![WHO IS THE
DIGITAL CUSTOMER?
Savvy using digital channels &
apps on multiple devices
Trust is different.
Controlsthe conversation
Communicates with peers
(“person like me”)
Communicatesanytime,
anywhere
Omnichannel Mobile. Local.
Expectsimmediate
response. Or nearly so.
Expectsinformation available
instantly when searching
Wants to deal with
humanized company
Self-interested when it
comes to their interactions
82% find peers most trusted source
[Edelman 2014 Trust Barometer]](https://image.slidesharecdn.com/ccm2017-190310210350/75/Keeping-Customers-Engaged-Today-and-Tomorrow-The-Communications-Revolution-6-2048.jpg)
![A NEW ERA FOR
CUSTOMERS
Moved from social to digital customer.
Beyond experimentation
in social media to fully integrated
omnichannel perspective.
Customer engagement
is in the primary reason that
companies are undertaking
digital initiatives (69%)
[McKinsey, 2014]
64% of companies are
beyond experimental stage
(integrated channels, multi-
channel, cross-channel)
[State of Social 2011,
eConsultancy]](https://image.slidesharecdn.com/ccm2017-190310210350/75/Keeping-Customers-Engaged-Today-and-Tomorrow-The-Communications-Revolution-20-2048.jpg)
![23%
PREMIUM FOR FULLY ENGAGED
CUSTOMERS IN SHARE OF WALLET,
PROFITABILITY, REVENUE, RELATIONSHIP
GROWTH
37%
MORE REVENUE/YEAR FOR RETAIL
BANKS’ FULLY ENGAGED CUSTOMERS
OVER DISENGAGED
240%
INCREASE IN PERFORMANCE-
RELATED BUSINESS OUTCOMES FOR
COS. THAT ENGAGE EMPLOYEES
AND CUSTOMERS
DISCOUNT FOR FULLY DISENGAGED
CUSTOMERS
-13%
BUT
[State of the American Consumer, 2014, Gallup Org]](https://image.slidesharecdn.com/ccm2017-190310210350/75/Keeping-Customers-Engaged-Today-and-Tomorrow-The-Communications-Revolution-22-2048.jpg)
![WHAT IS
CUSTOMER ENGAGEMENT?
Proactive involvement.
[Peppers & Rogers]
(Online engagement) is an
estimate of the degree and
depth of visitor interaction on
the site against a clearly
defined set of goals.
[Eric Peterson]](https://image.slidesharecdn.com/ccm2017-190310210350/75/Keeping-Customers-Engaged-Today-and-Tomorrow-The-Communications-Revolution-24-2048.jpg)
Uploaded byPaul Greenberg
Keeping Customers Engaged Today and Tomorrow: The Communications Revolution
The document discusses the impact of the digital communications revolution on customer engagement, emphasizing the transformation of customer interactions and the necessity for businesses to adopt omnichannel strategies. It reveals significant gaps in communication effectiveness, with most companies overestimating customer satisfaction and response times. The evolving landscape highlights the need for personalized, on-demand communications and engagement strategies that cater to the preferences of the digital customer.
More Related Content
Similar to Keeping Customers Engaged Today and Tomorrow: The Communications Revolution
![[Series] Critical Channels of Choice - Part 1: CX Now…CX How? Explore the Stack](https://cdn.slidesharecdn.com/ss_thumbnails/wbncxnow200917-200917164729-thumbnail.jpg?width=640&height=640&fit=bounds)
Keeping Customers Engaged Today and Tomorrow: The Communications Revolution
- 1. K E EP I N G C U S TO M E RS E N G A G E D TO DAY A N D TO M O R ROW THE COMMUNICATIONS REVOLUTION Paul Greenberg Managing Principal The 56 Group, LLC
- 2. DIGITAL TRANSFORMATION AN ERAOF BEGINS
- 3. Impacts all institutions. Businessamong them. DIGITAL COMMUNICATIONS REVOLUTION
- 4. INFORMATION IS TRANSFORMED How wecreate, distribute, consume information has been irrevocably changed Favorite
- 5.
- 6. WHO IS THE DIGITALCUSTOMER? Savvy using digital channels & apps on multiple devices Trust is different. Controlsthe conversation Communicates with peers (“person like me”) Communicatesanytime, anywhere Omnichannel Mobile. Local. Expectsimmediate response. Or nearly so. Expectsinformation available instantly when searching Wants to deal with humanized company Self-interested when it comes to their interactions 82% find peers most trusted source [Edelman 2014 Trust Barometer]
- 7. THE DIGITAL CUSTOMER HASA PROBLEM – WITH YOUR BUSINESS 81% of customers say it’s difficult to communicate w/businesses. 34% of businesses think that they have that problem. 94% of businesses think their customers are satisfied w/their communications. 96% of customers aren’t. 79% of customers say that fast response times contribute to a positive experience… yet 89% of those customers say that businesses don’t do it. 55% of customers say that being able to communicate on preferred channels contribute to positive experience…only 27% of companies have an omnichannel strategy in place. 51% of businesses said bad communication led to negative reviews... yet a good communication experience leads to a 50% lower likelihood that a negative review will be posted. Source: Twilio/Lawless Research “Bridging the Communication Divide: Consumer Communications Report 2017”
- 8.
- 9. OMNICHANNEL • 2002 –Consumer averaged two touch-points when buying an item • Only 7% regularly used more than four. • 2017 - Consumer averages almost six touch-points • Nearly 50% regularly use more than four. (Source: Marketing Week)
- 10.
- 11. The Value • Companiesthat orchestrated multiple channels well were 2X more successful at reducing customer churn than those who didn’t. (Aberdeen) • Strong omnichannel = 9.5% increase YOY in revenue; weak = 3.4% YOY (Aberdeen) • Omnichannel shoppers 30% higher CLV than 1 channel (Google) OMNICHANNEL
- 12. C U ST O M E R C O M M U N I C AT I O N S M A N A G E M E N T – W H E R E I S I T ?
- 13. CCM MARKET –WHERE IS IT? Mature, stable, reliable technology and systems 01 Billion dollar market 02 Aligned with changes – transformed from print to digital documents and the delivery channels associated with that digital transformation 03
- 14. “The CCM market'sorigins lie in the convergence of document generation/composition and output management technologies. Traditionally, organizations used these applications to broadcast static, mainly print output to customers…” (Source: Gartner Group, CCM Magic Quadrant, 2017) What was CCM…Then?
- 15. What is CCM…Now? “…Today'sCCM market embraces a more dynamic, interactive model: CCM applications create personalized, on-demand communications via multiple channels, often based on the recipient's preferences rather than the sender’s.” (Source: Gartner Group, CCM Magic Quadrant, 2017)
- 16. CCM – IN THECONTEXT OF CUSTOMER INTERACTIONS Independent but becoming part of a much larger customer engagement matrix – both as a strategy and as a technology/system.CCM is the creation, distribution and consumption of content in an omnichannel environment.Context is its ability to not only provide valuable content in a secure and private environment but…Power highly personalized responses to individual customer need.Provides
- 17. So then… Mature independent industry In parallel with CRM and ecommerce, equally as mature, becoming part of a larger ecosystem around omnichannel customer engagement. CCM…In Sum…and Beyond
- 18.
- 19. “Customer engagement isthe ongoing interactions between company and customer; offered by the company, chosen by the customer”
- 20. A NEW ERAFOR CUSTOMERS Moved from social to digital customer. Beyond experimentation in social media to fully integrated omnichannel perspective. Customer engagement is in the primary reason that companies are undertaking digital initiatives (69%) [McKinsey, 2014] 64% of companies are beyond experimental stage (integrated channels, multi- channel, cross-channel) [State of Social 2011, eConsultancy]
- 21. 60% OF RESPONDENTS SAIDCUSTOMER ENGAGEMENT IS A TOP PRIORITY 84% BELIEVED CUSTOMER ENGAGEMENT WOULD OVERTAKE PRODUCTIVITY AS THEIR COMPANY'S PRIMARY DRIVER OF GROWTH. In a survey of a large technology vendor’s customers… CUSTOMER ENGAGEMENT A MAJOR CONCERN Source: Bluewolf Consulting &
- 22. 23% PREMIUM FOR FULLYENGAGED CUSTOMERS IN SHARE OF WALLET, PROFITABILITY, REVENUE, RELATIONSHIP GROWTH 37% MORE REVENUE/YEAR FOR RETAIL BANKS’ FULLY ENGAGED CUSTOMERS OVER DISENGAGED 240% INCREASE IN PERFORMANCE- RELATED BUSINESS OUTCOMES FOR COS. THAT ENGAGE EMPLOYEES AND CUSTOMERS DISCOUNT FOR FULLY DISENGAGED CUSTOMERS -13% BUT [State of the American Consumer, 2014, Gallup Org]
- 23. CUSTOMER ENGAGEMENT ISNOT... MARRIAGE ADVOCACY LOYALTY UNIDIRECTIONAL CONSISTENTLY THE SAME LEVEL DETERMINED BY THE AMOUNT OF TIME/EFFORT A CUSTOMER MAKES X X X X X X
- 24. WHAT IS CUSTOMER ENGAGEMENT? Proactiveinvolvement. [Peppers & Rogers] (Online engagement) is an estimate of the degree and depth of visitor interaction on the site against a clearly defined set of goals. [Eric Peterson]
- 25. WHAT IS CUSTOMER ENGAGEMENT? Theongoing interactions between company and customer, offered by the company, chosen by the customer. Engagement levels vary - Casual to intense. - Infrequent to frequent. - Changes moment to moment. Customers choose channels they engage in. Customer Experience & engagement are symbiotic
- 26. WHAT IS CUSTOMER ENGAGEMENT? Otherfactors impact interaction. Company has enterprise value chain. - Vendors/Suppliers - Partners - External agencies - Employees - Customers Customers have personal value chain that impacts interactions. - Customer analytics important. - More important, making sure that things work right. But remember engagement isn’t only determined by immediate interaction.
- 27. ERA OF CUSTOMER ENGAGEMENT Customerhas products, services, tools and consumable experiences to sculpt the kind of experience and the level of engagement they want to have with companies. THEY LOOK FOR HIGHLY PERSONALIZED INTERACTIONS. They want to feel valued. They want to know that you “know” them w/o talking to someone necessarily. CUSTOMERS SELF-SELECTS
- 28. I think Radiohead sucks! BADCUSTOMER ENGAGEMENT Bad use of gamification by GetGlue.
- 29. COMPANY SIDETHE OF THEENGAGEMENT STORY
- 30. COMPANY CONCERNS EXPERIENCE EXPECTATIONS COSTS PRIORITIESKNOWLEDGE Making UI/UX seamless, thinking omnichannel or channeless or device. How to optimize offerings to meet the needs of a commonwealth of self- interest w/budget limits. Recognizing the customer will be expecting the best results s/he had in all channels. What is it that we need to know about the customer (or groups) that helps us make those decisions? . Transactional . Unstructured Knowing costs of trying to provide all that a customer wants is incredibly high. So being willing to not provide everything.
- 31. EXPECTATIONS Plan on howto meet customer expectations, if reasonable. Make it good enough – not delightful all the time. “Keeping the ordinary, ordinary.” KNOWING THE CUSTOMERS Get feedback from customers, know their journeys, customer advisory boards RELATIONSHIP Treat customer as a partner, not a client. Involve customer as extension of company RESOURCES Allow customers to sculpt their relationship with you. Become co- creators, data source, etc. VALUE Recognize customers and your idea of value are not the same. CULTURE Build a culture based on empathy, trust, believability, and respect. It pays. COMPANY PREPARATION
- 32. OMNICHANNEL Build the multiplechannels that people communicate with, not based on a guess of which one works BUSINESS OPERATIONS Customer success management, organized end- to-end processes, systems CULTURE Build a culture based on empathy, trust, believability, and respect. It pays. STRATEGY/PROGRAMS CONTENT Focus on personalized content creation, delivery, link to content marketing, collaboration, mobile interaction COMPANY EXECUTION Design strategy & programs around what you know customers are looking for, not what you think they might be.
- 33. SYSTEMS OF RECORD Record transactionsAutomate operational processes Capture data Analyze data Scale appropriately
- 34. SYSTEMS OF ENGAGEMENT Integrate withsystems of record. Systems that encourage customer involvement with company at level that customer chooses. Interactions Community Collaboration Rich Media Usability Immediacy Open Access Insight & Analysis
- 35.
- 36. COMMUNICATIONS REVOLUTION The communicationsrevolution has transformed business. ENGAGEMENT AT THE READY Customer engagement is at the center of customer facing programs and strategies. DIGITAL CUSTOMER We have a different kind of customer - a digital customer - but s/he is still a customer. EXPERIENCE AND PARTNERS Our customers should be subjects of an experience and partners, rather than objects of a sale and clients. IN SUMMARY
- 37. OMNICHANNEL STRATEGY In orderto acquire and retain customers, we need to have a omnichannel strategy - with selected channels. GOLDEN RULE The key is to provide the products, services, tools and consumable experiences that the customer needs to sculpt their own relationship with you. SYSTEMS OF ENGAGEMENT To do so, since we have transformed how we communicate, we need to enhance our current systems of record with systems of engagement. IN SUMMARY ENSURE YOU HAVE OPTIONS Choose CCM solutions that allow you to leverage your infrastructure’s ecosystem
- 38. Blog the56group.typepad.com Social CRM: TheConversation blogs.zdnet.com/crm Email paul-greenberg3@the56 group.com Twitter twitter.com/pgreenbe Facebook facebook.com/pgreenbe Mobile 703-338-0232PAUL GREENBERG Author CRM at the Speed of Light (4th Edition) Managing Principal The 56 Group, LLC Global Advisory Committee Sports Entertainment Alliance in Technology (SEAT) Advisory Board University of Texas System Transformation Project Author (Upcoming) The Commonwealth of Self-Interest: Customer Engagement, Business Benefit (Harvard Business Press, 2018)