GORTER
PEOPLE“BUILDING A TEAM”
WHO OWNS THE CUSTOMER EXPERIENCE? THE REALITY IS EVERYONE IN THE
ORGANIZATION DOES. WHILE MOST COMPANIES HAVE LEGACY DEPARTMENTS AND SILOS, YOUR CUSTOMERS ONLY SEE
ONE COMPANY.
IMAGE BY FOLKERT GORTER
PEOPLE“BUILDING A TEAM”
AN EXAMPLE IS SOCIAL MEDIA. THIS OFTEN SPANS A LARGE NUMBER OF
BUSINESS UNITS (MARKETING, PRODUCT MANAGEMENT, CUSTOMER SUPPORT, HR, IT, DIGITAL) HOWEVER THEY OFTEN DON’T SPEAK TO EACH OTHER CONSISTENTLY OR
ALIGN. SOCIAL LACKS A COHESIVE COMPANY WIDE VISION AND FAILS TO
DRIVE BUSINESS VALUE.
IMAGE BY FOLKERT GORTER
PEOPLE“BUILDING A TEAM”
THE END RESULT IS “DIGITAL FRICTION” AND A CUSTOMER EXPERIENCE THAT
LACKS COHESION. THIS POOR EXPERIENCE CAUSES DROP OFF AND A
LOSS OF CONVERSION.
IMAGE BY FOLKERT GORTER
PEOPLE“BUILDING A TEAM”
TO CREATE TRANSFORMATION, THE ENTIRE ORGANIZATION NEEDS TO PUT
EGOS ASIDE, BREAK THE SILOS AND EMBRACE CHANGE. THIS STARTS WITH
THE CREATION OF A CROSS FUNCTIONAL DIGITAL TRANSFORMATION TEAM.
IMAGE BY FOLKERT GORTER
PEOPLE“BUILDING A TEAM”
1
PEOPLE STEPS
IDENTIFY CANDIDATES FOR A CROSS-FUNCTIONAL TEAM. THIS OFTEN WORKS BEST
AS A SMALL TEAM OF “INTRAPRENEURS” TO DRIVE QUICK WINS TO PROVE RESULTS.
NOTE, TEAMS NEED A RANGE OF STRATEGISTS AND STAKEHOLDERS.
AT THIS POINT, THERE IS GREAT VALUE IN LEVERAGING ‘DIGITAL
GENERALISTS’, WHO CAN UNDERSTAND THE END TO END
VIEW OF THE EXPERIENCE.
IMAGE BY FOLKERT GORTER
PEOPLE“BUILDING A TEAM”
2
PEOPLE STEPS
ASSIGN ROLES AND TASKS. CONSIDER DEVELOPING A RASCI MODEL OR SIMILAR FOR
THE GROUP AND ESTABLISH A COLLABORATION SCHEDULE AND REPORTING PROCESS.
PEOPLE“BUILDING A TEAM”
3
PEOPLE STEPS
FORM A DATA COLLECTION AND INSIGHTS TEAM. THEY NEED TO COLLECT AND ANALYZE
DATA, BUT MORE IMPORTANTLY CREATE A SIMPLE STORY TO PRESENT THIS TO
EXECUTIVES.
WARNING
IN 2012, GARTNER PREDICTED THAT BY 2017, CMO’S WOULD SPEND MORE ON I.T THAN THEIR CIO COUNTERPARTS.
CIO’S ARE FIGHTING FOR THEIR ROLES, OVERSEEING LEGACY INFRASTRUCTURE, AND OFTEN DON’T UNDERSTAND THE LONG TERM VISION.
THIS CAN BE A HUGE SOURCE OF FRICTION.
PEOPLE“BUILDING A TEAM”
5
PEOPLE STEPS
BUILD A STRATEGIC ALLIANCE WITH I.T (THEY MUST BE PART OF THE TEAM). FORGE A
GREATER DIALOGUE BETWEEN MARKETING AND THEIR DEPARTMENT.
PEOPLE“BUILDING A TEAM”
6
PEOPLE STEPS
DEVELOP A TRAINING REGIMEN TO BRIDGE THE GAP BETWEEN EXISTING AND REQUIRED
EXPERTISE IN THE ORGANIZATION. CONSIDER AN EXECUTIVE EDUCATION PROGRAM.
CONSIDER TACTICS LIKE REVERSE MENTORING.
PEOPLE“BUILDING A TEAM”
7
PEOPLE STEPS
EMBRACE HACK CULTURE. LOOK AT RAPID INNOVATION CYCLES AND FAST PROBLEM
SOLVING. OUR GOAL IS TO NOT BE FAIL SAFE, BUT TO SAFE FAIL.
PROCESS“EXPLORING THE EXPERIENCE”
1
AGENTS OF CHANGE:
UNDERSTAND THE CHANGINGCUSTOMER EXPERIENCE
2 DATA & INSIGHT
IMAGE BY FOLKERT GORTER
PROCESS“EXPLORING THE EXPERIENCE”
CUSTOMERS ARE USING TECHNOLOGY THEIR WAY, REGARDLESS OF WHETHER
YOUR STRATEGY ALIGNS WITH THEIR JOURNEY. “BORN DIGITAL”, “MOBILE”
AND “SECOND SCREEN” ARE NO LONGER PREDICTIONS, BUT FORCES
RADICALLY INFLUENCING EXPERIENCES.
PROCESS“EXPLORING THE EXPERIENCE”
TO BRING ABOUT DIGITAL TRANSFORMATION, WE NEED TO UNDERSTAND HOW DIGITAL IS
AFFECTING THE CUSTOMER EXPERIENCE. THIS REQUIRES RESEARCH, NOT GUESSWORK.
WE NEED TO UNDERSTAND BEHAVIORS, PERSONAS AND EXPECTATIONS
THROUGHOUT EVERY STAGE OF THE LIFECYCLE.
IMAGE BY FOLKERT GORTER
THIS MEANS HAVING A HOLISTIC FOCUS. WE NEED TO MOVE BEYOND JUST MOBILE OR WHATEVER TECHNOLOGY IS ‘SO HOT RIGHT NOW’
http://picturesofpeoplescanningqrcodes.tumblr.com/
PROCESS“EXPLORING THE EXPERIENCE”
THIS ALSO EXTENDS TO OUR INSIGHT GATHERING. FORGET “BIG DATA”. LET’S JUST LEVERAGE THE EASILY ACCESSIBLE DATA WE
HAVE TO MAKE BETTER DECISIONS.
IMAGE BY FOLKERT GORTER
PROCESS“EXPLORING THE EXPERIENCE”
ULTIMATELY OUR GOAL HERE IS TO FOSTER A “DIGITAL FIRST” MINDSET. WE NEED TO
STOP TREATING IT AS A BOLT ON TO EXISTING ACTIVITY. START WITH DIGITAL AT
THE CENTRE, AND RADIATE OUT.
IMAGE BY FOLKERT GORTER
THOUGHT STARTER:
SOME KEY QUESTIONS
IMAGE BY FOLKERT GORTER
PROCESS“EXPLORING THE EXPERIENCE”
“WHAT UNIQUELY DEFINES THE PERSONA OF OUR CUSTOMERS?”
IMAGE BY FOLKERT GORTER
PROCESS“EXPLORING THE EXPERIENCE”
“WHAT IS DIFFERENT ABOUT THEIR CUSTOMER JOURNEYS?”
IMAGE BY FOLKERT GORTER
PROCESS“EXPLORING THE EXPERIENCE”
“WHAT ARE THE TOUCH POINTS THEY FREQUENT, HOW DO THEY USE THEM,
AND ON WHAT DEVICES?”
IMAGE BY FOLKERT GORTER
PROCESS“EXPLORING THE EXPERIENCE”
“WHAT ARE THEIR EXPECTATIONS, WHAT DO THEY VALUE, AND HOW DO THEY
DEFINE SUCCESS?”
IMAGE BY FOLKERT GORTER
PROCESS“EXPLORING THE EXPERIENCE”
“HOW ARE THEY INFLUENCED AND BY WHOM? IN TURN, WHO DO THEY
INFLUENCE?”
IMAGE BY FOLKERT GORTER
PROCESS“EXPLORING THE EXPERIENCE”
“WHAT IS THE CUSTOMER’S (NEW) PATH TO PURCHASE?”
MOST IMPORTANT:
IMAGE BY FOLKERT GORTER
PROCESS“EXPLORING THE EXPERIENCE”
1
PROCESS STEPS
CONNECT THE DOTS BETWEEN DISPARATE DATA STUCK IN SILOS. CONNECT DATA FROM
MARKETING, I.T AND CRM.
PROCESS“EXPLORING THE EXPERIENCE”
2
PROCESS STEPS
INTERVIEW STAKEHOLDERS ABOUT THE CUSTOMER JOURNEY AS IT EXISTS TODAY.
EXPLORE DIGITAL CUSTOMER BEHAVIOR AND HIGHLIGHT CHALLENGES AND OPPORTUNITIES.
PROCESS“EXPLORING THE EXPERIENCE”
3
PROCESS STEPS
FORGET DEMOGRAPHICS. OBSERVE THE PSYCHOGRAPHICS, PERSONAL TRAITS AND CHARACTERISTICS THAT ARE UNIQUE OR DOMINANT IN YOUR DIGITAL CUSTOMER.
CREATE CUSTOMER PERSONAS.
(THE PHRASE ‘18-25 YEARS OLD’. WHAT DOES THAT EVEN MEAN?)
PROCESS“EXPLORING THE EXPERIENCE”
4
PROCESS STEPS
CREATE A CUSTOMER JOURNEY MAP INCLUDING ALL TOUCH POINTS. OUTLINE WHAT THE RIGHT EXPERIENCE COULD BE, BASED ON
BEHAVIOR. ORGANIZE BY CHANNEL AND SCREEN. RECOGNIZE CUSTOMERS MAY NOT
FOLLOW ANY ONE ROUTE.
EXAMPLE:STARBUCKS
PROCESS“EXPLORING THE EXPERIENCE”
5
PROCESS STEPS
OBSERVE THE GAPS IN TOUCH POINTS AND WHERE THERE IS AND ISN’T INVESTMENT. ASSESS
THE PROCESSES, POLICIES AND SYSTEMS THAT PREVENT SUCCESS IN ENGAGING THE DIGITAL CUSTOMER. PINPOINT WHAT CAN OVERCOME
HURDLES.
PROCESS“EXPLORING THE EXPERIENCE”
6
PROCESS STEPS
PAY CAREFUL ATTENTION TO NETWORK EFFECTS IN PLAY. LOOK FOR DIRECT CUSTOMER
JOURNEYS VERSUS THE JOURNEYS OF THOSE WHO INFLUENCE CUSTOMERS OR AMPLIFY.
PROCESS“EXPLORING THE EXPERIENCE”
7
PROCESS STEPS
BE ON THE LOOKOUT FOR SERENDIPITOUS IDEAS FOR PRODUCT OR SERVICE INNOVATION. WHAT IS THE BIGGEST CUSTOMER PAIN POINT? CAN WE PROVIDE ANYTHING NEW TO SOLVE IT?
MONTSERRAT REGULARTAKE A DEEP BREATH
AT THIS STAGE, YOU WILL HOPEFULLY HAVE MADE HEADWAY
ON STARTING THE JOURNEY TO DIGITAL TRANSFORMATION.
MAPPING THE CUSTOMER EXPERIENCE, HAVING A VISION AND BUILDING A TEAM WILL GO A LONG
WAY IN AIDING INVESTMENT CHOICES AND OPTIMIZATION AND DRIVING
REAL BUSINESS BENEFIT
UPDATED VISION
BENEFITS OF DIGITAL TRANSFORMATION
1
CULTURE OF INNOVATION
2 IMPROVED CUSTOMER JOURNEY3
GREATER COMPETITIVE ADV.4
IMPROVED EFFICIENCY7
INCREASED COLLABORATION5
DEEPER DATA ANALYSIS8
EMPOWERED WORKFORCE6
INCREASED CONV. & LOYALTY
9
MODERNIZED AND, MORE IMPORTANTLY, HUMANIZED.
SERENDIPITOUS PRODUCTS & SERVICES.
LESS FRICTION & IMPROVED OUTCOMES.
AN EDGE OR BRACE AGAINST THE COMPETITION.
LESS FRICTION BETWEEN INTERNAL TEAMS.
EMPLOYEES AND EXECUTIVES FEEL EDUCATED & EMPOWERED.
PROCESSES AND DECISION MAKING ARE MORE RAPID.
DEEPER UNDERSTANDING OF THE CUSTOMER AND THEIR BEHAVIOR.
SEAMLESS, 360 EXPERIENCE IMPROVES LONG TERM RESULTS.
FINAL THOUGHT:I HAVE USED THE WORD
TRANSFORMATION A LOT HERE, BUT REMEMBER THE DANGER OF THIS
WORD IS IT SUGGESTS AN END POINT
IMAGE BY FOLKERT GORTER
TRANSFORMATION DOES NOT END. IT MUST BECOME A MINDSET, TO
CONSTANTLY EVOLVE AND RESPOND TO CHANGING FORCES.
IMAGE BY FOLKERT GORTER
“The ability to learn faster than your competitors is the only sustainable
competitive advantage.”
HI, I’M MAT FORD.
LOVE THIS PRESENTATION, WANT TO ARGUE A POINT, OR JUST WANT TO CHAT? I’D LOVE TO HEAR FROM YOU.
CONNECT WITH ME VIA TWITTER, LINKED IN, OR G+, OR FIND MORE ARTICLES AND INSIGHTS ON MY BLOG.
AND DON’T FORGET TO SHARE THIS PRESENTATION!
top related