1 Delivering Great Customer Experience Řízení zákaznické zkušenosti aneb boj o zákazníka nejen na sociálních sítích 18.4.2013 Daniel Burian CX Solution Architect 2 1
Proč vlastně? 3 Customer Advocacy In average it costs 5 times more to acquire a new customer than to keep an existing customer happy An increase in customer retention of only 5 percent can lead to profit gains of anywhere from 35 percent to 125 percent. The average unsatisfied customer will tell three other people to avoid the company LCV Lifetime Customer Value CRV Customer Referral Value Customers who are happy enough to recommend a product or service to others contribute an astonishing 25 times their LCV to the top line 4 2
CROSS CHANNEL ENGAGEMENT IS THE NEW NORMAL Research Select Buy Receive Use Recommend Comparison Site Order Online Chat Change Order Complete Order Online Call for Info about Packaged Services Visit Branch Visit Branch Browse Web Site Web Search Kiosk Product Info Select Product Email Order Confirm w/rec Ask Facebook Friends Read Reviews Tweet About Purchase Experience Ask for Help on Community Chat Room 5 6 3
Channel strategy and Customer Value 7 (Social) CRM for Sales, Marketing and Customer Service Internally Focused Knowledge Base Externally Focused Social Networking Sales Contacts Opportunity Management SCRM Lead Management Product Reviews Customer Engagement Brand Awareness Social Monitoring Product Development 8 8 4
The Customer Journey Managing life cycles, not transactions Reward me Represent me Serve my needs Minimize my risk Make it easy Earn my trust Know my history Be relevant Give me more value Engage me Be consistent Be transparent Aligning the brand promise with the brand execution Differentiate Orchestrated Experience > Profitability, Brand Equity, Enterprise Agility 9 Proving the Value of Customer Experience Measurable Metrics ACQUISITION Increase Sales & Adoption RETENTION Build Trust & Strengthen Relationships EFFICIENCY Reduce Costs & Effort GENERATE MORE OPPORTUNITIES INCREASE CONVERSION RATES INCREASE AVERAGE ORDER VOLUME IMPROVE CUSTOMER SATISFACTION IMPROVE SERVICE QUALITY & RELIABILITY DRIVE LOYALTY & ADVOCACY INCREASE SELF- SERVICE SUCCESS REDUCE COST PER INTERACTION IMPROVE SERVICE PRODUCTIVITY 10 5
CX: Global Strategic Priority with Huge Financial Stakes Executives say delivering a positive customer experience is critical to their bottom line Executives estimate that their potential revenue loss for not offering a positive, consistent, and brand-relevant customer experience is 20% of their annual revenue, or $400M for a $2B firm 20% TAKE AWAY 93% 97% of executives state that improving the customer experience is one of their organization s top three priorities in the next two years Rising expectations from customers (59%) and the impact of social media on customers ability to broadcast good and bad experiences (37%) are the top two drivers for organizations focus on customer experience 2 CX Can Make or Break a Business of executives believe that delivering a great customer experience is critical to their business advantage and results 1 1 Those who somewhat or strongly agree 2 Respondents asked to select top three 11 Social Media: A Key Driver for the Future The customer voice is becoming louder via social media and many businesses are playing catch up to respond 81% believe that delivering a great customer experience today requires leveraging social media effectively 1 But a significant number of organizations don t seem to fully understand the importance of social media: 35% 35% DON T have social media for sales channels DON T have social media for customer service TAKE AWAY Catch up with Social Expectations 1 Those who strongly or somewhat agree 12 6
Lessons Learned: CX Success Requires Fundamental Changes Successful executives have improved the customer experience through initiatives that span people, process, and technology Of those firms that consider their CX initiative advanced, the most successful projects are: 1 Building a #1 training program and incentives for employees to offer a great experience (35%) Updating company Implementing #2 #3 core values to a specific include the need to provide technology to improve the most appropriate customer service (29%) customer experience to all our customers (32%) What s next? Today only 3% say customer journey mapping (an emerging best practice to evaluate and redesign improved customer experiences) is one of their top three most successful CX projects 2 TAKE AWAY CX Requires A Shift In Approach To Solving Business Problems 1 Respondents asked to select top three 2 According to all respondents 13 WHAT DOES A CUSTOMER EXPECT IN A GREAT EXPERIENCE? Consistent Voice Connected Interactions Personalized Journey Efficient Service Rewarding Relationship Easy reach everywhere 14 7
Complete Customer Experience (CX) Framework Oracle Delivers an End-to-End Customer Lifecycle Solution Social media Mobile Web Sales office Call Center S O C I A L Experience Applications Operational Applications (CRM, ERP, Billing) Data Management Tablet I N S I G H T 15 Sales and ecommerce 16 8
How Can I Sell More? Which types of customers are buying which products? Which Products? Which prospects most resemble those customers? What Customers? References Sales Which references can I use to help me close my deals? Competition Typical Sales Rep Who is my competition? What is my winning strategy? 17 Sales (wo)man of your dreams Has reliable contacts everywhere Knows the subject better than anyone else Is able to resolve any customer issue Can sell almost everything Always deliver Such a sales person is very difficult to find It s expensive to pay Often it s almost impossible to manage 18 9
80-20 Parret s Rule 19 Sales process structure?? Grow Revenue Forecasting, Analysis, & Planning Lead Opportunity Quote Order Contract Compensate All Customer-Facing Channels Direct/Indirect Reduce Cost of Sales 20 10
Nike.com show case Product for me - different shopping experience Unified, premium Nike global ecommerce experience Landing page has increased average order size by 40-50% Less than 1% of all searches generating no results 12% of revenue generated from converted sessions involving a search Powered by Oracle ATG 21 Customer Service 22 11
Concept of Customer Care Processes Pro-active Multi-channel Customer Care Unified Channels Internal Departments Web Self Serve Analyze, Plan and Manage Offers & Proactive Service Triage Customer Needs Execute Service Response CRM Financial Schedule Service CTI ERP Measure Customer Sat Sales Marketing Contact Ctr Customer Profiles Knowledge Mgt & Business Process Mgmt Scheduling Dashboard Contracts Finance Field Engineers Intelligent Service & Sales Offers Service Tools Business Insight & Mgmt Engineering Partners Revenue Efficiency Satisfaction Supply Chain 23 Multichannel at Vodafone CZ Customer Care on the web, mobile and FB Powered by Oracle RightNow 24 12
ATG ecommerce at Telefonica O2 CZ 25 Driving customer satisfaction at RBS Easy to find and share information Agents but also customers are empowered by a knowledge base Understand Intents Consistent across sites 42% increase in web deflection KPI (web used instead of calls) 26% decrease in online email escalations Click to Chat, Click to Call, Priority Handling Powered by Oracle Knowledge 26 13
27 The RightNow CX Cloud Service Improving Cross Channel Customer Experiences The Oracle RightNow CX Cloud Service combines Web, Social & Contact Center experiences, for a unified cross-channel service solution in the Cloud Unifying cross channel experiences to strengthen customer relationships, improve resolution rates, and increase sales 28 14
Marketing 29 Marketing Campaigns, Offers, Target Groups What are the concept & key entities of our Campaign Management Solution How to Treat it? What do you Offer? Whom to deliver? When? 30 15
Marketing Process 2. Execute multi-channel campaigns 3. Drive to website & to targeted, personalized landing pages Marketing 1. Build targeted lists for precision marketing 4. Distinguish By Biz Rules To 8. Measure marketing ROI Prospect Insight Database 7. OR move to adaptive lead nurturing program 5. Move hot prospect to sales funnel 6. Push hot prospect to sales or contact center 31 Buying Process Shifting to Marketing-Driven Then Now Marketing Sales Marketing Sales Education Active Buying Closing Education Active Buying Closing Sales-dominated One-way, single channel, relationship-driven Marketing plays critical role Internet driven, analytics-driven 32 16
Easy to Design, Manage and Execute Campaigns 33 Drive Marketing Performance and ROI Measure marketing ROI Deliver closed-loop reporting Provide real-time industry benchmarks 34 17
Social Relationship Management 35 Be Social As of October 2012, Facebook had more than 1 Billion active users. One fifth of all time spent online is spent on social platforms. (#1 online activity) 36 18
Social Media Reality by Dilbert 37 Oracle Social Relationship Management Social Monitoring and Engagement Social Marketing Social Data Social Sites Social Network Common Infrastructure Services 38 19
Oracle Social Engagement and Monitoring LISTEN AND ENGAGE Understand what is important to your customers Engage with your customers across channels Auto-categorize signals and take action for appropriate business functions 39 Owned Social Media SRM Integration with Enterprise Applications Monitoring Cleansing Categorization Signal Purity Categorization & Enrichment Topics Community Manager Response/Lead Mgmt Capture and route leads Measurement Multi-Channel ROI Analytics Performance KPI Mgmt Public Social Media Intentions Interests Psychographics Other Enrichments Highly relevant customer conversations Leverage existing processes and routing rules Actionable social conversations Multi-channel engagement Measurable KPIs 41 20
Social Monitoring & Engagement - Signal 42 Oracle Social Marketing EXECUTE SOCIAL MKTG STRATEGIES Publish content, engage fans, and customize a brand s character Control access to social properties Utilize single platform for Facebook, Google+ and Twitter communities Benefit from Dashboards that provide the data and analytics to make decisions 46 21
Use Case : McDonald s THE CHALLENGE To effectively manage a globally franchised brand and centralize the marketing message while maintaining communities locally. THE SOLUTION Using Oracle Social Marketing, McDonald s was able to have a single corporate Page while allowing market managers to engage fans in their local markets. 47 Use Case : McDonald s RESULTS Oracle Social Marketing s multiple views put the power in the local marketers hands. 48 22
49 Internal Social Network A Secure Collaboration Tool for Everyone You Work With Engage Inform Drive Extend Enterprise collaboration through real-time Conversations Updates streamed from across your business Purposeful social networking without the noise Integrates into your business applications 50 23
Socialize with Oracle Social Network CRM HCM Custom App Content Defined Teams App Information Experts ERP Self Forming Teams 3rd Party App New Contract Escalation Disruption Team Project New Hire 51 Oracle Social Network Clients Browser, Outlook PlugIn, Android, iphone and ipad For details refer to 52 24
Social Relationship Management 53 (Social) CRM for Sales, Marketing and Customer Service Internally Focused Knowledge Base Externally Focused Social Networking Sales Contacts Opportunity Management SCRM Lead Management Product Reviews Customer Engagement Brand Awareness Social Monitoring Product Development 54 54 25
(Social CRM) Technology Theme Conclusion The New Generation of Customers/Partners/Users - they demand and value Up-sell and Cross-Sell works well for happy customers Customer Advocacy drives company long term future 4 play composite in customer advocacy Convenience Speed Relevance Relationship Technology is (just) a vehicle for business, but it can drive it too!!! Social approach is a must 55 The Best Practices And Defined The Process Gaps Against Them Marginal Today Stage I Process definition and KPIs lacking or inconsistent, multiple systems with limited integration, gaps in automation, multiple data masters Stable Stage II Cross-functional processes and KPIs consistently defined and measured, integrated systems and data, average performance Future State Best Practice Stage III Value chain integrated to critical customers and suppliers, performance equal to or better than competitors, proactive countermeasures Transformational Stage IV Collaborative processes redefining the standard across industries Process Maturity 56 26
Megatrends Shifting How Business Is Done Customer-Driven Cross-Channel Real-Time Decisions Cloud Computing Mobility Social Media 57 Stay Connected Read Watch Follow Join Learn blogs.oracle.com/cx youtube.com/oraclecx twitter.com/oraclecx facebook.com/oraclecustomerexperience oracle.com/customerexperience 58 27
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