customer journey driving business growth for large and small companies
DESCRIPTION
Examples of the strategies large and small companies are using to drive sales and lifetime value.TRANSCRIPT
Customer Journey driving growth for companies large and small24th February 2014
Insight | Design | Transformation
Today
What is Customer Journey and why it matters
1. Improving conversion to sale
2. Aligning the sales and marketing journey with customer’s emotional journey
3. Putting customer insight at the heart of business decision making (customer driven transformation)
1. Improving conversion and retentionHalifax General Insurance
· Finite resource · Needed to know how best to improve conversion
Mapped the multi-channel customer journey
Customer Journey maps:Process
Broad brush
HEART MONITOR
Objectives, scope & journey
type
Track the process experienced by jurors to improve levels of service
Customer segment
J urors
Moments of truth
©Oxford Strategic Marketing
Post trialReceive
summonsJ ury
selectionIn court pre-trial
In court –during trial
Deliber-ation
Delivery of verdict
Key journey steps
Comms:Ensure follow-up letter goes out re
sentencing
Comms: Manage expectations
Channel:24 hour access
Customer face:Explain delaysEnvironment:
Make the wait as painless as
possible
Process:Simplify expenses
systemLook at time-
keeping
Comms:Make jurors aware of role
played by all the evidence
Environment:Provide adequate
facilitiesComms:
Brief on verdict delivery
Customer face:Talk to jurors –
stress the importance of
what they’ve done
Levers for solution hunting
Great+100
-100Poor
Customer Satisfaction
Rating
Receive letter – looking
forward to it
Easy to change date
by email
Judge was ‘professional’
Slow selection process
Judge thanks jury – much appreciated
Locked in
No preparation
for delivering verdict
Finishing was a relief
Not sent information
about sentencing
Only small amount of evidence
useful
Trial was impersonal
Late start most days
Expenses ‘a hassle’
Victims family start
to cry –‘lowest point’
HEART MONITOR
Objectives, scope & journey
type
Track the process experienced by jurors to improve levels of service
Customer segment
J urors
Moments of truth
©Oxford Strategic Marketing
Post trialReceive
summonsJ ury
selectionIn court pre-trial
In court –during trial
Deliber-ation
Delivery of verdict
Key journey steps
Comms:Ensure follow-up letter goes out re
sentencing
Comms: Manage expectations
Channel:24 hour access
Customer face:Explain delaysEnvironment:
Make the wait as painless as
possible
Process:Simplify expenses
systemLook at time-
keeping
Comms:Make jurors aware of role
played by all the evidence
Environment:Provide adequate
facilitiesComms:
Brief on verdict delivery
Customer face:Talk to jurors –
stress the importance of
what they’ve done
Levers for solution hunting
Great+100
-100Poor
Customer Satisfaction
Rating
Receive letter – looking
forward to it
Easy to change date
by email
Judge was ‘professional’
Slow selection process
Judge thanks jury – much appreciated
Locked in
No preparation
for delivering verdict
Finishing was a relief
Not sent information
about sentencing
Only small amount of evidence
useful
Trial was impersonal
Late start most days
Expenses ‘a hassle’
Victims family start
to cry –‘lowest point’
HEART MONITORHEART MONITORHEART MONITORHEART MONITOR
Objectives, scope & journey
type
Track the process experienced by jurors to improve levels of service
Customer segment
J urorsObjectives,
scope & journey type
Track the process experienced by jurors to improve levels of service
Customer segment
J urors
Moments of truth
Moments of truth
©Oxford Strategic Marketing
Post trialReceive
summonsJ ury
selectionIn court pre-trial
In court –during trial
Deliber-ation
Delivery of verdict
Key journey steps
Post trialReceive
summonsJ ury
selectionIn court pre-trial
In court –during trial
Deliber-ation
Delivery of verdict
Post trialReceive
summonsJ ury
selectionIn court pre-trial
In court –during trial
Deliber-ation
Delivery of verdict
Key journey steps
Comms:Ensure follow-up letter goes out re
sentencing
Comms: Manage expectations
Channel:24 hour access
Customer face:Explain delaysEnvironment:
Make the wait as painless as
possible
Process:Simplify expenses
systemLook at time-
keeping
Comms:Make jurors aware of role
played by all the evidence
Environment:Provide adequate
facilitiesComms:
Brief on verdict delivery
Customer face:Talk to jurors –
stress the importance of
what they’ve done
Levers for solution hunting
Comms:Ensure follow-up letter goes out re
sentencing
Comms: Manage expectations
Channel:24 hour access
Customer face:Explain delaysEnvironment:
Make the wait as painless as
possible
Process:Simplify expenses
systemLook at time-
keeping
Comms:Make jurors aware of role
played by all the evidence
Environment:Provide adequate
facilitiesComms:
Brief on verdict delivery
Customer face:Talk to jurors –
stress the importance of
what they’ve done
Comms:Ensure follow-up letter goes out re
sentencing
Comms: Manage expectations
Channel:24 hour access
Customer face:Explain delaysEnvironment:
Make the wait as painless as
possible
Process:Simplify expenses
systemLook at time-
keeping
Comms:Make jurors aware of role
played by all the evidence
Environment:Provide adequate
facilitiesComms:
Brief on verdict delivery
Customer face:Talk to jurors –
stress the importance of
what they’ve done
Levers for solution hunting
Great+100
-100Poor
Customer Satisfaction
Rating
Great+100
-100Poor
Customer Satisfaction
Rating
Receive letter – looking
forward to it
Easy to change date
by email
Judge was ‘professional’
Slow selection process
Judge thanks jury – much appreciated
Locked in
No preparation
for delivering verdict
Finishing was a relief
Not sent information
about sentencing
Only small amount of evidence
useful
Trial was impersonal
Late start most days
Expenses ‘a hassle’
Victims family start
to cry –‘lowest point’
Receive letter – looking
forward to it
Easy to change date
by email
Judge was ‘professional’
Slow selection process
Judge thanks jury – much appreciated
Locked in
No preparation
for delivering verdict
Finishing was a relief
Not sent information
about sentencing
Only small amount of evidence
useful
Trial was impersonal
Late start most days
Expenses ‘a hassle’
Victims family start
to cry –‘lowest point’
Deep dive
Your detailsProperty, address & Discounts
Payment Details
Summary of Cover & Details
Contact Details
Conditions of quoteHuman
Aggregators
Your quote
Save
TSC calls
Quote s
Twice weekly NTU email
Recalculate 5.2/person
Sales
5% 6% 12%
PRM block xK
54% 14% 9% 18%
67%
Sales
NTU cK
Underwriting Error yK
Underwriting Error 15K
PRM block 5K
NTU cK
4,444(Aggregator
999)
455
222k 22k
10k 2k5k
2k
2k
222 200
All numbers have been changed
Project design must be tailored to the company
1. Cross functional collaboration and senior sponsorship2. Staff perspective3. Existing MI4. Voice of the customer5. Collaborative design6. Prioritise potential changes7. Mix of quick and slow wins8. Test your solutions
The prize can be huge
· For Halifax GI 38 quick-wins with potential to generate 15% incremental sales plus 15 long term opportunities
- Contact strategy 40% o Increasing frequency, following up Client contacts
- Cross functional thinking 36% o Using their portfolio of brands more effectively, brand consistency,
product consistency- Better use of technology 24%
o Fixing broken web functionality, making online underwriting more flexible, greater use of email and SMS
· 11 were prioritised for implementation
2. Responding to customers’ emotional journeyMcCarthy & Stone, Stannah Stairlifts
· Selling flats and lifts· To people who are choosing how to live the rest of their
life· The biggest competitor for both companies is the same
Both selling to a fast changing demographic
Understanding the emotional journey is relatively easy
· Screening to identify different customer types· Shadowing· Ethnographic research· Influencer and user· At different stages in the journey
But change can be wide reaching and inconvenient
· Product fit· Fostering staff behaviour that will build empathy· Capturing new, relevant information· Changing contact strategy· Providing relevant information· Relaxing control; connecting prospects to customers like
them
Requiring a cast iron business case
· Rosetta Stone, an online language company· Customers wanted the convenience of online plus face-to-
face exposure to build confidence and to measure their progress
· Huge change and added complexity for the company and their investors. They piloted
- Online coaching sessions- Peer-to-peer game nights
· Customers who consume these new offerings are:- More satisfied- Twice as likely to use the product they bought- Five times more likely to renew
3. Putting customers at the heart of business decision making
· Many companies miss-understand their customers and fail to respond to customer needs
- Received wisdom- Vested interest- Internal drivers
“Our customers are stuck in the stone-age. They don’t get digital.”
“They’re the awkward squad. They’re just complaining to try and get moved to a better house.”
Making friends and influencing peopleAXA Wealth
· Win and keep senior sponsorship· Robust evidence· Create a Customer Journey strategy· Healthy mix of quick and longer term wins· Socialise
- Customer Experience Forum- One to ones- Workshops- Free, specialist support for aligned projects
· Not a data or IT silver bullet
Associated with:
Customer Journey: The total customer experience
· Over time · Via all channels · A specific task (say buying a product) or the entire
customer lifecycle
Customer experience: ever more important
· 85% would pay up to 25% more to guarantee superior customer service
· 82% of people have stopped doing business with a company due to poor customer service
· 79% have told others about poor customer experiences
Ever more difficult to manage
· Channel proliferation - A multichannel customer can be worth four times as much as
one that only shops either on, or offline.· The speed of change
A fad or a trend?
A one-off problem or an underlying issue?
How good Customer Experience builds advocacy
‘It’s easy’
‘It’s for me’
‘It’s always good’
‘It’s distinct’
5 Principles
1. Insight not assumption
2. Insight to generate action, not to justify inaction.
3. Cross functional alignment with the brand promise in terms of their ambition and delivery.
4. The customer journey must work as well for providers as it does for customers.
5. Think people, process and technology
Our contact details
Customer Journey ConsultancyThe Innovation CentreBroad QuayBath BA1 1UD(0845) 83 83 [email protected]@customerjourney.uk.com
Q&A
· What is the most important principle to remember when thinking about Customer Journey / Experience?
- Robust insight – Cross functional alignment with the brand promise in terms of their ambition and delivery.
· Is Customer Journey really suitable for small companies?- Small businesses don’t always recognise the need to develop
and deliver a customer strategy as a growth-enabler. The reality is that customer journey will help to focus skills and energy to positive effect, protecting what is already in place.
- Success for large and small companies alike depends in part on having a service strategy and a plan about how you want to treat your customers. This isn’t just about efficiency; it’s about making sure that they experience the best you can provide whether they deal with you on-line, in person or via the telephone or mail.