Customer Experience Value Chain

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Customer Experience Value Chain

• The framework for CRM2.0
• Bob Jurik
• CEO
• Voice of the Revenue, inc.
• 516-932-5651
• bobj_at_voiceoftherevenue.com

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Each and every Experience impacts Loyalty and
Revenue
Now the game is to create wonderful and
emotional experiences for consumers around
whatever is being sold. Its the Experience
that counts While that business model, long
been the preserve of cult-like promoters on
brands like ...is rapidly becoming the norm
in all industries
Business Week, Best global brands 2007
3
The Experience is judged by People and they
always have something
to say Listening very hard, reporting, acting
and measuring is CRM 2.0
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Word of Mouth

• Every satisfied person who is a promoter
  will
  get 3.5 people to buy your product or service
• Every unsatisfied person who is a detractor
  
  will get 9 people NOT to buy your product or
  service
• Every sales person need to put their finger on
  the pulse of their revenue generators
• If they are not listening. Their competitors
  probably are !

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Supporting growth is the 1 objective for CIOs
and CEO in the future. More than 60 of the
CRM applications will gain business case approval
primarily on the basis of revenue growth or
improvements to
customer loyalty and satisfaction
(0.8 probability) The Gartner Executive
Programs CIO survey for 2007
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• Consolidation of leading CRM vendors
  (Epiphany/Infor Global Solutions, Onyx
  Software/M2M Holdings, Oracle/PeopleSoft/Siebel),
  intensified competition from well-capitalized
  business applications players (SAP and
  Microsoft). Enterprise buyers should invest
  selectively in High-Value upgrades
• Forrester CRM report 2008
• Voice of the Revenue provides that
  High-Value upgrade today

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Companies have spent Billions of dollars on CRM
systems and know zero about their customers
CRM systems only track transactional history
(what they did in the past) CRM does not and
can not show WHY customers bought
or more importantly

Why they didnt buy and the drivers to do
so. Whats missing in CRM is to understand the
customer experience at each touch point and
correlate that to both financial and operational
metrics
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Revenue Generators The people to focus
on Prospects, Customers, Partners and Employees
How your Revenue Generators view YOU!
EFM
How you view your
Revenue Generators
CRM
CRM2.0 CRM EFM
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The Voices
CRM2.0 adds The Voices of the People to all CRM
1.0 applications The Voices of
Prospects
Customers
Partners/Channels
Employees
Are you listening to the people. dont worry
maybe your competitors are
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Who would get this information and when?

• Anyone who needs it
• On Demand
• Reports and graphs

Contact Center Operations
Sales Operation SFA
Marketing Operations
Field Services
Research
Partner Mgmt
Finance
Supply Chain
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Customer Experience Value Chain (CEVC)
Marketing (getting interest)
Installation Get going
Contact Centers
Sales (sold)
Step 1 - Marketing - Fill the pipeline with
sales opportunities Executing the strategy that
creates the products and Services to generate
revenue Executing the communication programs to
create the interest by potential prospects and
customers (Web, TV, Paper, Word of Mouth, etc.)

• Step 2 Sales Closing the deals Revenue
  Generation
• Executing the strategy to generate profitable
  revenue within the sales channels
• Direct sales teams
• Channels Retail, Distribution, OEM, etc
• Web

• Step 3 Getting Going The time from buy to use
• This is the time from when you buy a product and
  service until you are actually using it
• You buy something which needs you to read a
  manual or time to put together
• You need to send in some paperwork or fax some
  forms that are needed
• The product or service will take days to months
  to get installed and working

• Step 4 Service You are operational and need
  service
• You have some questions and need someone to help
  or visit you for service
• Contact Centers
• Support and / or cross/up-sell
• Help Desks
• Field Service Operations

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Customer Experience Value Chain (CEVC)
Marketing (getting interest)
Installation Get going
Contact Centers
Marketing (growing interest)
Sales (sold)
Loyalty Word of Mouth The 1 Driver in
Social Networking
Community (Public Private) Panels Surveys
Community (Public Private) Panels Surveys

• CUSTOMER EXPERIENCE VALUE CHAIN
• Every person has their own distinct satisfaction
  level during each step in the CEVC
• Each step needs to be measured, analyzed and
  disseminated
• Each step must use the right metric and feedback
  collection methods
• The sum of at each step in the CEVC is directly
  proportional to their overall loyalty
• Loyalty and Promoters drive incremental revenue

Survey (Opt community)
Survey (Opt community)
Survey
Quantitative Qualitative mining
Quantitative and Qualitative Mining Net
Promoter Scores
Satisfaction
Satisfaction
Satisfaction
METHODS OF COLLECTING FEEDBACK There are many
ways to collect qualitative and quantitative
feedback
METRICS USED The metrics used need to reflect
the goals at each stage in the CEVC
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Service Profit Chain
Correlation - Customer to Employee satisfaction
Marketing (getting interest)
Sales (sold)
Installation Get going
Call Centers
Marketing (growing interest)
Employee Satisfaction
Word of Mouth
Prospect, Customer, Partner Satisfaction
Disgruntle employees directly impacts your revenue
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The Net.

• To achieve the maximum level of Loyalty aimed at
  impacting revenue
• Know the state of your revenue generators at each
  touch-point
• Know the state of your customer facing employees
• Ensure that the every employee knows how they
  impact their revenue generators overall loyalty
• Know what data is needed by whom and disseminate
  for action
• Know that the processes need to change
• Within your operation, know what to do with
  feedback from revenue generators
• At the Executive level, know how to understand
  customer centric data for strategic purposes
• Within sales compensate with an eye on customer
  satisfaction / loyalty and profits