changing the experience

esteban kolsky, thinkJar LLC

IS THIS HOW YOU DO EXPERIENCES?

© http://www.life.com/image/53373238

what is an experience

the total sum of all conscious events all providers create experiences for their

products or services experiences can be joint or separate events experiences are either rational or emotional experiences involve all five senses (maybe six?) experiences are designed money buys, and demands, experiences public utilities, monopolies and governments can

also create experiences

3

easier to develop and manage depends on logical tradeoffs in

the client’s mind each experience requires a

balance between effort and results

rational experiences can be easily matched or improved

it only depends on the company price, discounts, quality, and

value, and benefits are examples of rational experiences

rational v emotional experiences

4

depends only the client’s sentiments

not controlled by the company the experience must tap into

clients’ feelings and sentiments to be effective

lower quality emotional experiences are possible

price of goods or services is usually higher to accommodate the price of the experiences

builds over time only

rational emotional

customerservice

converging pressures on customer service

5

loyalty

commoditization

demand

satisfaction

costs ofservice

customer centric shift

6

sales experienceevolution

&maturity

efficiency effectiveness

company customer

service experience

loyalty value

paradigm or generational shift

7

1960s

1970s

1980s

1990s

2000s

generational generational generationalparadigm paradigm

PARADIGM SHIFT – SOCIETAL SHIFT, COMPANIES MUST REACT

GENERATIONAL SHIFT – BUSINESS MODEL SHIFT, COMPANIES CAN PLAN

whomever demands the change determines planning or reaction

paradigm or generational shift

8

loyaltyeconomy

internetwww

personalcomputes

socialevolution

serviceeconomy

1960s

1970s

1980s

1990s

2000s

baby boomers generation x generation y

generational generational generationalparadigm paradigm

shifting relationship models

c

mr

s

m

rc

traditional 1:1relationship

socially enhanced 1:1:m relationship

the social experience

function

rules

channel

function

rules

channel

customer

business function

surv

ey

customer

community

experience

soci

al n

oise

(maybe)

traditional CRM (1.0)

sales marketingcustomer service

channels

c p e

legacysystems

datawarehouse

erp partner

c –customerp –partnere – employee

emailphonesmschatin-personsocial channels

directintegration,optional

feedbackmanagement

reports

the new SCRM

sales marketingcustomer service

channels

c p e

legacysystems

datawarehouse

erp cloud

m

m - communityc –customerp –partnere - employee

feedbackmanagement

social business rules

p

m

a social business model

validation

planning and methodology

14

implementing measurementdesign

end-to-end efficiency and effectiveness index

existingprocesses

involve the client

experiencesdesigned onpaper

involvestakeholders

clientsegmentation

virtualdesigns

createexperiences

pilotprojects

establishpriorities

selectmetrics

analyze

conclusionsand insights

change log

accountability

customer agent

efficiency (cheap and fast operations)effectiveness (right answser, right time)

process

satisfaction

end-to-end feedback

performancemoralloyalty

preparation

implementing

15

CONFUSED?