BACK TO ZERO - Understanding who our customers really are and what to do with them
•Descargar como PPTX, PDF•
0 recomendaciones•283 vistas
Marcus Evans CX 4.0 Conference BACK TO ZERO - Understanding who our Customers Really are and What to do with Them
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Similar a BACK TO ZERO - Understanding who our customers really are and what to do with them
Similar a BACK TO ZERO - Understanding who our customers really are and what to do with them (20)
Más de Kenny Ong
Más de Kenny Ong (20)
Último
Último (20)
BACK TO ZERO - Understanding who our customers really are and what to do with them
- 1. BACK TO ZERO Understanding who our Customers really are and what to do with them Kenny Ong
- 4. BACK TO ZERO: CX 0.0 EDITION Understanding our role in the whole scheme of things
- 5. 5 Philosophy “In business after business, 60% to 80% of lost customers reported on a survey just prior to defecting that they were satisfied or very satisfied.” HBR March/April 1996
- 6. 6 What is the purpose? Ultimate Objective : “Get more people, to buy more things, more frequently, at higher prices.” Sergio Zyman “Retention and Loyalty are useless if No Conversion is happening.”
- 7. 7 What is the Objective? 1.Obj = Relationship (something like Dating) 2.Obj ≠ Media glitz 3.Obj ≠ ATL/BTL/BwTL/ArTL/FTL 4.Obj ≠ CSR 5.Obj ≠ Social Media 6.Obj = Get more people, to buy more, more frequently, at higher prices
- 8. 8 1.Loyalty = Relationship (something like Dating) 2.Loyalty ≠ Points 3.Loyalty ≠ Redemption 4.Loyalty = Get more people, to buy more, more frequently, at higher prices
- 9. KNOW WHO YOU ARE TALKING TO Loyalty and Experience mean different things to different people http://totallyunrelatedrandomanddebatable.blogspot.com/
- 10. 10 Target: Customer Types Loyalty Experience Swing Former Opposition Experience shaped by “Product” Experience shaped by Transactions
- 11. 11 Target: Customer Types Loyalty Experience Swing Former Opposition Experience shaped by “Product”
- 12. 12 Zig Ziglar “Most prospects that don’t buy are confused about the offer”
- 13. 13 Loyalty 1: Experience Loyalty = Experience vs. Expectations Solution Strategy: Business Model
- 15. 15 What is the Business Model? USP Market Discipline Profit Model •Google •Tata Nano
- 16. 16 What is the Product? Core Buying Purpose/ Customer Value Proposition/ Job To Be Done (JBTD)
- 17. 17 “The Product is Not the Product” • What is the customer really buying? • What is the “Core Buying Purpose”?
- 18. 18 Business Model: USP • Unique Selling Proposition (USP) • = • Targeted Customer • = • Core Buying Purpose/ Customer Value Proposition/ Job To Be Done (JBTD)
- 19. 19 Business Model: USP Obstacles to JBTD: 1. Insufficient WEALTH 2. Insufficient ACCESS 3. Insufficient SKILL 4. Insufficient TIME
- 20. 20 Market Discipline "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service "Exactly what I need" Customized products Personalized communications "They're very responsive" Preferential service and flexibility Recommends what I need "I'm very loyal to them" Helps us to be a success Product Leadership Operational Excellence Customer Intimacy • Cost • Convenience • TCO • Features, Benefits • Limited Range • Solutions • Customization • Breadth & Depth
- 21. 21 Market Discipline "They are the most innovative" "Constantly renewing and creative" "Always on the leading edge" "A great deal!" Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed Reliable product and service "Exactly what I need" Customized products Personalized communications "They're very responsive" Preferential service and flexibility Recommends what I need "I'm very loyal to them" Helps us to be a success Product Leadership Operational Excellence Customer Intimacy•Air Asia •LV •Ramly
- 22. 22 Operational Excellence • Competitive price • Error free, reliable • Fast (on demand) • Simple • Responsive • Consistent information for all • Transactional • 'Once and Done' Customer Intimacy • Management by Fact • Easy to do business with • Have it your way (customization) • Market segments of one • Proactive, flexible • Relationship and consultative selling • Cross selling Product Leadership • New, state of the art products or services • Risk takers • Meet volatile customer needs • Fast concept-to- counter • Never satisfied - obsolete own and competitors' products • Learning organization Alignment & Consistency: Disciplines, Priorities, and KPIs
- 23. 23 Loyalty 1: Experience Operational Excellence: Quality and selection in key categories with unbeatable prices * Treacy & Wiersema, The Discipline of Market Leaders, 1995 Quality Product/Service Attributes Price Time Selection √ √ Smart Shopper Relationship Image
- 24. 24 Loyalty 1: Experience Product Leadership: Unique products and services that push the standards Product/Service Attributes √ Brand Time Function √ √ Best Product Relationship Image
- 25. 25 Loyalty 1: Experience Customer Intimacy: Personal service tailored to produce results for customer and build long-term relationships √ Product/Service Attributes √ √ √ Trusted Brand Relationship Service Image Relations
- 26. 26 Each Market Discipline Requires A Different Emphasis Operational Excellence • Production, Logistics, Finance • Order fulfillment, Resource Customer Intimacy • Marketing Sales, Service • Market mgmt, Customer satisfaction Product Leadership • R&D, Legal (Licenses), Engineering • Product development, Concept-to- Customer Functional emphasis Process Emphasis .my stewardship • Transactions, costs, time • Costs, quality, speed • Trends (past), Transactions Employee tools/tasks • Customers, analysis, linkages • Satisfaction, cust. success, share, anecdotes • Today, Relation- ships, Employee empowerment • Linkages, insight, comm, groupware • Ideas-thru- funnel, patents, etc. • Tomorrow, Product Portfolio, Ideas and Risks Information emphasis Key metrics Key concerns
- 27. CX1.0: PROTECTING YOUR BASE Do the right things, then do the right things efficiently
- 28. 28 Target: Customer Types Loyalty Experience Swing Former Opposition Experience shaped by Transactions
- 29. 29 Loyalty 2: Swing www.myCNI.com.my www.OOBEY.com Loyalty = Best alternative at the current moment until I find another alternative Solution Strategy: Base Retention
- 30. 30 Loyalty 2: Swing Swing Customers are “loyal” because: • Individual Relationships • Convenience (at that point in time) • Tied-up • Product Uniqueness • Promotions • No better alternative • Downlines • No known alternative • Psychologically lazy
- 31. 31 Sample Strategies for ‘Swing’ • Increase switching costs • Mega packages • Community • Incentive programs • Membership Subscription • Communications • Newsletters • Personalized alerts • Survey • Suggestion Box • Switching Techniques (e.g. Balance Transfer of credit cards)
- 32. 32 Downturn: Customer Types vs. Branding Customer Types Your Products/Services Hand brake Surviving Well Off Don’t Care Essentials Treats Postponables Expandables
- 33. 33 Downturn: Customer Types vs. Branding Your Products/Services Essentials Treats Post- ponable s Expa n- dable s •Necessary •Survival •Well-being •Indulgences •Justifiable • Needed or desired • Can be put off •Unnecessary •Unjustifiable
- 34. 34 Downturn: Customer Types vs. Branding Hand brake Customer Types •Price •Smaller Pack Essentials Surviving Well Off Don’t Care •Private Labels •Low-cost ‘Value’ products •Fighter Brands •Less Variety/Customization •Immediate cash back
- 35. 35 Downturn: Customer Types vs. Branding Hand brake Customer Types •Shrink sizes •Hold down prices Treats Surviving Well Off Don’t Care •“You Deserve It” •Less Variety/Customization •Immediate cash back
- 36. 36 Downturn: Customer Types vs. Branding Hand brake Customer Types Postponables Surviving Well Off Don’t Care •Low-cost Financing •Exceptional Deals •“Danger of Postponing” •Immediate cash back
- 37. 37 Downturn: Customer Types vs. Branding Hand brake Customer Types Expandables Surviving Well Off Don’t Care •Offer D.I.Y. versions •Awareness •Immediate cash back
- 38. 38 Downturn: Customer Types vs. Branding Hand brake Customer Types •Lower Price options Essentials Surviving Well Off Don’t Care •Bonus Packs (Stockpile) •“Dependability” •“Good enough” •Immediate cash back
- 39. 39 Downturn: Customer Types vs. Branding Hand brake Customer Types •Reward Loyalty Treats Surviving Well Off Don’t Care •“Improve Morale” •Affordable vs. Luxury •Immediate cash back www.myCNI.com.my www.OOBEY.com
- 40. 40 Downturn: Customer Types vs. Branding Hand brake Customer Types Postponables Surviving Well Off Don’t Care •Simpler Models, Lower Prices •Lower TCO models •Repair services •Immediate cash back
- 41. 41 Downturn: Customer Types vs. Branding Hand brake Customer Types Expandables Surviving Well Off Don’t Care •Awareness •R&D of Core Products •Immediate cash back
- 42. 42 Downturn: Customer Types vs. Branding Hand brake Customer Types Essentials Surviving Well Off Don’t Care •Awareness
- 43. 43 Downturn: Customer Types vs. Branding Hand brake Customer Types Treats Surviving Well Off Don’t Care •“Outstanding Quality” •“You deserve it”
- 44. 44 Downturn: Customer Types vs. Branding Hand brake Customer Types Postponables Surviving Well Off Don’t Care •“Save from Buying Now” •“You are missing out”
- 45. 45 Downturn: Customer Types vs. Branding Hand brake Customer Types Expandables Surviving Well Off Don’t Care •Discreet purchase (avoid flaunting) •“Impress Your friends”
- 46. 46 Downturn: Customer Types vs. Branding Hand brake Customer Types Essentials Surviving Well Off Don’t Care •Awareness •“You can’t live without it”
- 47. 47 Downturn: Customer Types vs. Branding Hand brake Customer Types Treats Surviving Well Off Don’t Care •A.R.O. •“Seize the moment”
- 48. 48 Downturn: Customer Types vs. Branding Hand brake Customer Types Postponables Surviving Well Off Don’t Care •Monthly Payment Plans •“Quality of Life”
- 49. 49 Downturn: Customer Types vs. Branding Hand brake Customer Types Expandables Surviving Well Off Don’t Care •New products •“Must Have” •“For exclusive people…”
- 50. 54 End Notes
- 51. END NOTES Good. Cheap. Fast.
- 52. 56 Which Company? American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax) • 2nd last among 30 companies surveyed • Lowest 5% among 223 companies surveyed • Bottom 5% of all measured private sector companies • 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report
- 53. 57 Which Company? American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax) • 2nd last among 30 companies surveyed • Lowest 5% among 223 companies surveyed • Bottom 5% of all measured private sector companies • 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report Between 2011 and 2014, Facebook either held last place alone or tied with LinkedIn for the worst user satisfaction in this already low-scoring category. https://acsimatters.com/2015/09/08/big-user-satisfaction-turnaround-for-facebook/
- 56. Thank You. soft copy of slides: https://www.slideshare.net/kennyong