Customer Experience Innovation - Infosys

Customer Experience Innovation - Infosys

PERSPECTIVE Customer Experience Innovation How companies stand out from the crowd by providing unique and memorable customer experience Shankar Kris...

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PERSPECTIVE

Customer Experience Innovation

How companies stand out from the crowd by providing unique and memorable customer experience Shankar Krishnamurthy and Nick Purdon

Abstract In today’s world where information is democratized to a large extent, customers have transformed themselves into a most powerful entity that determines brand presence, relevance, and obsolescence. They have in a way become brand enhancers and brand executioners. For companies offering products and services on the digital highway, it is simply no more sufficient to provide a consistent experience across multiple channels. When offering seamless customer experience becomes `hygiene’, companies need to resort to bold approaches that seek to make their customers’ lives fun, pleasurable, and more importantly, memorable. Customer experience innovation is centered around providing personalized, original, fun-filled, and helpful services which can help companies differentiate their products and services, and stand out from the crowd.

Across all sectors and markets, the battle to win and retain customers’ attention has become intense, and loyalty, an increasingly precious commodity. Indeed, a recent survey of nearly 25,000 people found that only 28% said a brand was a major determinant of their purchasing decision. There are1 four factors that contribute to this:

1 The cost of search has dramatically reduced, making it easy for consumers to compare the features and prices of products and services, rapidly commoditizing many industries, and forcing companies to offer heavy discounts to retain their market share.

2 The rise of social networking has made it easier for consumers to share their experiences – positive or negative – disempowering marketers and forcing many companies on the defensive. An example of this is Dave Carroll’s now infamous United Breaks Guitar video and its impact on United Airlines’ reputation (and 10% drop in share price) after it went viral on YouTube2.

3 The unstoppable march of mobile technology has heightened customer expectations. Hence, companies need to invest increasingly to engage ‘always-on’ customers wherever and whenever they want.

4 The proliferation of marketing communications has resulted in consumers becoming immune to brand promises. Firstly, they are themselves filtering out the majority of marketing communications, and secondly, using technological innovations like TiVo to filter brand messaging even further.

Customer experience innovation To tackle these pressures, organizations are increasingly looking to innovation as a means of preserving mind-share and shoring up prices. But today, the benefits of product innovation are often, either short-lived as a result of shortening product life cycles, or ineffective, as the introduction of more features and functions serves only to bewilder the already overwhelmed customers. Companies are beginning to realize that the most sustainable form of 1 2

This Time It’s Personal, Ernst & Young, 2012 http://www.youtube.com/watch?v=5YGc4zOqozo

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differentiation is customer experience. (We define customer experience as the lasting impression – positive or negative – a brand makes on its customers, across multiple touchpoints throughout the customer journey.) To date, customer experience design has focused on providing a seamless and frictionless experience across channels. However, this operational excellence mindset is fast becoming ‘table stakes’. To win today, companies need to create innovative

experiences that are genuinely different and memorable. In a world of social media, mobile, and demanding consumers, brand equity is not derived from getting the basics right, but from out-innovating your competitors so successfully, your customers want to talk about you, again and again. To be memorable, customer experience needs to be personalized (know me), original (surprise me), fun (entertain me), or helpful (make it easy for me).

Know me “What scares me about this is that you know more about my customers after three months than I know after 30 years”. Lord MacLaurin, Tesco Chairman, on the Clubcard, 19943 In the UK, Tesco’s Clubcard is now

applied this approach to music, taking

famous for its pioneering approach

metadata associated with a piece of music,

to personalization through customer

and user ratings to develop personalized

analytics. Managed by dunnhumby,

playlists. Netflix applies a similar approach

the loyalty program gave Tesco access

to movies.

to huge volumes of customer data, which

Surprisingly, the use of predictive analytics

was used to target customers with offers, initially in direct mail and now through digital channels. The data also had the potential to be used on a macro level

to support cross-selling and upsell is still not widespread. According to Adobe’s 2012 Digital Marketing Optimization Survey, as many as 38% of online marketers have

to support inventory, store layout, and

no recommendation engine in place

merchandising decisions.

whatsoever, and only 16% were able to

In the digital domain, Amazon pioneered

make recommendations on the basis of

an approach to marketing that presented

a user’s past behavior.

recommendations based on past behavior

Digital businesses and the huge volumes

and predictive analytics. Today, Amazon

of data they generate create the potential

couples its own data with Facebook’s, to

for organizations to deliver ever more

evolve ever-richer profiles in support of

personalized experiences, addressing their

better and better targeting. Pandora has

offers to a market of one.

At the same time, M2M (machine-tomachine) technologies (like ‘The Internet of Things’) enable interactions with machines that can themselves foster experiences that are highly relevant to the individual consumers. For example, Toyota Friend, a collaborative program between the automaker, Salesforce.com, and Microsoft, enables drivers to deepen their relationship with their cars through a private social network, where vehicle data triggers text messages and tweets as reminders to recharge a battery, book a service, or to look into a potential fault. The underlying lesson here is; the more targeted the message, the more memorable is the experience. To win consumers’ attention, marketing communications need to be highly relevant and personalized.

Surprise me “Is it really all that exciting? Waiting for take-off; passing time. We see our passengers fighting boredom while they wait. So we asked ourselves: could we use social media to make our passengers feel special?” KLM orchestrated a campaign, aptly titled ‘Surprise,’ which utilized customer data in a highly original way to deliver a personalized and surprising experience.

exploring their social profiles, and mapping

Tracking the ROI of such interactions

their handles to their customer records.

is hard, but these random acts of

They used this data to provide them with

kindness resulted in more than 1 million

small gifts relevant to their specific interests,

impressions on Twitter alone, and helped

KLM was able to track down passengers in Schiphol airport by monitoring customer check-ins on Foursquare or their tweets,

prior to boarding an aircraft – a Nike Plus

position the KLM brand as fun, caring, and

band for a sporty customer travelling to

deeply personalized.4

Rome, or a city guide to New York.

Mesure, Susie, ‘Loyalty card costs Tesco £1bn of profits - but is worth every penny’. The Independent, October 10th, 2003 4 To see the campaign in action, go to http://www.youtube.com/watch?v=pqHWAE8GDEk. 3

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Entertain me HSN, a $3.3 billion multichannel retailer, with a strong and growing digital presence (currently 38% of sales are digital, including mobile sales of $167 million), is a strong innovator, using original content and community techniques to deliver personalized experiences to its loyal shoppers, summarized by the slogan, `It’s fun here’. The company’s strategy focuses on driving high customer engagement in order to increase revenues. Building on the trend towards social gaming (77.9 million social gamers in the US alone) and seeing `gamification’ as a means of driving high engagement, the retailer launched a gaming platform called HSN Arcade, which generated over 650,000 members, playing over 116 million games. This innovation enriched the customer experience – visitors who game, typically spent twice as long on the site and visited

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twice as often; and those who shop and play were twice as likely to convert. For example, Queen Latifah’s Fashion Royal Rumble challenged consumers to go head-to-head with the Queen in a `fashionfriendly’ competition and in the process increased awareness, and spurred interest in their exclusive Queen Collection. The HSN.com gaming platform has driven a more immersive experience that reinforces its brand values. At the same time, the games themselves need to be innovative in order to succeed, bringing consumers closer to celebrities and products in a virtual environment and entertaining them in the process. Vail resorts, a $1 billion mountain resort company, launched an innovative mobile app called EpicMix in 2010-11, targeted at its skiing and snowboarding customers. With EpicMix, all skiers’ activity on the

slopes is automatically captured and uploaded to their EpicMix dashboard. On-mountain photographers can take pictures and deliver them to customers’ EpicMix accounts free of cost. Skiers can follow days skied, track vertical feet moved, see where they rode, and earn EpicMix points for achievements. Today, more than 350,000 members use EpicMix and there are more than 3 million social media posts of people sharing the skiing experience with their friends and families. EpicMix is a good example of leveraging mobile apps to provide innovative customer experiences. The company has transformed the ski resort space from being a thrill-seekers’ paradise for skiers, to one that extends to their friends, families, and the skiing fraternity, while also bringing them additional recognition and ‘fame’ for their skiing feats.

Make it easy for me In 2010, Matthew Dixon et al. produced the landmark HBR article, Stop Trying to Delight Your Customers which argued that customer satisfaction was a function of organizations’ ability to reduce customer effort. This ability to make life easy for customers remains an important driver of loyalty even today. For example, last year, Target adapted its standard store layout and format, introducing CityTarget, a half-size store piloted in Chicago, Seattle, and Los Angeles, with plans for further rollouts this year. CityTarget addresses the needs and aspirations of its new urbanite customers through clearer signage and smaller product quantities, understanding that for smaller metropolitan apartments bulk buying can be a hindrance. At the same time, the model also caters to frequent visits with a smaller average order value, backed up by more frequent restocking than is seen in the suburbs. In addition, Target selected ‘heritage’ locations that signal a strong commitment to a city’s identity, such as the Carson

Pirie Scot and Co. building in Chicago. It also complemented the move with merchandise that accentuated it, such as coffee mugs in Seattle, in the process capitalizing on the lucrative tourist market.

number of pioneering innovations, such as

Technology is a key enabler too. Target recognizes these consumers are time-poor, and has introduced a mobile POS (point of sale) solution to enable speedy checkouts and prevent queuing. In addition, the use of QR codes helps urban shoppers keen to trace the origin of their products, find out more before making a selection. Expect this innovation to be extended to incorporate coupons and offers soon, possibly enabled by NFC.

been disappointing.

CityTarget pushed Target into the top ten of Fast Business’ 50 Most Innovative Companies of 20125.

the software onto a memory stick, and sent

In automotive, OEMs are beginning to see their In-Vehicle Infotainment (IVI) systems as a key differentiator and driver of brand value. Yet, automakers have a long way to go before they provide an experience that compares favorably with that seen in consumer electronics, most notably in Android and Apple app stores. Despite a

adaptive cruise control, voice recognition, and workload estimation (to adapt features available on a head unit to the ‘phase of driving’), the adoption of these services has One challenge of adoption relates to the process for downloading new services. This typically entails a user having to download an app onto their laptop, load it onto a USB memory stick, and then travel to the car to load the new software. Ford recognized this challenge and responded in the simplest way possible. They did the customers’ job for them – load the memory stick by mail. Fortunately, this tactical solution will be short-lived – 4G and Wi-Fi receivers will become standard in the near future, but in the short term, this approach appears to have paid off, with Ford boasting an astonishing 80% adoption rate of IVI services among its consumers. Further, more than half of Ford owners have cited connectivity as a big reason for their purchase.

The World’s 50 Most Innovative Companies, Fast Company, March 2013

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The future In the future, companies will find innovative ways of combining all the above to create truly memorable experiences.

Smart navigation download Imagine a driver is stuck in traffic; his

prompted to ‘Like’ the app on Facebook.

However, what is important is not so much

car detects there is not enough fuel to

When he reaches his destination, he

the technology underpinning this scenario,

get to the destination programmed into

receives a personalized email confirming

as the fact that the scenario is anchored

his satellite navigation system. A pop-

his purchase and notifying him how much

around a driver’s needs. It is based on the

up window appears on his head unit,

money he saved. He can revisit the app

use of data (not enough fuel in the tank)

asking him if he would like to download a

in his car, online, or via his mobile phone

and a user journey that anticipates each

smart app that will help him find a petrol

at any time to determine total savings

step of the process without requiring too

station on his route. The driver accepts

achieved over a certain period. Because he

many interventions from a driver who

and the app downloads over 4G, starting

‘Liked’ the app, he is included in a referral

needs to focus on driving. The fact that

up automatically and providing a search

campaign offering him the chance to refer

the driver liked the app also singles him

result listing stations within range and

it to one of his friends in return for a money

out as a strong candidate for the referral

sorting them by price. The driver selects

back on the original purchase.

campaign and can make him eligible for

a station and the satellite navigation system reroutes his journey accordingly. He drives to the station, fills up, and is

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This is not the stuff of science fiction. On the contrary, many of these features and functions are available in cars today.

future promotions as a valued supporter of the brand.

A personalized luxury watch purchase A loyal customer of a fashion brand is

model, color of face, and type of metal for

He receives a handwritten note from the

traveling overseas on business, and has

the bezel, crown, and lug. The assistant

person who sold him the watch, thanking

just won a large contract – he decides to

takes a picture of the customer’s wrist

him again for his custom and notifying him

celebrate by buying himself a new watch.

with her iPad and shows him how his

of the local event.

He goes to the brand’s mobile app on his

chosen watch will look with a leather or

phone, which directs him to the closest

metal strap using an augmented reality

This scenario demonstrates how an

local outlet; at the same time, the app

application. The customer chooses the

sends an advance alert to the store of his

leather and completes the purchase using

potential visit. When he walks into the

his NFC-enabled phone.

country, the outlet immediately ‘recognizes’

When the customer returns to his hotel

a valued customer and provides a tailored

local outlet, the RFID tag on his loyalty card immediately identifies him and sends a notification to one of the sales assistant’s iPads. The sales assistant approaches the customer, addresses him by name, offers him his favorite drink, and inquires what he will be looking for today. The assistant brings up the customer’s purchasing history on her iPad and sees that he has already bought two sporty models over the last four years. She immediately brings

room, he receives a text message thanking him for his custom (he has already stated this as his preferred mode of communication) and offering him a free service as a reward for his loyalty to the brand. The text also includes a link that will automatically notify his friends on Facebook of the purchase (“Look what I just bought…”).

innovative blend of technology and a strong service ethic can create a unique experience. Despite being in a different

experience, based on past purchasing behavior. The experience is enhanced by a guided selling app that walks the customer effectively through the main options (providing a good opportunity for upselling) and by augmented reality, which supports the final decision. The customer record maps his home location to the local promotion but the brand’s culture is what inspires the salesperson to write a

up a selection of watches that match the

A few months later, the brand has an event

personalized note, potentially converting

customer’s tastes. Together, they walk

displaying its latest range of watches and

someone loyal to the brand, into a

through a number of options, selecting

apparel in the customer’s home outlet.

lifelong ambassador.

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Helpful customer service from a triple-play communications provider A cable TV, telco, and broadband provider regularly runs propensity models against its customers to proactively identify anyone at risk of defaulting on their monthly payments. An `outbound collections’ agent calls an at-risk customer to try to bring their spend levels down. Calling up his record, the agent is notified that broadband usage levels have dropped dramatically. Through careful probing, he uses this information to determine that the customer’s eldest daughter has just left home and that the customer now has only a limited requirement for streaming services. Consequently, he offers to move the customer onto a lower tariff without penalties. A previous agent has already captured the customer’s current mobile telco provider and contract renewal date

– it is in two months. The agent checks his customer’s current monthly payments and determines that his company might offer a cheaper tariff. As a gesture of goodwill, he offers a triple-play discount and to buy the customer out of his existing contract if he signs up today. After the call, the customer receives a text asking him to rate the quality of the service. On responding, he receives a link to broadcast the great deal he has just had, on Twitter (his Twitter details are shown against his customer record). He is so delighted that he follows the link, which suggests a form of words for his tweet.

and a simple analytical model. However,

This is an everyday scenario from the collections team in any contact center, supported by standard CRM technology

into goodwill and a positive brand

some simple innovations help deliver a memorable customer experience. Agents are clearly trained to both, capture and use data, and to develop a more rounded view of the customer. They do this by either storing this information for future use (current telco provider), or utilizing it to pinpoint a change in the customer’s personal circumstances, which in turn presents an opportunity to reduce their monthly outgoings and to cross-sell them into the triple-play proposition. The agent is given sufficient freedom to make an investment and to convert that investment perception from the customer’s Twitter followers.

How to create innovative experiences So how should companies go about generating the ideas needed to enrich customer experience in a way that makes their brand memorable? The answer involves creating customer cults, working across silos on customer-centric ideation, and designing solutions that use the ‘voice of the customer’.

Now, I want you to raise your right hand – and remember what we say at Wal-Mart, that a promise we make is a promise we keep – and I want you to repeat after me: From this day forward, I solemnly promise and declare that every time a customer comes within ten feet of me, I will smile, look him in the eye, and greet him. So help me Sam. Sam Walton to over 100,000 Wal-Mart associates via TV satellite link-up, mid-1980s People make experiences. No matter how

The classic example is shoe e-retailer

digital your business is, your company still

Zappos, which immerses its contact center

needs bright minds to innovate on a daily

agents in a zany and liberal culture that

basis to drive memorable experiences;

places a high degree of trust in its agents

whether it is to come up with the idea of

to do right by their customers.

a new quiz or game on HSN Arcade, or to identify the right gift to surprise and delight bored travelers. Companies that

In one famous story, an agent received an out-of-office reply, which announced

create memorable experiences have `cult-

that a customer was doing a three-day

like cultures’ (to use Jim Collins and Jerry I.

walk to raise money to fight breast cancer.

Porras’ term from Good to Great) that focus

The response is shown alongside and

ruthlessly on the customer – customer

demonstrates the potential impact that a

cults, you might say.

cultish focus on the customer can have.

ZAPPOS: HAPPINESS IN A BOX, Stanford Graduate School of Business, Case Study M-333, 23/08/2010

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Hello WW! While working through emails from our amazing customers, I came across your auto reply. Normally we mark them as auto replies, but yours caught my eye. I just wanted to let you know what an admirable thing you are doing! We at Zappos are proud to have you as a customer, and as part of our family. Thank you for being a wonderful person. Ashlee Customer relations rep at Zappos6

Whether or not the customer is the cult,

‘core’ business of being a communications

and R&D resulting in an incoherent

the results can be impressive. UK mobile

provider, but it innovatively creates a

wish list that would have been difficult

network provider, O2, has a similarly

memorable experience that sets it apart

to implement. It would have also been

obsessive vision centered on the customer:

from its competitors.

overwhelming for consumers,

“To enable our customers to make the

Customer-centricity is not magic. There is a

who were already struggling to

most of their world and its possibilities through the services we offer”. This is not just marketing puffery. Think of O2 as

creative process that companies can follow and that will generate surprising insights

comprehend the existing feature set. The solution for TME was to change the

that in turn drive innovative experiences.

approach. Rather than doing conventional

providing a marquee for all its customers

Toyota Motors Europe (TME) was wrestling

requirements gathering, the three

on a match day at Twickenham Rugby

with how to scope its 2015 In-Vehicle

functions came together in customer-

stadium in London, throwing in a free pie

Infotainment release, due to a burgeoning

centric ideation sessions that were

and a pint. This has nothing to do with its

list of ideas from IS, product marketing,

explicitly customer-centric

1. Create personas TME defined a typical Toyota family, the Arnolins, each with their own car, lifestyle, and preferences.

2. Define moments of truth Toyota realized that to give the Arnolins a great experience of the brand, it was important to identify the events that were critical to get right. These included pick-up of a new vehicle (customer onboarding), smartphone pairing, and the download of a new app from the vehicle

3. Create user journeys For each `moment of truth’, a number of user journeys were defined, setting out in detail how to deliver the perfect customer experience.

4. Select the best Toyota had a well-defined vision (SMART – simple, modular, anticipative, rewarding, and trustworthy), but this was distilled down to the slogan `It just works.’ This was a useful rallying call for three groups with subtly different agendas, with IS looking to bring headunit HMI in sync with the portal and mobile user experience, R&D looking to rein-in requests for new features that would be hard to deliver within the timeframe, and product marketing accountable for maximization of user adoption. Three journeys were selected to bring `It just works.’ to life.

5. Test and learn The journeys were developed on an Android app prototype, so that TME could test their concepts and immerse themselves in the desired customer experience.

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A major UK bank was struggling with its account-opening procedures, with branchcentric processes, poor usability across channels, and complex communications. As a result, 80% of their customers dropped out, and those that made it through had to wait many weeks before they could meaningfully engage with the bank. The C-Suite recognized the problem and initiated a wholesale transformation of the process across all channels. Customer experience design was at the heart of the solution; comprising a number of strands, including customer experience labs, live ‘ethnographic’ observations, detailed prototyping, eye-tracking analysis on web designs, and testing of communications

content for simplicity. Over 70 customers participated in experience labs, which were critically observed live, by over 50 employees, including the C-Suite. By getting senior executives to witness the poor customer experience, first hand, this approach drove significant momentum for change and resulted in a number of innovations, including: product finders and comparators, paperless identify authentication, eSignature and digital T&Cs, and radically streamlined data capture. The redesigned customer experience reduced the average time taken to open an account from 23 days to less than a day; nearly 50 percent of applications were concluded purely via the online channel– up from none!

The approach’s success lies in the belief that there is no ‘best practice’ that will guarantee a strong customer experience. On the contrary, companies need to listen to the voice of the customer and design their solutions accordingly. However, with the proliferation of structured and unstructured customer data, this can be difficult; and companies are evolving in their approach, with a variety of analytical techniques using big data platforms to address this. While analytics is a part of the solution, the above example shows that there is no substitute for a more intimate approach where customers themselves corroborate the multiple insights such data can produce.

Technology All of the customer journeys in this article, real or fictional, make extensive use of technology, whether it is mobile apps supporting guided selling, cloud-based social listening applications, classic CRM solutions, Near-Field Communication (NFC), or analytical tools.



that enable marketers or customer-



facing employees to engage with



customers in innovative ways, and



successfully manage the resulting

interactions However, the terrain is still relatively immature and many innovative customer experiences require bespoke solutions.

Broadly, each of these tools supports one

No predefined technology stack exists for

of the four different phases, and they can

customer experience management – a

often be selectively meshed to offer highly

situation that has created an opportunity

distinct customer experiences:

for niche players and agencies to come

• Listen: Applications that enable

together in an ecosystem that supports



analysis of the voice of the customer,

specific niches within the CEX domain.



either to understand the effectiveness

uTest.com, for example, offers a



of a given experience, or to make

crowdsourcing service that tests digital



targeted interventions where

experiences and provides almost



experiences go wrong (or right!)

instant feedback from a very broad set



enable monitoring of customer

digital devices. In the digital domain,



behavior to assess the effectiveness

this approach works well given the level



of customer experience designs, often

of complexity inherent in delivering an



in real-time, so that the appropriate

innovative experience across multiple



actions (cross-sell, upsell, etc.)

devices and platforms.



can be initiated

At the same time, several established

Deliver: Technologies – often cutting-

enterprises or best-of-breed vendors are



edge – that provide personalized,

now enhancing their products by bringing



entertaining, surprising, or helpful

in digital capabilities. CRM, BPM, and



customer experiences

BI solutions are starting to incorporate

Manage: Operational applications

social listening and analytical tools,

• Observe: Applications or tools that

• •

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of volunteers using a multiplicity of

while enterprise content management and e-commerce tools now feature web analytics modules, as a standard. Table 1 provides an overview of some of the key innovations that are making an impact in this space.

Table 1: Customer experience management tools and technologies Technology

Examples

Experience

Monitor trending topics on social networks and make targeted interventions. Functionality ranges from simple keyword searches, to more complex customersentiment analysis.

Radian6, RightNow Google Alerts Social Mention Sysomos

Know me

Response applications

Capture structured (e.g., NPS) and unstructured feedback data to measure and improve customer experience through unified communications across digital and traditional channels

Responsys, Satmetrix SAS Attensity

Know me, Make it easy for me

Web analytics

Measurement, collection, analysis, and reporting of web data generated by specific events / transactions to support insights that can be used to improve customer experiences.

Adobe Omniture, WebTrends, Google Analytics IBM Coremetrics Unica

Know me, Make it easy for me, Surprise me

A/B / Multivariate testing

Test and optimize web designs based on usage, conversion rates, and other metrics.

Adobe Test and Target, Autonomy Optimost, MaxTest, Adlucent, Google Website Optimizer

Make it easy for me

Customer flow tracking

Monitor and analyze customer flow in retail to help optimize store layout and inform key merchandising decisions

Wavestore, TrackandTrace, IdentiSys (Qmatic)

Know me, Make it easy for me

Eye-tracking

Solutions that monitor how customers view digital content to optimize page layout

BunnyFoot, iMotions

Make it easy for me, Surprise me

QR code scanners

Enable real-time, personalized interactions in-store or with ATL campaigns to provide additional information and drive conversions or traffic to websites. Likely to be superseded by NFC.

NFC

Enable real-time data exchange between devices or between devices and tagged objects to support mobile payment, access control, ticketing, couponing, and personalization.

Listen

Social listening applications

Deliver

Observe

Description

Know me, Entertain me

InsideSecure, Yubico

Know me, Entertain me, Surprise me, Make it easy for me

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Description

Examples

Experience

Augmented reality

Create immersive web and retail experiences through mediated reality to enhance customer sales and service interactions, improve marketing effectiveness, and strengthen brand differentiation.

Mobile apps, e.g., Google Goggles, Wikitude, Metaio, Qualcomm (Vuforia)

Entertain me, Surprise me,

Motion sensing

Fun interactive product demos

Microsoft Kinect

Entertain me

Private social networks

Online communities hosted by company to bring customers, suppliers, or channel partners together to share experiences

Infy Bubble

Entertain me, Make it easy for me

Mobile first

Customer applications designed for mobile platforms (tablets, smartphones, etc.), e.g., for loyalty program delivery, mobile augmented reality, and branded gaming

Responsive design frameworks, Know me, Entertain me, Surprise SAP Sybase, RightNow Mobile, me, Make it easy for me Mloyal, Belly, BlippMedia

Click-to-call / Video chat

Support digital customer interactions by providing realtime support from an agent via website or mobile app

Recommendation engines driven by Big Data, BPMS, and BRMS

Recommend products / services, based on user’s past buying behavior, or the buying behavior of users with similar characteristics, using a set of defined and inferred rules

Real-time data analytics, powered by big data (Hadoop, SAP HANA, Oracle Exalytics), BPMS and BRMS (Pega, Tibco, Savvion), Collaborative / content-based filtering algorithms

Know me, Entertain me

Customer experience design

Provides individualized customer experiences by dynamically generating and delivering unlimited variations of rich digital content in real time.

Adobe Flex, Adobe Scene 7, Richfaces, Icefaces, Myfaces, Flash, Ajax

Make it easy for me

Social CRM / Social analytics

Capture, respond, transact and track issues and queries via social networks and understand customer psyche in social platforms and its impact on buying behavior

Right Now, Radian6 Salesforce.com Spredfast Sysomos

Know me, Make it easy for me

Manage

Deliver

Technology

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Make it easy for me

Manage

Technology

Description

Examples

Experience

Lead management

Insight-based responses to pre-defined triggers (e.g., failure to complete purchase online) to present highly relevant communications to prospects

Eloqua, Salesforce.com, Oracle Fusion

Make it easy for me, Surprise me

Single view of the customer (SVOC)

Customer data hub collating and matching customer data across multiple touchpoints to support granular segmentation models and predictive analytics

Infosys Customer Genome, Collabera, Customer Centria, Leading BI and CRM suites

Know me

Marketing resource management

Organize and manage the delivery of creative assets and other content across digital marketing channels, including web, mobile, email, social media, and video

Adobe CQ, Oracle UCM, IBM WCM, SDL Tridion

Make it easy for me

Interactive web stores

A consistent shopping experience across all customer touchpoints, including mobile, social and in-store.

IBM WCS, Hybris, ATG, Sterling, Magento

Make it Easy for Me

Marketing analytics and optimization

Use of prospect and customer data to help optimize all aspects of the marketing mix, including communications, channels, and price, and thereby deliver relevant and helpful offers

SAS, Unica, Eloqua

Know me, Make it easy for me

Given the pace of change, and the

important data before a full-scale global

board. To help prioritize capabilities and

bewildering complexity of digital channels,

launch where social networks can magnify

chart out a journey for development,

traditional ‘waterfall’ approaches are

negative sentiments manifold.

Infosys has developed a `customer

In a domain, where today’s leading

experience innovation maturity model.’

poorly suited to delivering solutions that provide memorable experiences. Hence,

technologies can quickly obsolesce, we

For organizations that are just beginning

recommend that organizations focus on

the journey (‘Newbies’), we recommend

building capabilities that address their

an iterative approach that works through

They should release new capabilities to

strategic priorities across listen and

the curve, rather than attempting to

a small audience, as KLM did in Schiphol

respond, observe, deliver, and manage.

become ‘Masters’ in a single initiative.

Airport and Toyota Motor Europe with

This will entail identifying one or two areas

A stand-alone behavioral analytics initiative

their 2015 IVI designs, before assessing

where maximum value can be obtained,

is likely to fail without sufficient upfront

the results and scaling. This ‘Private Beta’

and having a heavy focus on these, while

effort in more basic web analytics or

approach enables companies to gather

maintaining basic capabilities across the

observation techniques.

we recommend that in general, companies take a `test and learn’ approach.

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Table 2: Customer experience innovation maturity model

Digital experts

Digital dabblers

Digital newbies

Digital masters

LISTEN AND RESPOND Adhocracy

Keyword correlation

Response tracking

• Ad hoc search and response

• Multiple keyword correlation

• Multichannel customer

on web and social networks

• No mechanism for

monitoring customer response or tracking business outcomes



supporting targeted response and tracking Rigorous survey and customer feedback analysis



response and tracking Ability to combine quantitative and qualitative feedback

Sentiment analytics

• Ability to predict customer •

sentiment based on behaviours across channels Ability to carry out text mining based on complex statistical and linguistic analysis

OBSERVE Web optimization

Web analytics

Real-time observation

Behavioural analytics

• Observe Web behavior

• Ability to collect, analyze,

• Real-time customer

• Ability to correlate response

(click-throughs, sale stage, conversion rates, etc.) and fine-tune web assets to influence customers

measure, and report on web data to rebuild digital assets to influence the customer experience

observation through customer flow / eye-tracking and clickstream analytics, etc.

to triggers (e.g., through multivariate testing) and to tailor digital interventions

DELIVER Social presence

Social plus mobile

Multichannel

• Basic presence on Social

• Digital and real-world

• Digital technologies to

• Ability to tailor digital



• Ability to dynamically

Networks

experiences enriched through mobile technologies, e.g., in-store QR codes, augmented reality, gamification, etc.

• Ability to deliver some

multichannel customer experiences (e.g., via Click to Call / Video Chat)

enhance commercial interactions, e.g., NFC, guided selling apps Ability to deliver experiences across channel (e.g., click-to-collect)

Real-time marketing experiences based on 360 degree view of the customer generate digital content based on real-time triggers and customer analytics

MANAGE Marketing asset management

Digital and social CRM • Ability to capture digital

• Ability to consolidate

marketing assets and manage centrally to reduce costs while retaining local relevance

• Ability to manage campaigns

through automated workflow

External Document © 2017 Infosys Limited



and social interactions in CRM tool, respond, and track Ability to generate targeted services and new revenue streams via digital channels and social content

Single view of the customer

Marketing optimization

• Customer interactions via

• Ability to optimize all

every channel – real world and digital – captured in customer hub

• Ability to generate insights

based on historical data and customer segmentation

aspects of the marketing mix based on customer data

• Predict outcomes for different combinations of offers and communication for each customer / prospect

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Go on – make my day! In a digital world, where customers have more information at their fingertips and ever-increasing expectations, as well as far greater influence over how brands are perceived, delivering a consistent experience across channels is no longer enough. This is a hygiene factor. Consumers, especially in developed economies, no longer trust large organizations, and are tired of being communicated to. The only way to hold their attention is to do something different – to innovate. Bold approaches that speak directly to customers on a personal level and make their lives fun and easy are required. If you do not make their day, they are never going to remember you.

About the Authors Shankar Krishnamurthy Senior Industry Principal and Practice Manager, Digital Marketing, Infosys Shankar leads the Digital Marketing and Customer Experience Management Practice at Infosys. He has over 18 years of consulting and large program management experience across manufacturing, financial services, insurance, and retail industries, and specializes in business process management, digital marketing, digital commerce, and social collaboration spaces. An avid evangelist of `digital everything,’ Shankar focuses on creating a digital ecosystem that lends itself to sustainable competitive advantage for organizations.

Nick Purdon Nick (Ex-Infoscion) used to lead Infosys Lodestone’s Digital Practice for Manufacturing. He specializes in sales and marketing effectiveness, with a focus on B2B organizations, especially in discreet manufacturing, hi-tech, and telco, having worked as a consultant in these industries for over ten years. Nick is passionate about helping organizations achieve success through better and more innovative customer experiences, especially via digital channels.

For more information, contact [email protected]

© 2017 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.

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