TRANSFORMING THE GLOBAL CUSTOMER EXPERIENCE

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1 TRANSFORMING THE GLOBAL CUSTOMER EXPERIENCE

2 FROM PRODUCTS TO EXPERIENCES Customer loyalty Experiences Services Emotional Consistent Intentional Different Valuable Valuable Products Functional Copyright Smith+Co All rights reserved.

3 3

4 WHY CUSTOMER EXPERIENCE MATTERS 86% will pay more for a better customer experience 89% stopped doing business following a poor customer experience 79% of consumers who voiced complaints online were ignored 36% of consumers cite personalised experiences as the reason they stay with a brand 33% consumers cite brand reputation as the reason they stay with a brand Source: Right Now 2011 Customer Impact Report

5 GLOBALLY CONSISTENT LOCALLY APPROPRIATE

6 THE SIX DISCIPLINES NEEDED STRATEGY Translating global brands into a local customer experience strategy UNDERSTANDING Developing a clear understanding of each local customer base DESIGN Designing locally relevant customer experiences CULTURE Building a global customer-centric culture MEASUREMENT Tracking both global and local metrics in order to measure success GOVERNANCE Implementing global customer experience governance Forrester report. Global Processes to help deliver local customer experiences. August 2012

7 THE NEED FOR STRATEGY 86% of executives said that Customer Experience was their top priority this year Improving the on-line and cross-channel customer experiences are their main objective A lack of clear strategy is the number one obstacle to improving customer experience Forrester report. The State Of Customer Experience 2011

8 CXM STRATEGY - THE SIX STEP PROCESS INSIGHT Customer values MEASURE and sustain success ENGAGE your external audience Transforming the global customer experience DEFINE Your brand promise DESIGN your experience ALIGN your organisation Copyright Smith+Co All rights reserved.

9 CXM STRATEGY - INSIGHT INSIGHT Customer values MEASURE and sustain success ENGAGE your external audience Transforming the global customer experience DEFINE Your brand promise DESIGN your experience ALIGN your organisation Copyright Smith+Co All rights reserved.

10 What First Direct did was to realize that people were changing their habits and would want to bank 24 hours a day, 7 days a week. So that was the insight I think all great brands have insight. Peter Simpson, Commercial Director

11 BRANDS AS CURATORS

12 12 WHAT DO CUSTOMERS VALUE?

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14 CXM STRATEGY YOUR BRAND PROMISE INSIGHT Customer values MEASURE and sustain success ENGAGE your external audience Transforming the global customer experience DEFINE Your brand promise DESIGN your experience ALIGN your organisation Copyright Smith+Co All rights reserved.

15 WHAT DO THESE BRANDS STAND FOR?

16 WHAT DOES YOUR BRAND STAND FOR?

17 CXM STRATEGY EXPERIENCE DESIGN INSIGHT Customer values MEASURE and sustain success ENGAGE your external audience Transforming the global customer experience DEFINE Your brand promise DESIGN your experience ALIGN your organisation Copyright Smith+Co All rights reserved.

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22 12 MILLION FOLLOWERS

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24 SOCIAL REVOLUTION Facebook mobile users are 2X more active than desktop users. Source: Gartner Research; Smartphone, Tablet, and PC Forecast, December 2010.

25 Efficiency CONTACT CENTRE EVOLUTION Efficient IM (Interaction Management) Inbound Cost focused Customer Support Experiential CEM Multi-directional and channel Customer focused Customer Advocacy Inefficient/Ineffective Effective CRM Outbound Revenue focused Customer Loyalty Effectiveness Copyright Smith+Co All rights reserved.

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27 GETTING IT WRONG WITH SOCIAL MEDIA

28 GETTING IT RIGHT

29 THE NEW SOCIAL STATUS Copyright Smith+Co 2012 All rights reserved.

30 CXM STRATEGY INTERNAL ALIGNMENT INSIGHT Customer values MEASURE and sustain success ENGAGE your external audience Transforming the global customer experience DEFINE Your brand promise DESIGN your experience ALIGN your organisation Copyright Smith+Co 2012 All rights reserved.

31

32 A GREAT COMPANY TO DO BUSINESS WITH We will be the preferred choice for international express users in China because we offer the best customer experience TNT Global Express China mission

33 A GREAT PLACE TO WORK We will be the preferred choice for employees in China, because we have the most exciting company culture TNT Global Express China mission

34 UNDERSTAND OUR CUSTOMERS Sure We Can CULTURE EFFECTIVE PROCESSES CUSTOMER EXPERIENCE

35 CXM STRATEGY EXTERNAL COMMUNICATION INSIGHT Customer values MEASURE and sustain success ENGAGE your external audience Transforming the global customer experience DEFINE Your brand promise DESIGN your experience ALIGN your organisation Copyright Smith+Co All rights reserved.

36 finger lickin good Finger Lickin Good Eat Your Fingers Off

37 It takes a strong man to make a tender chicken It takes an aroused man to make a chicken affectionate

38 come alive with the Pepsi generation Pepsi will bring your ancestors back from the dead

39 HOW DID STARBUCKS GET IT RIGHT? Think different Position smart Brand global Partner local Commit long-term

40 CXM STRATEGY - MEASUREMENT INSIGHT Customer values MEASURE and sustain success ENGAGE your external audience Transforming the global customer experience DEFINE Your brand promise DESIGN your experience ALIGN your organisation Copyright Smith+Co All rights reserved.

41 MAKE MEASUREMENT JUST-IN-TIME AND PERSONAL

42 MANAGING THE EXPERIENCE Marketing Brand image Brand promise CEO Operations Brand delivery Human resources 42 Copyright Smith+Co All rights reserved.

43 THE SIX DISCIPLINES NEEDED STRATEGY Translating global brands into a local customer experience strategy UNDERSTANDING Developing a clear understanding of each local customer base DESIGN Designing locally relevant customer experiences CULTURE Building a global customer-centric culture MEASUREMENT Tracking both global and local metrics in order to measure success GOVERNANCE Implementing global customer experience governance Forrester report. Global Processes to help deliver local customer experiences. August 2012

44 You can download the free Bold-how to be brave in business app from Apple.

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