con1566_jiang-deliver great customer experiences_jun3
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Deliver Great CustomerExperiences
Patrick JIANGConsulting Solution ManagerOracle Consulting Services
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Copyright 2013, Oracle and/or its affiliates. All rights reserved.2
Todays Discussion
Global Insights: Succeeding in the customer experience Oracle reference architectures
Key considerations
Customer case studies
Next Steps: How to get started
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Executive Summary: The Execution Ch
Businesses & Customers Are WorldsApart: Expectations Outpace CX Delivery
Social media: A Key trend driving CX, but manybusinesses are playing catch up
81% agree social media is critical for success, yet 35%dont support social media for sales or service
Falling Short On Delivering the
Experiences Customers Want Slow adoption rate of customer expected capabilities
Significant opportunities for improving experiencesacross research, buying, and post purchase processes
Inflexible technology, siloed organizations and systems,insufficient investment, and inability to measureperformance hinder success
Solving the Execution Chasm Requires a New Approach to CX
Obstacles Hindering CX Success Span People, Process, and Technology
Global Strategic Imperativewith Huge Financial Stakes
93% say that improving CX is one of thetop three priorities for the next two years;97% state CX is critical to success
The cost of failure is large20% ofannual revenue
Key trends: CX focus higher due to risingcustomer expectations and social media
Yet, Many BusinessesAre Stuck in Idle
91% want to be a CX leader, but 37%are just getting started with a formalCX initiative
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People & Processe
Tech, People, and Processes Present O
1Respondents asked to select top three
27%
Technology
29%Limitations of
inflexible
technology andapplication
infrastructure
24%Difficulty regularly
tracking
performancemeasures and
customerfeedback
23%Don't have aconsolidated,
accurate, 360-degree customerview across alltouch points
18%Siloed systems that
prevent us from easily
sharing information orsupporting continuous
processes acrosstouch points
Siloed organizations/conflicting key
performance indicators(KPIs)/incentives betwee
different channels/business units
Breakdown Organizational Silos and Address CX fromTAKE AWAY
Some of the Biggest CX Obstacles Are:1
Executives cite limitations from inflexible technology, sil
organizations, and insufficient investments as the biggeobstacles to delivering the best possible customer expe
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Voice
In-Store
Print
Chat
Email
Social
Search Web
Ask for Recommendations
Visit Retail Store
Get Confirmation
Pickup Local Store
Read Reviews Ask for Advice
Ask for Info
Order Online
Kiosk
Change Order
See PromotionReadArticle
Get Help
Research Select ReceiveNeed Purchase MaintainUse
Read Manual
R
Customer ExperienceChannels of Interaction
Web
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Dramatically reduces the time tocreate your solution architecture
Incorporates industrybest practices
Reduces your risk by providing a
repeatable solution blueprint Helps you make the best use of
Oracle and other vendors products
Why a Reference Architecture?
Customer Experience Reference Archi
"If you think good architecture is expensive, try bad architecture."Brian Foote and Joseph Yoder
Click to enlarge
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Customer Experience Reference ArchiKey Architectural Principles
Features Benefits
CommonBusinessProcess
Execution
Provide an end user experience that is seswitch between touch points
Support common business processes acr Monitor business processes to identify us
touch points
Service-enabled
Back-endSystems
Decouple back-end systems from channeprocesses
Support a customer centric mode of operproduct centric mode
Link all systems to a common customer v
Multi-channelSupport
Write once and easily deploy across all to
Monitor and manage SLAs and performantouch points
Secure AllChannels
Provide a centralized identity and access
Build in fraud detection to understand threall of the touch points
Helps You:
Translate business needsinto requirements on thesolution architecture
Develop your companyspecific architectureprinciples by providing astarting set of principles
Articulate and enforce yourcompanys priorities, both
business and IT
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Customer Experience Reference ArchiConceptual View
Marketing andLoyalty
Commerce
Public Cloud Private CloudManagedServices
ProductCustomerMaster Data
Helps You:
Quickly establish consensuson the scope of yourcustomer experience solutionwithout being distracted bytechnical details
Paint the big picture forinternal communications
to build support Easily modified to reflect
your companys priorities
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Customer Reference ArchitectureLogical View
Need
Research
Select
Purchase
Receive
Use
MaintainRecommend
CustomerPerspective
Business Services
Information Management
Market
Offer
Sell
Fulfill
Service
End-of-Life
CustomerPerspective
Content Product KnowledgeBase
Inventory Custom
Customer
SocialMedia
Helps You:
Ensure your customerexperience solution includesall the necessary capabilities
Establish the customerexperience solution asunified rather than piecemeal
Map on your current
customer experiencecapabilities to find gaps
Tie architecture capabilitiesto specific aspects of thecustomer experience lifecycle
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CX Reference Architecture Logical ViewService and Support Components
Assist
Dialog
Payment Mgmt
Incident Mgmt
Opportunity Mgmt
Semantic Search
Rule-BasedDecisioning
Work Queue
Service
Session Capt
Activity Monito
Insight
ContentMgmt
Information Mgmt
CustomerMgmt
KnowledgeMgmt
CustomerPerspective
Agent
Look and Feel
Navigation
Branding
Personalization
Customization
Promotions
Chat
Interface
Content Customer KnowledgeBase
Account Mgmt
Self Service
Search
Track
Feedback
Use/Maintain
SocialMedia
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Oracle Social Network
Oracle Social MarketingCloud Service
Oracle SocialEngagement and
Monitoring Cloud Service
Social
CX Reference Architecture Product MaService and Support
Oracle WebCenter
Oracle ATG Commerce
Oracle Endeca
Interface
Oracle RightNow CXCloud Service
Oracle Siebel ContactCenter and Service
Oracle Knowledge
Service and Support
Oracle Live Help onDemand
DialogOracle WebCente
Content
Oracle Master DaManagement Suit
Oracle Database
Information
Managemen
Oracle BusinessIntelligence
Oracle Real-timeDecisions
Oracle EndecaInformation Discov
Oracle BusinessIntelligence
Agent
Insight
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CX Reference ArchitectureComplete Logical View
Look and FeelInteractionLayer
BusinessProcess
Layer
BusinessServices
Layer
InformationLayer
SharedInfras-
tructure
Multi-ChannelDelivery
Laptop Mobile TabletDesktop Print
Navigation Customization Personalization Branding Promotions Chat Dashboards
Rec
Market Offer Sell Fulfill Service End-of-
Guide Offer Recommend Assess Payment Mgt Coupon Mgt
Big DataData
Warehouse Customer Accounts Product Inventory Content
Business Process Management
Data and Service Integration
MaintainUseReceivePurchaseSelectResearchNeed
Self-ServiceDialogAccount MgtCheck OutCart/BasketBrowseSearch Feedback
Assist Incide
Design and Author Knowledge Mgt Catalog Mgt Pricing Community Mgt Work Queue Anal
Semantic Search Rule-Based Decisioning Fraud Detection Business Rule Mgt Session Capture Activity Mo
Reporting Campaign Mgt Opportunity Mgt Customer Mgt Order Mgt Fulfilment Mgt LoyaltContent Mgt
web Social KioskIn-Store Direct
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CX Solution ResChallenge
Oracle Knowledge Oracle Siebel Contact Center
Needed to improve the customer experience byproviding faster and more informed support tobusiness customers
Improve collaboration and content reuse to enablemore efficient service and problem solving
Expand self-service support capabilities forcustomers to enable faster and lower-costresponses
Improved the call center cuaccelerating case resolutioknowledge base search an
Integrated knowledge searprocess
Simplified the customer excommon support inquiries
AVAYAGlobal provider of next-generation business collaboration an
communications solutions, providing unified communications, time video collaboration, contact center, networking and rela
services.
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CX Solution ResChallenge
Oracle RightNow Oracle Endeca
Create a multi-channel customer experience toreduce customer confusion and frustration dueto distinct contact channels
Drive self-service care with knowledgebaseaccessibility
Improve operational efficiency and reduce low-value phone interactions to the contact centerwith email and chat
Drove consistent customeemail, communities, and c
Deployed consolidated knoboth customers and agentissue resolution
Unified search across knowand databases
Saskatchewan TelecommunicationsThe leading full-service communications provider in Saskatchew$1.1 billion in annual revenue and over 1.4 million customer conn
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Copyright 2013, Oracle and/or its affiliates. All rights reserved.17
CX Discovery Workshop
Spend a few hours to:
Establish a level set foryour CX initiative
Current state of customer experienceat your company
Oracles view of customer experience
Identify and prioritize CX painpoints
Pre-populated with Oracle experiencefrom working with other companies
Formulate high-level CX solutionarchitecture
Leverages Oracles customer experiencereference architecture
Determine next steps
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Taking the Next Step with Oracle is EasContact Your Oracle Sales Rep to Schedule a Free Consu
Learn how the latest Oracle CRM/CX innovationscan help your business
Identify opportunities to improve solutionperformance and reliability
Act upon quick-win opportunities to improve theend-user experience
Chart a best-in-class customer experience to drivesignificant business results
Gain deep insights into your CRM solution andunderstand your upgrade options
Health-check
Innovation Update
Siebel UsabilityWorkshop
Customer ExperienceJourney Mapping
UpgradeAnalysis
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Graphic Section Divider
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Survey Key Findingsby Region
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North America Key Findings
Average potential annual revenue lost as aresult of not offering a positive, consistent,and brand-relevant customer experience
Formalized Customer Experience Program:
Are still assessing or planning with no activeimplementations
Have one or more active implementations
27%
42%
Biggest Obstacles:1
Lack of money (32%)#1
Inflexible technology/application infrastructure (28%)#2
#3
13%In the next two years, North Americinvest in:2
32% Business and customer analyt
25% Web experience management
24% Commerce/customer service m
Most Successful Customer Experi
35% Building a training program/incen
32% Implementing a technology to im
27% Formalizing a Voice of the Custo
21%
1Respondents asked to select top three 2Respondents asked to select all that apply
Average planned increasetechnology spending in the
Siloed organizations (25%)
Consider their CX initiative advanced29%
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Copyright 2013, Oracle and/or its affiliates. All rights reserved.23
Asia Pacific Key Findings
Average potential annual revenue lost as aresult of not offering a positive, consistent,and brand-relevant customer experience
Formalized Customer Experience Program:
Are still assessing or planning with no activeimplementations
Have one or more active implementations
38%
45%
Biggest Obstacles:1
Inflexible technology/application infrastructure (30%)#1
Siloed organizations (28%)#2
#3
19%In the next two years, Asia Pacific cinvest in:2
37% Business and customer analyt
34% Loyal management systems
33% Integrated customer view acro
Most Successful Customer Experi
32% Formalizing a Voice of the Custo
31% Implementing a technology to im
31% Developing customer personals
1Respondents asked to select top three 2Respondents asked to select all that apply
Average planned increasetechnology spending in the
Don't have a consolidated, accurate, 360 degreecustomer view (28%)
Consider their CX initiative advanced16%
20%
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Europe Key Findings
Average potential annual revenue lost as aresult of not offering a positive, consistent,and brand-relevant customer experience
Formalized Customer Experience Program:
Are still assessing or planning with no activeimplementations
Have one or more active implementations
36%
42%
Biggest Obstacles:1
Lack of money (31%)#1
Siloed organizations (25%)#2
#3
15%In the next two years, European coinvest in:2
28% Integrated customer view acro
27% Business and customer analyt
26% Loyalty management system
Most Successful Customer Experi
31% Implementing a technology to im
28% Building a training program/incen
27% Implementing an SLA with any c
1Respondents asked to select top three 2Respondents asked to select all that apply
Average planned increasetechnology spending in the
Difficulty tracking performance/customerfeedback (24%)
Consider their CX initiative advanced20%
18%
L i A i K Fi di
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Latin America Key Findings
Average potential annual revenue lost as aresult of not offering a positive, consistent,and brand-relevant customer experience
Formalized Customer Experience Program:
Are still assessing or planning with no activeimplementations
Have one or more active implementations
51%
28%
Biggest Obstacles:1
Inflexible technology/application infrastructure (33%)#1
Siloed organizations (28%)#2
#3
25%In the next two years, Latin Americinvest in:2
28% Integrated customer view acro
27% Loyalty management system
27% Self service capability on webs
Most Successful Customer Experi
33% Developing customer personas t
32% Building a training program/incen
30% Implementing an SLA with any c
1Respondents asked to select top three 2Respondents asked to select all that apply
Average planned increasetechnology spending in the
Lack of money (25%)
Consider their CX initiative advanced19%
22%
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D li i G t E i Th h
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BUY OWNSupport & ServeMarket & Sell
Delivering Great Experiences Throughthe Customer Lifecycle
CX Gl b l St t i P i it ith H Fi
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Rising expectations from customers (59%) and the ion customers ability to broadcast good and bad exp
top two drivers for organizations focus on customer
CX: Global Strategic Priority with Huge Finan
Executives Say Delivering a Positive Customer ExperiencTheir Bottom Line
1Those who somewhat or strongly agree 2Respondents asked to select top three
20%
Executives estimate that theirpotential revenue loss for notoffering a positive, consistent, andbrand-relevant customerexperience is 20%of their annualrevenue, or $400M for a $2B firm
of executives statethat improving thecustomer experienceis one of theirorganizations top
three priorities in thenext two years
93% 97%
CX Can Make or Break a BusinessTAKE AWAY
Th E ti Ch
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The Execution Chasm:Many Businesses Are Stuck in Idle
1Those who somewhat or strongly agree 2e.g., established dedicated customer experience leaders, optimizing initial projects, extending program to new
91%wish to be considered
a CX leader in theirindustry1
Yet
Nearly all businesses
37%are just getting
started with a formalCX initiative
2Con
initiat
And only
Business Must Act to Avoid Falling BehindTAKE AWAY
Businesses say CX is a top priority and want to be recognized asCX leaders, but many are just getting started with a formal initiati
The Perception Chasm
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The Perception Chasm:Businesses and Customers Are Worlds Apart
1Those who strongly agree 2According to The 2011 U.S. Customer Experience Impact (CEI) Report by RightNow (acquired by Oracle in March 2012)
49% 89%But
44% While
of execs believecustomers willswitch brands
due to poor CX1
of customers saythey have switched
because of poorCX2
of execs believecustomers are
willing to pay forgreat CX1
Executives Underestimate The Risk and OpportuTAKE AWAY
Business executives underestimate the importanceof the customer experience on customer behavior.
Businesses Fall Short on Delivering the Experiences Custom
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Fewer than Half of Respondents Said the Following Were Top Areas of Succ
In the Research and Buying Process:
Personalizing communications with relevant offers/informationbased on customer segments/preferences (49%)
Enabling customers to start a purchase transaction in one channeland seamlessly continue the transaction in another (35%)
Providing agents with real-time visibility into a customer's currentshopping cart and recent behavior on the web or mobile (26%)
After Customers Purchase Products/S
Empowering customers to help themselves on any
Providing service and support through mobile and t
Integrating social media with services processes (3
Capturing/maintaining a single view of customer beproduct, and services transactions to understand cupatterns, and preferences (28%)
Businesses Fall Short on Delivering the Experiences Custom
Organizations Report Significant Opportunities for Improvement in Effectively Delivering Superior
1Respondents asked to select top five areas
Room for Improvement in Customer EngagemenTAKE AWAY
Social Media:
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Social Media:A Key Driver for the Future
1Those who strongly or somewhat agree
81%believe that delivering a greatcustomer experience todayrequires leveraging social
media effectively1
But
a significant number of organizations
understand the importance of social m
35% DONThave sfor sales chan
35%DONThave s
for customer s
Catch up with Social ExpectationsTAKE AWAY
The customer voice is becoming louder via social mediaand many businesses are playing catch up to respond
Siebel Challenges
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Siebel ChallengesTarget Offerings
Upgrade to Siebel 8.1.1.10, ASRM, Fusion CRM, RightNo
Oracle Knowledge, MDM, et
Need for new, enhanced capabilities(commerce, social, sales, service,
marketing, knowledge management etc.)
Upgrade to Siebel 8.1.1.10,Oracle-on-Oracle
Performance, reliability andscalability issues
Upgrade to Siebel 8.1.1.10,
Open UI
User Experience issues and
transition to tablets and mobile
Upgrade to Siebel 8.1.1.10Standard support expiration
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