The CEM Imperative … How to Select the Tools, Team and Tactics to Compete in an Outside-In World

Scott Liewehr, President & Principal Analyst

Cathy McKnight, Partner & Principal Analyst

May 2014

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§  A bit about Digital Clarity Group §  Changing landscape of consumer

expectations §  Strategic inflections §  Customer Experience Management

Imperative §  Some inconvenient truths §  Finding the right team §  Things to remember

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Our afternoon together

§  Industry experts with a common frustration

§  Lack of clarity in the market – Over-focus on technology

– Myopic categorization

– Esoteric models

§  Fortitude, experience and reputations to build a better answer for the market

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Our story Read our story: http://www.digitalclaritygroup.com/blog/one-year-later-now-with-a-little-more-clarity/  

DCG helps business leaders navigate the digital transformation and create competitive advantage from disruption. 

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About Digital Clarity Group

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Custo er Ex ience Management

Our focus

§  Web content management, web experience management

§  eCommerce

§  Social media management

§  CRM and social sales

§  Marketing automation

§  Personalization, profiling, and targeting

§  Globalization and localization

§  Communities and collaboration

§  Email and campaign management

§  Listening and monitoring

§  Web and behavioral analytics

§  Big and small data

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Focus areas

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The ideal…

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The reality...

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You can’t buy that

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“A customer’s holistic perception of a company and its offerings based on all of the customer’s interactions with the company…”

Customer Experience

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“Brands that view the consumer empowerment phenomenon as an opportunity will win.”

What I used to counsel…

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“Brands that view the consumer empowerment phenomenon as an opportunity will win.”

…what I say now.

don’t ⌃

die

June 28, 2007

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In 5 years or less . . .

§  100,000,000 iPads (2.5 yrs., pre mini)

§  1,000,000,000 facebook users

§  2,000,000,000 smart phones by 2016

§  102,000,000,000 apps downloaded 2013

§  16 years of Angry Birds every hour

§  RIM and Nokia flailing

§  Apple and Google respected IT suppliers

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2020

Can you imagine??

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Ubiquitous access to knowledge

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Their megaphone is massive

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Strategic Inflections

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Grove’s strategic inflection point

Source:  Based  on  Andy  Grove,  Only  the  Paranoid  Survive,  1996  

Business success

STATUS QUO

Business failure

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The “dissonance gap”

   

STATUS

QUO

Marks the divergence between “business as usual” and what you should be doing to accommodate and leverage the new paradigm.

Grove says that strategic inflections can come from anywhere: “new technologies, new competition, new regulations, new customer values and habits,” etc. – anything that has a significant impact on the business itself or the industry as a whole.

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customer

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Enter customer experience

Great, another acronym…

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CXM or

CEM 29  

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The “CEM Imperative”

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“It’s about rethinking the business with the consumer at the center and then aligning technology, analytics and organizational investments to support it.”

Stefan  Olander,  VP  of  Digital  Sport,  Nike  

Who are our customers?

How do we get them to our [web]sites?

What do we want them to do?

How do we keep them from leaving?

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Who are our customers?

What do they need to do?

How can we help them do it?

…and be better than their other options?

From inside-out to outside-in

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So what does all this mean?

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Time to face some inconvenient truths

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CEM requires more than Marketing

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We must change the way we buy

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§  We identify all the shortcomings of our system (real and perceived)

§  We make a wish list to fit the design of our new presentation NOT our new process.

§  We get demos from vendors who show us all the new stuff to differentiate themselves.

Needs & Wish

List

Vendor New Stuff

All The Stuff Current Tech Doesn’t Do

How we buy technology

The stuff we don’t understand

[We know] we’ll wait for Phase 2 on this

The reason we purchased the technology

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Needs & Wish

List

Vendor New Stuff

All The Stuff Current Tech Doesn’t Do

How we implement technology

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“Must-have’s” turn into Phase 2

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Sorry, it’s not easy. Stop pretending.

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Disappointment is on its way

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There’s no holy grail up-and-to-the-right

Team determines fate, not tech

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Sneak  preview  

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Guidance is necessary

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Remember this?

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What experience you trying to create?

§  Defined goals, objectives, strategy, plan, metrics

§  Organizational alignment

§  Team (internal and external)

§  Technology

§  Content

§  More content

§  Governance

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Scott’s Law: The more software you need, the less important it is to your overall success.

Think about it.

Elements of a successful process

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Elements of a successful process

§  Enabling technology?

§  Aligned philosophy?

§  Inspiring trajectory?

§  Partnership mentality?

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When considering software vendors

§ Empathetic to your needs? – Do they get where you’re going?

§ Capable and fluent? – Can they guide you there?

§ Consistent and accountable?

§ Fit?

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When considering service providers

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8-step process

§  Validate the need

§  Compile requirements

§  Determine focal needs

§  Shortlist technology

§  Shortlist service provider

§  Conduct onsite information exchange

§  Execute RFP process

§  Carry out POC

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Helpful hints

Allow common sense to prevail

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Helpful hints

You have to be a good partner to get a good partner

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Helpful hints

RFPs full of boilerplate text will elicit responses with boilerplate text

-­‐Seth  GoSlieb  

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Helpful hints

You will be stuck in the "qualification" queue until you show signs of

intelligent life. -­‐Seth  GoSlieb  

Scott Liewehr – President sliewehr@digitalclaritygroup.com @sliewehr | @just_clarity Cathy McKnight – Partner cmcknight@digitalclaritygroup.com @cathymcknight | @just_clarity