What are the building blocks of the customer experience? And how will it change through programmed relationships, analytics, the Internet of Things and the digital OS? Or is customer experience already dead? And old relic unable to deliver on the promise it gave because of its hands being tied and a lack of imagination to what customer experience is? A band-aid put on top of corporate strategy to pretty up the bride while business was doing business as usual? Where Customer Experience has failed will we see success through Customer Delight? Which at least demands that if we are to dramatically change our relationships with our customers we need a new idea of how to think - and how to manage an organization around that thinking.

3. 2015 - 2018
CUSTOMER EXPERIENCE
WHAT IS THE STATE OF CUSTOMER EXPERIENCE TODAY HOW WILL IT CHANGE

4. “their online solution is so simple to use that I’m not going to
change [brands] because fo that” - retiree
“it was to complex, I don’t want to spend my time
administrating what I want” - mom with small children

5. VIDEO LINK: HTTP://BIT.LY/1BS5NSK

7. AND THE CUSTOMER IS FRONT AND CENTER WHEN IT COMES TO FINDING THE COMPANIES FUTURE INCOME

8. THE CUSTOMER IS DRIVING THE ORGANIZATION FORWARD, BUT HOW DO WE INTEGRATE WITH THE CUSTOMER?

9. DISCUSS
RANK THE FOLLOWING
LIST ACCORDING TO THE
STRATEGIC WEIGHT THEY
WIELD. HOW IMPORTANT
ARE THE CUSTOMERS?
KEY EXTERNAL BUSINESS PARTNERS
NON-EXECUTIVE SENIOR LEADERSHIP
PARENT COMPANY
CORPORATE STRATEGY FUNCTION
CUSTOMERS
BOARD OF DIRECTORS
C-SUITE

10. 1. HOW WILL
WE WIN?THE CUSTOMER EXPERIENCE IS DIRECTLY LINKED TO THE BUSINESS
STRATEGY - IT’S NOT OPERATIONAL OR ONLY DIGITAL. IT’S DEFINING
THE COMPANY’S ROLE AND HOW WE ARE GOING TO CREATE WHAT
VALUE FOR OUR CUSTOMERS IN ORDER TO WIN IN THE MARKET.

11. TESCO’S GOAL IS TO CREATE A COMPELLING OFFER FOR THEIR CUSTOMERS NOT MOVE GOODS OVER THE COUNTER. IN
PUSHING THIS THEY SAW THAT THEY WOULD HAVE TO RETHINK AND REDESIGN THE CUSTOMER EXPERIENCE OF PHYSICALLY
PAYING FOR A PRODUCT. COULD YOU DO AWAY WITH THE ACTIVITY ITSELF? TESCO DOESN’T NEED CUSTOMERS PAYING - THEY
ONLY NEED THEIR MONEY - HOW THEY GET IT IS OPEN FOR DESIGN.

12. “As banks recover from the
downturn, non-banks are taking
advantage by proceeding
aggressively with digital
innovations and capturing more
and more of the banking value
chain,” they recently wrote in
Harvard Business Review.
THE SAME GOES FOR STARBUCKS. THEY’RE BUSINESS IS “TO INSPIRE AND NURTURE THE HUMAN SPIRIT – ONE PERSON, ONE
CUP AND ONE NEIGHBORHOOD AT A TIME.” IN ORDER TO DO THIS THEY DESIGNED THEIR CUSTOMER EXPERIENCE, WHICH
INCLUDES A REWARDS CARD AND LOYALTY CARD, SO STRONG ACCENTURE ANTICIPATES STARBUCKS WILL HAVE 20% OF THE
AMERICAN CONSUMER BANKING MARKET BY 2020.

13. THE COMPETITION AREN’T
NECESSARILY THOSE WHO
LOOK AND FEEL IDENTICAL TO
YOU - THE MOST LETHAL
COMPETITION COMES FROM
THE OUTSIDE
IF YOU ASKED A CONVENIENCE STORE IN OSLO IN
2012 WHAT THE BIGGEST THREAT WOULD BE IN 2013
THEY WOULD POINT TO THE OTHER SIDE OF THE
STREET AND SAY - ‘IF A COMPETING CONVENIENCE
STORE OPENS OVER THERE’.
THE WORST THING THAT DID HAPPEN WAS THE
MOBILEPHONE TICKET ORDERING APPLICATION FOR
THE PUBLIC TRANSPORT COMPANY.
THE PROBLEM BEING THAT THE STORES ALL KNEW
ABOUT THE APP, BUT NOBODY DID ANYTHING
BECAUSE THE THREAT DIDN'T LOOK IDENTICAL TO
THEMSELVES.
CUSTOMER’S EXPECTATIONS IS INFLUENCED BY EVERY INTERACTION THEY HAVE WITH ANY BRAND OR SERVICE. COMPANIES
NEED TO COMPARE THEMSELVES AND KEEP AN EYE ON ANY EXPERIENCE OUTSIDE AND INSIDE THER INDUSTRY.

14. DISCUSS
HOW WILL
WE WIN?WHAT IS THE CUSTOMER EXPERIENCE? HOW DOES IT DIRECTLY
DELIVER ON/INFLUENCE THE BUSINESS STRATEGY?

15. 2. PRECISION AND
RELATIONSHIPS
WHEN A CUSTOMER’S BUYING BEHAVIOR CHANGES THE TOOLS TO
MOTIVATE THIS BEHAVIOR NEEDS TO ADAPT.

16. COMMUNICATION IS A TOOL DESIGNED TO FIT THE BEHAVIORS OF THE CUSTOMER. WHEN
THESE BEHAVIORS CHANGE THE COMMUNICATION NEEDS TO ADAPT.

17. 2009

18. ACTIVE EVALUATION
LOYALTY LOOP
POST PURCHASE EXPERIENCE
INFORMATION GATHERING, SHOPPING
After purchasing a product or service the
consumer builds expectations based on
experience to inform the next decision journey
The consumer considers an initial set of brands,
based on brand perceptions and exposure to
recent touch points
Consumers add or subtract brands as they
evaluate what they want
Ultimately, the consumer selects a
brand at the moment of purchase
MOMENT OF
PURCHASE
INITIAL
CONSIDERATION
SET
1.
2.
3.
4.
THE NEW SIRLOIN OF MARKETING
2009
TRADITIONALLY BRANDS ARE PRESENT IN THE GREEN DOTS. THESE ARE VERY EXPENSIVE PLACES TO BE. IN THE NEW AREAS (GREY BACKGROUND)
COMPANIES CAN ACHIEVE GREAT THINGS BUT THIS REQUIRES A NEW TYPE OF MARKETING PRODUCT AND NEW FORMATS.

19. THE KNOWLEDGEABLE
CUSTOMER PEOPLE AND
COMPANIES HAVE
CHANGED HOW THEY SHOP
- AND OUR TOOLS NEED TO
CHANGE WITH THEM
IN B2B CUSTOMERS HAVE ALREADY COMPLETED 60% OF THEIR CUSTOMER JOURNEY BEFORE TALKING TO SOME COMPANIES. SALES BECOMES LESS ABOUT
PRESENTING PRODUCT INFORMATION AND MORE ABOUT HELPING CUSTOMERS CREATIVELY IMPROVE THEIR BUSINESS POTENTIAL WITH THE PRODUCTS.

20. NEW HABITS AND BEHAVIORS
CHANGE THE IMPORTANCE OF
ESTABLISHED MECHANISMS
EVEN IF THE EMOTIONAL DRIVERS FOR
BUYING A CAR ARE SIMILAR TODAY AS IT WAS
IN THE 1980’S, THE LOYALTY TOWARDS CAR
BRANDS HAVE FALLEN FROM 60% TO 20% IN
THE PERIOD.
- THE REASON IS THE INTERNET. HOW PEOPLE
ARE BUYING CARS ARE DIFFERENT, NOT WHY
TECHNOLOGY CHANGES PEOPLE’S BEHAVIORS AND HABITS. THIS HAS AS MUCH AN EFFECT ON THE CUSTOMERS CONVERSION AS ANYTHING.

21. 0
COMMENT: INVESTMENTS ARE MOVING TOWARDS CHANNELS ENABLING THE NURTURING OF PERSONAL RELATIONSHIPS. TODAY THE CUSTOMERS
ARE INDIVIDUALS, NOT MASSES. TECHNOLOGY TODAY ALLOWS FOR INDIVIDUALLY TAILORED COMMUNICATION TO MILLIONS OF CUSTOMERS AT
THE SAME TIME. [HOW TO READ THE GRAPH: THE COLUMNS ON THE RIGHT HAND SIDE OF THE DOTTED LINE REPRESENTS THE NUMBERS FOR 2015, THE BLUE AND THE RED COLUMNS
REPRESENT INCREASES (BLUE) AND DECREASES(RED) FROM 2012 TO 2015].

22. INDIVIDUAL PATHS TO PURCHASE:
In 2012, Google and Shopper Sciences did a study of the purchase
journey of 3,000 different customers in tech, CPG, automotive, and
finance, and literally found 3,000 different paths to purchase.
However, there were five common hubs (online, friends & family, print media, TV, and brick and mortar) that
consumers visited along the way to a purchase decision. Consumers chose their own journey and hit each
point along the way in the order and time that made the most sense to them.
In B2B multiple reports show that 55 to 75 percent of the buying process has been completed prior to a prospect reaching out to a potential
vendor.
http://www.sas.com/en_us/insights/articles/marketing/digitization-of-everything-buyers-journey.html
CUSTOMERS HAVE ALWAYS BEEN INDIVIDUALS, WE JUST HAVEN’T HAD THE DATA TO SEE IT / PROVE IT.

23. THIS IS THE FUTURE OF THE INTERNET, IT'S ALL ABOUT PERSONAL COMMUNICATION.
THERE ISN'T ONE PORTAL OR ONE-SIZE-FITS-ALL WEBSITE, NO COMPANY WEBSITE OR MY-PAGE…
VIDEO LINK: http://youtu.be/a6cNdhOKwi0

24. THIS IS THE SAD STATE OF THE COMPANIES ONLINE CUSTOMER EXPERIENCE IN 2014. IT’S BC.

25. vs.
MAKE SURE YOU PICK THE PLATFORM THAT ENABLES WHAT YOU WANT TO ACHIEVE AND HOW YOU WANT TO GROW AND CULTIVATE YOUR CUSTOMER
RELATIONSHIPS. IS THE WEB, MOBILE OR CARD (ETC.) THE RIGHT PLATFORM/ TECHNOLOGY FOR YOUR SPECIFIC NEEDS? HOW DOES THE ABILITIES OF
EACH PLATFORM ENABLE REACHING WHICH GOALS?

26. OMNI-CHANNEL
INDIVIDUAL MODELLING FOR EACH CUSTOMERS INTERACTION
WITH OMNI-CHANNEL MARKETING THE CUSTOMER IS IN A KIND OF PASSIVE CONTROL. THE COMPANY NEEDS TO LIVE DESIGN AND TAILOR EVERY
SINGLE CUSTOMER INTERACTION BASED ON WHAT WE KNOW ABOUT THE CUSTOMER AND WHERE WE WANT THEM TO GO / WHERE THEY WANT TO GO….
MARKETING GOES FROM PLATFORMS TO LEGO BRICKS.

27. CUSTOMERS AS SIGNALS..
UNDERSTANDING CUSTOMERS HAVE GONE FROM DEMOGRAPHICS TO PERSONAS AND THEN CUSTOMER JOURNEYS. TODAY WE SAY THAT CUSTOMERS ARE
SIGNALS - WHAT DATA, ACTIVITY OR HISTORY DO WE NEED TO KNOW TO IDENTIFY THEM, UNDERSTAND THEM AND TAILOR THEIR NEXT EXPERIENCE WITH US?

28. DISCUSS
WHAT WOULD
YOUR CUSTOMERS
GAIN FROM
INDIVIDUAL
TAILORING?

29. 3. MOTIVATION
UNDERSTANDING THE ROLE OF DESIGN IN THE CUSTOMER
EXPERIENCE.
“IF YOU THINK ABOUT SPORTS TECHNOLOGY IN THE PAST, THE CHALLENGE
AROUND THIS SPACE WAS THAT THE EXPERIENCE LOOKED A BIT LIKE THIS …
WITH THE EMOTIONAL APPEAL OF AN EKG WITH MICROSOFT EXCEL”
- MICHAEL TCHAO, NIKE PLUS -
NIKE PLUS DIDN’T INTRODUCE ANYTHING NEW - BUT THEY DESIGNED IT
IN A WAY THAT PEOPLE WHERE MOTIVATED TO TRY, LEARN AND USE.

30. AESTHETIC DESIGN MOTIVATES PEOPLE TO TRY, LEARN AND CONTINUE USING A PRODUCT. AESTHETICS IS NOT A FLUFFY EMOTIONAL CONCEPT - IT IS SYMMETRY,
CLEAN, PLEASANT - BASICALLY WHAT MAKES STUFF SIMPLE FOR YOUR BRAIN TO PROCESS AND UNDERSTAND.

31. VIDEO LINK: HTTP://YOUTU.BE/XVT0MCUGB58
BAD DESIGN CAN DESTROY ANY GOOD CUSTOMER EXPERIENCE. JUST BECAUSE ITS BEEN TESTED AND PUT ONLINE DOESN’T MEAN THAT THE CUSTOMER IS
POSITIVE OR NEGATIVE. IF THE DESIGN IS WRONG, NO MATTER HOW GOOD THE SERVICE - PEOPLE WON’T USE IT.

32. IF PEOPLE AREN’T BUYING YOUR PRODUCTS ON THEIR MOBILE, IT MIGHT AS WELL BE BAD DESIGN AND CUSTOMER EXPERIENCE HINDERING THEM FROM
SHOPPING WHERE THEY WANT.
Radically different thinking: customer experience
Dynamic solution, built to test every parameter and finally figure out the big question

33. DISCUSS
HOW IMPORTANT IS
DESIGN FOR
MOTIVATING
CUSTOMERS?
AND CAN WRONG DESIGN DESTROY A VERY GOOD PRODUCT?

34. 4. PROGRAMMED
CUSTOMER
EXPERIENCE
CUSTOMER RELATIONSHIPS AND INTERACTIONS ARE BECOMING
PROGRAMMED. THIS INCREASES SCALABILITY, DATA GATHERING AND
INDIVIDUALISATION.
IT CHANGES THE WAY WE VIEW OUR PURPOSE. HOW WE CREATE VALUE
AND WHERE WE SHOULD OPERATE IN ORDER TO CREATE WHICH
VALUE FOR OUR CUSTOMERS.

35. UBER HAS PROGRAMMED MANY OF ITS CUSTOMER EXPERIENCES - TO GREAT SUCCESS.
PERSONAL
FAST
PRECISE

36. TELENOR (TELECOM OPERATOR) PROVED THAT THE MACHINE (ANALYTICS) IS BETTER AT ANTICIPATING WHAT A CUSTOMER WANT THAN PEOPLE.
BETTER THAN
PEOPLE AT
UNDERSTANDING
PEOPLE
VIDEO LINK: http://youtu.be/whkFoVxRAGQ

37. WHAT YOU THINK IS THE PRODUCT
ISN’T NECESSARILY WHAT
CUSTOMERS ARE PAYING FOR.
VIDEO LINK: http://youtu.be/8ZtG5DX5FR0
A PROGRAMMED CUSTOMER EXPERIENCE CAN HIDE UNWANTED FEATURES OR PROCESSES - BARRIERS OR FRICTION CUSTOMERS
HAVE BECOME ACCUSTOMED TO. BUT WHEN REMOVED (HIDDEN) BECOMES AN OBVIOUS IMPROVEMENT TO THE SERVICE.
“IF THE COMPUTER IS SO SMART, WHY AM I DOING ALL THE WORK?” - SETH GODIN

38. THE
CONCENTRATED
MODEL
WE TRY TO SOLVE PROBLEMS OR CREATE OPPORTUNITIES IN CONCENTRATED PLACES. AS AN EXAMPLE: MUCH OF RESTITUTION,
OR PREVENTION WHEN IT COMES TO DISEASE HAPPENS OUTSIDE THE HOSPITAL. STILL A SIGNIFICANT MAJORITY OF INVESTMENTS
IS ALLOCATED INSIDE THE BUILDING. WITH PROGRAMMED CUSTOMER RELATIONSHIPS WE CAN OFFER VALUE WHERE IT CAN
GENERATE THE BEST EFFECT - NO MATTER WHERE THAT IS.
VIDEO LINK: http://youtu.be/QbDVpnUqjVs

39. PROGRAMMED CUSTOMER RELATIONSHIPS GIVES ORGANIZATIONS THE OPPORTUNITY TO LEARN AND RE-LEARN EVERYTHING
THEY KNOW ABOUT THEIR CUSTOMERS - TO SHIFT THE PERCEPTION OF WHAT THE PRODUCT IS DOING AND GIVE NEW IDEAS TO
WHAT IT SHOULD BE DOING.
LEARN /
RE-LEARN
VIDEO LINK: http://youtu.be/uovijOpB7Jw

40. DISCUSS
HOW CAN
PROGRAMMED
CUSTOMER
EXPERIENCES CHANGE
OUR RELATIONSHIPS TO
OUR CUSTOMERS AND
THE JOB WE ARE DOING -
FOR THEM?

41. 5. IoT AND CUSTOMER
EXPERIENCES IN THE
FUTURE
A NEW TYPE OF TECHNOLOGY IS SLOWLY MAKING ITS WAY
INTO INDUSTRIES AND COMPANIES AND CHANGING THEM
FOR THE THIRD TIME.

42. Before the advent of modern information technology,
products were mechanical and activities in the value
chain were performed using manual, paper processes and
verbal communication. The first wave of IT, during the
1960s and 1970s, automated individual activities in the
value chain, from order processing and bill paying to
computer-aided design and manufacturing resource
planning. (See “How Information Gives You Competitive
Advantage,” by Michael Porter and Victor Millar, HBR,
July 1985.) The productivity of activities dramatically
increased, in part because huge amounts of new data
could be captured and analyzed in each activity. This led
to the standardization of processes across companies—
and raised a dilemma for companies about how to
capture IT’s operational benefits while maintaining
distinctive strategies.
HOW SMART, CONNECTED PRODUCTS ARE
TRANSFORMING COMPETITION
https://hbr.org/2014/11/how-smart-connected-products-are-
transforming-competition
The rise of the internet, with its inexpensive and
ubiquitous connectivity, unleashed the second wave of
IT-driven transformation, in the 1980s and 1990s (see
Michael Porter’s “Strategy and the Internet,” HBR,
March 2001). This enabled coordination and integration
across individual activities; with outside suppliers,
channels, and customers; and across geography. It
allowed firms, for example, to closely integrate globally
distributed supply chains.
The first two waves gave rise to huge productivity gains
and growth across the economy. While the value chain
was transformed, however, products themselves were
largely unaffected.
HOW SMART, CONNECTED PRODUCTS ARE
TRANSFORMING COMPETITION
https://hbr.org/2014/11/how-smart-connected-products-are-
transforming-competition
Now, in the third wave, IT is becoming an integral part of
the product itself. Embedded sensors, processors,
software, and connectivity in products (in effect,
computers are being put inside products), coupled with a
product cloud in which product data is stored and
analyzed and some applications are run, are driving
dramatic improvements in product functionality and
performance. Massive amounts of new product-usage
data enable many of those improvements.
HOW SMART, CONNECTED PRODUCTS ARE
TRANSFORMING COMPETITION
https://hbr.org/2014/11/how-smart-connected-products-are-
transforming-competition
I II III

43. WHAT MAKES SMART, CONNECTED PRODUCTS
FUNDAMENTALLY DIFFERENT IS NOT THE INTERNET,
BUT THE CHANGING NATURE OF THE “THINGS”.
HOW SMART, CONNECTED PRODUCTS ARE TRANSFORMING COMPETITION
https://hbr.org/2014/11/how-smart-connected-products-are-transforming-competition

44. 2.
ACTIVE OR
PASSIVE
COMPANIES CAN DECIDE IF THEY WANT A PASSIVE (WE
MOVE THINGS OVER THE COUNTER) OR ACTIVE (WE HELP
THE CUSTOMER SOLVE A JOB) RELATIONSHIP WITH THE
CUSTOMER. THIS ENABLES TWO FUNDAMENTALLY
DIFFERENT APPROACHES TO WHAT THE PURPOSE OF THE
BUSINESS AND ITS ROLE IS.
IN THE DIGITAL
CUSTOMER ECONOMY
COMPANIES GET TO
CHOOSE WHAT KIND OF
BUSINESS THEY ARE IN

45. …AND IT CAN BE THE DIFFERENCE BETWEEN IF CUSTOMER CARE OR NOT.

46. DISCUSS
WHAT IS THE
DIFFERENCE
BETWEEN PASSIVE
AND ACTIVE?

47. 6. FROM CUSTOMER
EXPERIENCE TO
CUSTOMER DELIGHT
CUSTOMER EXPERIENCE IS A TIRED TERM DESIGNED TO FIT THE
PASSIVE ROLE OF COMPANIES IN THE SHARE HOLDER ECONOMY - IT’S
A PAT ON THE BACK AND: “AT LEAST WE TRIED - CUSTOMERS ARE JUST
NOT INTERESTED”.
CUSTOMER DELIGHT IS A FUNDAMENTALLY DIFFERENT APPROACH
AFFECTING BOTH CUSTOMERS AND MANAGEMENT.

48. THE CUSTOMER EXPERIENCE IS:
The totality of a customer’s personal
interactions with a brand, over time.
- DON PEPPERS -
https://www.linkedin.com/pulse/defining-customer-experience-don-peppers
DON PEPPERS IS TRYING HARD TO MAKE THE NEW WORLD FIT INSIDE THE OLD ONE. HE HAS DONE EXCEPTIONALLY IMPORTANT
THINGS FOR THE UNDERSTANDING OF THE CUSTOMER EXPERIENCE - BUT THIS QUOTE DOESN’T MEAN / DO ANYTHING. IT’S JUST A
CHECK BOX - “YES WE ARE DOING THAT”. THE ANSWER TO THE CHALLENGES PEOPLE ARE LOOKING FOR LIE MUCH DEEPER AND
REQUIRES A FUNDAMENTAL CHANGE NOT ONLY IN HOW WE THINK - BUT HOW WE ORGANIZE TO DELIVER ON THAT THINKING.

49. COMPANIES ARE NOT TRYING TO KEEP UP WITH CUSTOMERS - THEY ARE TRYING TO SLOW CUSTOMERS DOWN

50. THE CURRENT PRACTICE OF MANAGEMENT IS NOT ALIGNED TO A NEW
WORLD WHERE CUSTOMERS SUDDENLY BECOME AN IMPORTANT
STRATEGIC ASSET. COMPANIES HAVE BEEN DESIGNED TO KEEP
CUSTOMERS OUT. BRAND, DESIGN AND ADVERTISING ARE ALL TOOLS TO
SAFELY KEEP CUSTOMERS ON THE OUTSIDE. BUT, IF COMPANIES ARE TO
REAP THE BENEFIT OF DELIGHTING CUSTOMERS - THEY NEED TO
RETHINK / REDO THE WAY THEY MANAGE THEIR COMPANY.

51. HTTP://YOUTU.BE/GCPVNXUVTEA?T=4M32S

53. CUSTOMER INTERACTION
DESICIONS AND
STRATEGIES
EFFICIENCY
AND STANDARDIZATION
THE CURRENT MODEL IS DESIGNED TO ALLOCATE DECISIONS AS FAR AWAY FROM WHERE
THEY NEED TO BE MADE AS POSSIBLE. CREATING SLOW ORGANIZATIONS TAKEN HOSTAGE
BY TOP MANAGEMENT.

55. HTTP://YOUTU.BE/UYMCZFLU-EA?T=17M25S

56. DISCUSS
WHAT IS MY
RESPONSIBILITY AS A
MANAGER WHEN IT
COMES TO THE
CUSTOMER
EXPERIENCE?

57. THANK YOU :)
HELGE
TENNØ
HELGETENNO.COM