tealeaf/forrester roundtable 2010
TRANSCRIPT
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Tealeaf Customer Experience ExecutiveRoundtableFebruary 4, 2010
1999 - 2010 Tealeaf Technology, Inc. All rights reserved. Confidential and Proprietary.
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Todays Speakers
Bruce Temk in
Forrester Research
CEO
MandMDirect.com
J oe Megibow
, o a na y cs p m za onExpedia.com
1999-2010 Tealeaf Technology, Inc. All r ights reserved. confidential and proprietary.1
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Todays Agenda
Introductions
Opening Remarks Panelist Case Studies
Panel Roundtable Discussion
Closin Remarks
1999 - 2010 Tealeaf Technology, Inc. All rights reserved. Confidential and Proprietary.2
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Tealeaf Executive Roundtable
Bruce D. TemkinVP & Principal AnalystForrester Research
Februar 4 2010
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The core insight
4 Entire contents 2009 Forrester Research, Inc. All rights reserved.
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The core insight
Do what you do so
to see it again and
- Walt Disney
5 Entire contents 2009 Forrester Research, Inc. All rights reserved.
Sources: Wikipedia
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How important will customer experience be in your
'
6 Entire contents 2009 Forrester Research, Inc. All rights reserved.Base: 141 North American companies with $500 million or more in revenuesSource: Forrester's Q4 2009 Customer Experience Peer Research Panel Survey
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How would you describe your firm's goal for customer
7 Entire contents 2009 Forrester Research, Inc. All rights reserved.Base: 141 North American companies with $500 million or more in revenuesSource: Forrester's Q4 2009 Customer Experience Peer Research Panel Survey
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Customer experience affects the bottom line
Customerexperience leaders
Customer experiencelaggards
Willingness to buy
op quar eo om quar e
to switch
Likelihood torecommend
8 Entire contents 2009 Forrester Research, Inc. All rights reserved.Source: North American TechnographicsCustomer Experience Online Survey, Q4 2008
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Customer experience affects the bottom line
Customerexperience leaders
Customer experiencelaggards
+-Willingness to buyop quar eo om quar e
to switch
Likelihood torecommend
9 Entire contents 2009 Forrester Research, Inc. All rights reserved.
ercentages are re at ve to n ustry averages
Source: North American TechnographicsCustomer Experience Online Survey, Q4 2008
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Customer experience affects the bottom line
Customerexperience leaders
Customer experiencelaggards
+-Willingness to buyop quar eo om quar e
+ .- .to switch
+8.4%-8.2%Likelihood torecommend
10 Entire contents 2009 Forrester Research, Inc. All rights reserved.
ercentages are re at ve to n ustry averages
Source: North American TechnographicsCustomer Experience Online Survey, Q4 2008
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Customer experience affects the bottom line
Customerexperience leaders
Customer experiencelaggards
+-Willingness to buy 14.4
op quar eo om quar e
+ .- .to switch .
+8.4%-8.2%Likelihood torecommend 16.6%
11 Entire contents 2009 Forrester Research, Inc. All rights reserved.
ercentages are re at ve to n ustry averages
Source: North American TechnographicsCustomer Experience Online Survey, Q4 2008
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Customer experience affects the bottom line
nnua revenue c ange rom a mo es s ncustomer experience for a $10 billion company
uy ng moreproducts $65 millionReduction in churn
$116 millionWord ofmouth $103 million
12 Entire contents 2009 Forrester Research, Inc. All rights reserved.
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Forresters 2010 Customer Experience Index
13 Entire contents 2009 Forrester Research, Inc. All rights reserved.Source: North American TechnographicsCustomer Experience Online Survey, Q4 2009
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Top failures in Forresters customer experience self-test
ercen age o rms a agree w s a emen
14 Entire contents 2009 Forrester Research, Inc. All rights reserved.Base: 141 North American companies with $500 million or more in revenuesSource: Forrester's Q4 2009 Customer Experience Peer Research Panel Survey
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Todays Agenda
Introductions
Opening Remarks Panelist Case Studies
Panel Roundtable Discussion
Closin Remarks
1999 - 2010 Tealeaf Technology, Inc. All rights reserved. Confidential and Proprietary.15
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Customer Experience as aCustomer Experience as a
Steve RobinsonSteve Robinson
February 2010February 2010
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A little about M and M DirectA little about M and M Direct
Revenue this year of nearly 110mRevenue this year of nearly 110m
e over m or ers espatc ee over m or ers espatc e Over 1m web visits a weekOver 1m web visits a week
6 most visited UK clothing website6 most visited UK clothing website
22ndnd bi est UK clothin ure labi est UK clothin ure la 2010 winners of Drapers Best UK Website2010 winners of Drapers Best UK Website
2 years of IT transformation2 years of IT transformation
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Benefits CaseBenefits Case
Fixing technical failures in the customerFixing technical failures in the customerourneyourney
Alerting live problems and recovering fromAlerting live problems and recovering fromt emt em
Monitoring changes during a warrantyMonitoring changes during a warrantyper oper o
Improving the customer journey to helpImproving the customer journey to help
convers onsconvers ons Analysis of shopping behaviour andAnalysis of shopping behaviour and
op m s ng ncremen a sa esop m s ng ncremen a sa es
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Customer ExperienceCustomer Experience
Can ever one who wants to access mCan ever one who wants to access m
online shop get in?online shop get in?
Is my full range on offer to them?Is my full range on offer to them?
Can they put those items in their basket?Can they put those items in their basket?
Can they pay for them!Can they pay for them!
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Tealeaf is a game changing piece of technology versusTealeaf is a game changing piece of technology versus
Store visits
Mystery shopper
Tealeaf takes the
understanding of
Customer countersthese online toanother level
Availability measures
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ExampleExample we are able to monitor customerswe are able to monitor customers
e are a e o en ythe customers whohave not completed
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We can then drill down the list of customers atWe can then drill down the list of customers at
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We can then step through the journey andWe can then step through the journey and
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What have we learned?What have we learned?
Try to get usage as deeply into theTry to get usage as deeply into the
business as possiblebusiness as possible Rin fence the resource to aid uickRin fence the resource to aid uick
implementationimplementation
business and prioritisebusiness and prioritise
issueissue
eep e momen um upeep e momen um up
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SiteConversion:OurCulture
, ,
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Tools KnowledgeorValue
Eachontheirown
,
indicationof
where
issues
are
occurring
Webanalytictoolsaggregatedsiteusagestatsbutlackeddetailedcustomerexperiencedataandinformationon
customerintent
customerexperienceissues
Codeloggingrequiredmeticulousdevelopmenteffortsto
identifyand
record
every
fork
that
could
be
exercised
and
it
createsperformanceissues
notbeingmonitoredoractedupon
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Wecouldgoweeks,evenmonths,without
knowin
the
extent
of
a
customer
issue Businesswouldlookatfinancialandanalyticsdata
Development
everythinglookedfine
analyticstoolswereaccuratetherebypointingthe
fingerbackatthebusiness
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Abetterway: CombiningtheVoiceofthe
Customer
VOC
with
actual
site
ex erience Givescontextforcustomerexperienceissues
Uncoversdata
and
User
Experience
(UX)
inconsistencies
Identifiescustomerconfusionareas
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Wetransformedourorganizationtotake
advanta e
of
listenin
to
the
customer
insi hts Listeningtothecustomerisingrainedintoourculture
AllVOCcommentsaresenttoallfrontlineexecutivesever da
Eachcomplaintisparsedouttotheresponsiblegroupforresolving
Builtateamtoanalyzecustomerfeedback,quantifyanyssues,an eve opcustomercentr cso ut ons. eya so
createtrackingtohelpproactivelyidentifycustomerproblem
areas.
Createdacrossfunctional,crossdepartmentalteam(UserExperience,Marketing,IT,Development,QA,Product
, . .
CreatedaseparateDevelopmentorganization,justforsiteoptimization
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Example:CreditCardDeclines
1000sofusersperdayhavetheircreditcardec ne .
Westartedpayingattentiontocustomerfeedbackanddugintorealuserexperiences.
Weknew
we
were
driving
thousands
of
calls
tothecallcenter.
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Example:CreditCardDeclines
Wefoundthatmanydeclineswererelatedtoa ressver ca on.
Wediscoveredthatwehaddesignissuesthatwereregularlyconfusedcustomers.
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Example:CreditCardDeclines
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Example:CreditCardDeclines
WeremovedtheCompanyfield,andaddresserrorsnear ywen away
Address errors on the BD page
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Example:CreditCardDeclines
Whichresultedina1%increaseinconversionrom epage,an as gn can re uc on n
calls.
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WeContinuetoInvestinCustomerExperience
Byaddingdiscipline,process,provenexecution,andsoundmeasurementtooursiteconversioneffortswehave:
ExpandedourSiteConversiondevelopmentorganizationtomorethan25dedicatedanalystsanddevelopers.
2010.
Tons
of
good
will
in
responding
to
customer
issues
and
prov nga etters opp ngexper ence
Winningculturalshiftoflisteningtocustomers,institutionalizin anal tics andexecutin a ainstwhatwe
learn
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Todays Agenda
Introductions
Opening Remarks Panelist Case Studies
Panel Roundtable Discussion
Closin Remarks
1999 - 2010 Tealeaf Technology, Inc. All rights reserved. Confidential and Proprietary.36
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Todays Speakers
Bruce Temk in
Forrester Research
CEO
MandMDirect.com
J oe Megibow
, o a na y cs p m za on
Expedia.com
1999-2010 Tealeaf Technology, Inc. All r ights reserved. confidential and proprietary.37
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Thank You
All participants will receive a copy of todays slides, as well as a link .
For Additional Questions:
Tealeaf: Julie Zisman [email protected]
Forrester Research: Bruce Temkin [email protected]
Blog: Customer Experience Mattershtt ://ex eriencematters.word ress.com
MandMDirect.com: Steve Robinson [email protected]
1999 - 2010 Tealeaf Technology, Inc. All rights reserved. Confidential and Proprietary.38
. .