Considerations when designing your branded customer experiences. Class presented to University of Stellenbosch Business School - Customer Experience Excellence Program.

1. © Chantel Botha 2010 Creating a kick ass Customer ExperienceUniversity of Stellenbosch Business School 2011Presented by Chantel Botha, Customer Experience Consultant at SanlamTwitter @chantelbotLinkedIn http://za.linkedin.com/in/chantelbotha

2. © Chantel Botha 2010 Client Experience Defined A client experience is an interaction between an organisation and a client. It is a blend of an organisation’s physical performance, the senses stimulated and emotions evoked, each intuitively measured against client expectations across all moments of contact. Client’s Experience of the Value Proposition Price Product Service Emotional Time Product/Packaging People Processes Sales/Distribution Colin Shaw Beyond Philosophy

3. © Chantel Botha 2010 Emotions Evoked

4. Customer Experience Motif Lewis Carbone Clued In: How to Keep Customers Coming Back Again and Again

6. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions:

7. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions:

8. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions:

9. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions:

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11. © Chantel Botha 2010 The Ultimate Question Fred Reichheld

12. © Chantel Botha 2010 How likely is it you would recommend us?

13. © Chantel Botha 2010 How to calculate NPS

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18. © Chantel Botha 2010 Experiment …. Lets tweet @RBjacobs

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25. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions:

26. Expected Service Non-traditional competitors create expectations The playing field has changed The rules have changed

29. © Chantel Botha 2010 Live shop video

30. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions:

31. How we have experiences?Gist processing © Chantel Botha 2010

32. 20 Brands with the most loyal customers © Chantel Botha 2010

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52. Gap 1: Customers’ expectations versus management perceptions: Gap 2: Management perceptions versus service specifications: Gap 3: Service specifications versus service delivery: Gap 4: Service delivery versus external communication: Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered: Gap 6: The discrepancy between customer expectations and employees’ perceptions: Gap 7: The discrepancy between employee’s perceptions and management perceptions:

53. © Chantel Botha 2010 Listen to and understand your clients & their experiences Deliberately design experiences and stage every interaction 1 2 Foster a client centric culture and appoint people who can delight Measure and manage your client’s experiences 3 4

54. © Chantel Botha 2010 Listen to and understand your clients & their experiences Deliberately design experiences and stage every interaction 1 2 Foster a client centric culture and appoint people who can delight Measure and manage your client’s experiences 3 4

56. Informal client discussions

57. Client focus groups

58. Mystery shopping

59. Listen to telephone callsUse this and define the desired experience for your client “Client Experience Definition” Collecting and understanding the Voice of the Client

60. © Chantel Botha 2010 Listen to and understand your clients & their experiences Deliberately design experiences and stage every interaction 1 2 Foster a client centric culture and appoint people who can delight Measure and manage your client’s experiences 3 4

62. Moment mapping Looking at the process from a client point-of-view

64. Read books

65. Connect with experience gurus

67. Evoking specific emotions

68. Avoiding disappointments for clientsInnovate the client experience

70. "..within four days of the song going online, the gathering thunderclouds of bad PR caused United Airlines' stock price to suffer a mid-flight stall, and it plunged by 10 per cent, costing shareholders $180 million. Which, incidentally, would have bought Carroll more than 51,000 replacement guitars." 10,905,813 views

72. Act on feedback

73. Fix the problems permanently

74. Learn for the futureFront-line staff should be empowered to solve problems for clients Aviva ran an “Angry Customer Forum” to help improve the experience for their customers Problem management

76. Expose them to the voice of the client

77. Tell them what the desired experience is

78. Provide continues feedback

79. Wove client centricity into the DNA of the organisation

80. Give your own employees a remarkable experienceDeliberate design of each interaction and each person’s stage performance will deliver results! Communicating with employees

82. Look at the entire client lifecycle and see your organisation like the client would

83. Solve problems together and be honest about where experiences go wrong

84. Have the “Experience Definition” in sight and use that as the true north to ensure the design of consistent experiencesCross-organisational coordination

86. © Chantel Botha 2010 Listen to and understand your clients & their experiences Deliberately design experiences and stage every interaction 1 2 Foster a client centric culture and appoint people who can delight Measure and manage your client’s experiences 3 4

87. © Chantel Botha 2010 3 Foster a client centric culture and appoint people who can delight Client centricity is not a project, it is a philosophy that is woven into the way we make decisions and complete tasks… When initiatives are identified, project management disciplines may be required to implement specific fixes Empowerment and ownership is crucial whether it is a project or a small fix Front-line employees need empowerment to influence the experience as it happens Ownership of implementation

89. Collaboration

90. Respect

91. Understanding

92. CommunicationKeep the common goal in mind “Clients who talk about us” Internal Service Culture

93. © Chantel Botha 2010 3 Foster a client centric culture and appoint people who can delight Commitment and client centric decision making from senior management is essential … Too often we make decisions to save cost, and we do not consider the long term consequences of those actions on client loyalty. The aim of client centricity is to create mutually beneficial long term financial and emotional relationships! Client Centred Decision Making

94. © Chantel Botha 2010 Listen to and understand your clients & their experiences Deliberately design experiences and stage every interaction 1 2 Foster a client centric culture and appoint people who can delight Measure and manage your client’s experiences 3 4

95. © Chantel Botha 2010 4 Measure and manage your client’s experiences In order to really understand and change we need to know what the client’s real experiences are. It would be ideal to track and measure every interaction that he has with your company We measure loyalty by using Net promoter score “Would you recommend CompanyX to a friend?” Employee performance measurement need to be aligned to client centricity philosophy Exceptional experiences should be rewarded! Client Experience Measurement Framework

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98. © Chantel Botha 2010 Lets map a Client Journey

99. © Chantel Botha 2010 We use a story board to plot the client’s journey from a client point of view

100. © Chantel Botha 2010 We look at the process out-side-in

101. © Chantel Botha 2010 Lets do Moment Mapping

102. © Chantel Botha 2010 Design Deliberate Client ExperiencesMOMENT MAPPING Exceeding expectations + Valued Frustrated Stressed  +  Seated @ table  Finish my meal Make a booking Travel to restaurant Place order Welcome Wait Wait    Cared for Irritated Hurried  _ Failing expectations

103. © Chantel Botha 2010 Client Experience Design Physical Advice Price Product (product features) Location Channel (stores, on-line, telephone) Emotional How you feel about product? How you feel about the company and brand? How you feel about yourself while in the interaction? CLIENT Expectations Emotions Delight – Moment of Magic Failures – Moment of Misery What will make them tell a friend? Senses Sight Smell Feel Hear Taste

104. © Chantel Botha 2010 How do we map moments? 1 White Space Remarkable 2 3 4

105. © Chantel Botha 2010 Non-Touch Points

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110. Integrated & Consistent

112. © Chantel Botha 2010 Discuss insights

113. © Chantel Botha 2010 Thank you!Call me on 083 603 8249Connect with me on Linked In – Chantel BothaFollow me on Twitter @chantelbotEmail me chantelbot@gmail.com