The Next Generation of Customer Experience
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By 2020, 50 percent of U.S. workers will be millennials. With three generations in the workplace, gaps are starting to emerge and it’s affecting your business inside and out. Is your brand making a splash or missing the boat? And who really should be in charge of your brand? Find out how to leverage this sea of change to ensure your efforts are helping move your business forward.
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The Next Generation of Customer Experience
- 2. 2 Leader Of The Brand
- 3. 3 Leader Of The Brand Generational Influences:
- 4. of U.S. workers will be millennials within a decade. 4 Leader Of The Brand 50%
- 5. 5 Leader Of The Brand
- 6. 6 Leader Of The Brand
- 7. 7 Leader Of The Brand 1946-1964 • Workaholics (live to work) • Face time • Process before results • Challenge authority but shifted to time=authority • Team players • Love pep talks and public recognition • Communication: face-to-face, memos, phone calls anytime Boomers
- 8. 8 Leader Of The Brand 1965-1980 • Work/family balance (work to live) • Self-reliant • Work smarter, not longer • Acquire skills for next job • Want workplace independence • Don’t like office politics • Informal recognition (days off) • Honest feedback • Communication: cell phone, email, called at work (not at home) Generation X
- 9. 9 Leader Of The Brand 1981-2000 • With technology can work flexibly anytime, anywhere • Expect to be evaluated on final product, not the process • Collaborative • Want mentors • Continuous learning • Informal, real-time communication (hallway conversations) • Communicates: internet, email, text, social media Millennials
- 10. Aligning Them: More Than Message 10 Leader Of The Brand
- 11. Chief Experience Officer 11 Leader Of The Brand CEO
- 12. customers are more like 12 Leader Of The Brand B2B B2C
- 13. of customer experience investments are ineffective. (Accenture) 13 Leader Of The Brand 48%
- 14. 14 Leader Of The Brand • Boomers: technology is acquired, prefer face-to-face, memos, phone calls anytime • Generation X: technology is assimilated, prefer mobile, email, called at work (not at home) • Millennials: technology is integral, prefer mobile, email, text, social media Reaching customers
- 15. through the buying cycle by the time they interact with you. 15 Leader Of The Brand 57%
- 16. 16 Leader Of The Brand of purchase decision makers were millennial (Milward Brown Inc. and Google, 2014) 46%
- 17. 17 Leader Of The Brand of buyers used video to help with decision making (Milward Brown Inc. and Google, 2014) 70%
- 18. 18 Leader Of The Brand • Highly value word of mouth • Research online—checking ratings, reviews, etc. via mobile • Rely on information provided by vendors (remotely, i.e. email). • Brand experience should be seamless. • Loyal if customer service experience is topnotch. • Social media a means of accessing deals. Companies need to become infused in their conversations • Value ease of doing business Millennials
- 19. 19 Leader Of The Brand • Take consumer decisions in their own hands. • Value over status. • Want forthrightness, transparency and guarantees. • Multi-channel: mix of digital (including mobile), social, and traditional marketing. • Rely on 3rd party articles/blogs/reviews. • Want assurances they will be satisfied with their purchase. Generation X
- 20. 20 Leader Of The Brand • Traditional advertising: • Print • Television • Radio • Billboard • Advice from sales reps. • Handshake deals. • Rely on tradeshows. • Want a vendor’s ability to respond quickly. Boomers
- 21. 21 Leader Of The Brand • Care about the experience as well as: • Quality • Price • Value • Research online • Use new technology to research Shared traits
- 22. 22 Leader Of The Brand
- 23. 23 Leader Of The Brand
- 24. From the inside, out 24 Leader Of The Brand
- 25. of U.S. workers are not engaged in their jobs. (2013 Gallup “State of the Global Workplace) 25 Leader Of The Brand 70%
- 26. Ratio of fully engaged customers to actively disengaged customers in the average organization. (Gallup) 26 Leader Of The Brand 0.8:1
- 27. Ratio of fully engaged customers to actively disengaged customers in a world class organization. (Gallup) 27 Leader Of The Brand 8:1
- 28. Employee retention 28 Leader Of The Brand 54%# 89%#Customer satisfaction 4x# Revenue growth
- 29. 29 Leader Of The Brand
- 30. 30 Leader Of The Brand • Money AND Mission AND Purpose • Flux – willingness and ability to adapt • Power of “no” • Meaning is primary motivation • Purpose • People • Products • Process The best…
- 31. The 11 Questions 31 Leader Of The Brand
- 32. 32 Leader Of The Brand The 11 Questions 1.What’s The Challenge? Lay out all challenges & sub-challenges, as well as why they’re important.
- 33. 33 Leader Of The Brand The 11 Questions 2. Whose Perceptions Matter? All external and internal audiences & influencers.
- 34. 34 Leader Of The Brand 3. What’s Going On? Industry & company situational analysis. Research, studies, interviews, e-mail surveys, etc. The 11 Questions
- 35. 35 Leader Of The Brand 4. What Do People Think? Perceptions from all audiences & influencers as they stand now. The 11 Questions
- 36. 36 Leader Of The Brand 5. What Are You Really? Brief analysis of company/product The 11 Questions
- 37. 37 Leader Of The Brand 7. What Will You Tell Them? A brief, concise message. The 11 Questions
- 38. 38 Leader Of The Brand 8. How Will You Speak? Descriptive terms about your voice/personality. The 11 Questions
- 39. 39 Leader Of The Brand Fluid Brand Audiences A B C D E Brand How do you feel? It’s outside the old traditional thinking of consistency in building a brand. Instead… It drives for consistency of response with a wide variety of audiences.
- 40. 40 Leader Of The Brand 10. How Does It Look to the World? What are you going to show them at every touchpoint? What are your standards? The 11 Questions
- 41. 41 Leader Of The Brand 11. How’d It Do? How you decide to measure it. The 11 Questions
- 42. 42 Leader Of The Brand
- 43. 43 Leader Of The Brand 35% sales increase within months of brand launch Reached $1 million monthy sales goal ahead of schedule 100% customer retention during and after the transition Highly engaged employees committed to the DLC story Competitors emulating approach Results:
- 44. 44 Leader Of The Brand
- 45. 45 Leader Of The Brand
- 46. 46 Leader Of The Brand
- 47. 47 Leader Of The Brand
- 48. 48 Leader Of The Brand
- 49. 49 Leader Of The Brand
- 50. 50 Leader Of The Brand
- 51. 51 Leader Of The Brand
- 52. 52 Leader Of The Brand thankyou.
- 53. 53 BMO Financial Group | Capabilities Presentation
- 54. 54 BMO Financial Group | Capabilities Presentation
- 55. 55 BMO Financial Group | Capabilities Presentation
- 56. 56 BMO Financial Group | Capabilities Presentation
- 57. 57 BMO Financial Group | Capabilities Presentation
- 58. 58 BMO Financial Group | Capabilities Presentation ADVERTISING PR REPUTATION WORD-OF-MOUTH
- 59. 59 BMO Financial Group | Capabilities Presentation ADVERTISING PR WEB / DIGITAL REPUTATION DIFFERENTIATION VALUE PROPOSITION
- 60. 60 BMO Financial Group | Capabilities Presentation BRAND INTERACTIONS RELATIONSHIPS ENGAGEMENT MISSION
- 61. 61 BMO Financial Group | Capabilities Presentation ENGAGING MESSAGING BRAND EXPERIENCE INTERACTIONS RELATIONSHIPS ENGAGEMENT ALIGNMENT TRANSPARENCY AUTHENTICITY
- 62. 62 BMO Financial Group | Capabilities Presentation ENGAGING MESSAGING BRAND EXPERIENCE INTERACTIONS RELATIONSHIPS ENGAGEMENT ALIGNMENT TRANSPARENCY AUTHENTICITY
- 63. 63 BMO Financial Group | Capabilities Presentation ENGAGING MESSAGING BRAND EXPERIENCE INTERACTIONS RELATIONSHIPS ENGAGEMENT ALIGNMENT TRANSPARENCY AUTHENTICITY
- 64. 64 BMO Financial Group | Capabilities Presentation
- 65. Self Test 65 Leader Of The Brand • Imaginasium
- 66. We have a clear position statement that guides the direction of our organization’s brand, and it’s understood by everyone within our walls. 66 Leader Of The Brand
- 67. We have clear expectations for our culture, vision, and values, and they’re understood and “lived” by our entire staff. 67 Leader Of The Brand
- 68. Our brand experience is integrated into all departments and touchpoints vs. just being a product of sales, marketing, or customer service. 68 Leader Of The Brand
- 69. How we sell and deliver our products and services is completely in step with our culture, vision, and values. 69 Leader Of The Brand
- 70. Our customers see and understand the clear difference between us and our competition. 70 Leader Of The Brand
- 71. We’re satisfied with the level of our customer complaint numbers. 71 Leader Of The Brand
- 72. We’re satisfied with the amount and frequency of repeat business. 72 Leader Of The Brand
- 73. We have an integrated communications plan that engages both customers and employees. 73 Leader Of The Brand
- 74. We’ve charted our desired customer experience and what should proactively happen at each customer touchpoint. 74 Leader Of The Brand
- 75. Our employees understand their role in the customer experience and have what they need to deliver on our promises. 75 Leader Of The Brand
- 76. We clearly know how our Unique Selling Propositions (what makes us the clear choice) directly lines up with our customers’ Unique Buying Propositions (what they truly want from us). 76 Leader Of The Brand
Editor's Notes
- I’m 50! Wife: act 12 – 17 Feel: 25 Work: 40 Uniquely qualified or in need of intensive therapy – AGE AGNOSTIC! Daughter: 50 new 30 Son: parking spaces
- Boomers retiring. Millennials entering. Not enough GenX to fill boomers shoes. Better start looking through millennial eyes: CX, recruitment, culture, communications
- Where do you fall on this list? SHOW OF HANDS!
- Boomers retiring. Millennials entering. Not enough GenX to fill boomers shoes. Better start looking through millennial eyes: CX, recruitment, culture, communications
- Show video -- Talk about Puritans/Adams…EVERY GENERATION! Need to meet expectations of all groups—blending the old, with the new. Boomer salesperson work with millennial customer. Vice versa. Your company can fall out of alignment as well if you don’t look inward at where the gaps are. Look at 3 generations:
- Show video -- Talk about Puritans/Adams…EVERY GENERATION! Need to meet expectations of all groups—blending the old, with the new. Boomer salesperson work with millennial customer. Vice versa. Your company can fall out of alignment as well if you don’t look inward at where the gaps are. Look at 3 generations:
- Starting to retire. A few key points about the Boomer generation: They value success Focus on long hours Good team players Gifted in political correctness Will go the extra mile Anxious to please Dislike conflict Judgmental if disagree Peer loyalty They’ve acquired technology skills through work. They want respect from younger workers. Skills are part of success, but not as important as work ethic and face time Communication Diplomatic Present options Face-to-face Meetings Get consensus Like praise Title recognition Public Recognition Awards for hard work/long hours Need to be valued/needed
- JAN BRADY! Stuck in between the Baby Boomers and Millennials, it’s the middle child screaming for attention. In the 90s, they were called the slacker generation, but they are anything but. Known as the latch-key generation, they grew up with two working parents who were never home. Because of that, they place an emphasis on work/life balance. They are jockeying to get into the upper level positions… A few key points about the Generation X: They value time They’ve assimilated technology skills through work and home. They are not digital natives, but very comfortable with technology Work ethic is important, but not as much as skills Adapt well to change Direct communicators Good task managers Multitaskers Thrive on flexibility Want feedback Mistrusts institutions Dislike authority Prefer casual environment Communication Call me only at work Cell phone/email Blunt/direct Sound bytes Don’t micro-manage No jargon What’s in it for me More interested in benefits and time off Give structure, some coaching, but supervise hands-off Work to live, not live to work Work with you, not for you
- Millennial generation has been hyped since entering the workforce in 2008.These are digital natives who grew up with technology. They were raised under heavy supervision and scheduling. They feel everything they need to know can be found by the device always found in their hands. A few key points about Millennials: They value Contribution Technology is integral to their lives They are comfortable with authority figures to the point of casualness Training is important and motivated. Will leave at 5PM on the dot, but connected. Expect open, honest communication from all levels
- Generalizations You can teach an old dog new tricks. As a leader, you need to guide your management team and your sales teams to be responsive. The world is changing rapidly. So where do you start? So how do you rethink your business? Let’s look at this first from the customer side.
- Provide Context Create Opportunities Lead Change Set the Tone Provide Clarity Adapt Cheerlead Embody the Brand
- Paradigm shift: we’re all consumers, and the expectations are there for you to perform the same way. As for your workforce, millennials will be looking at your company to operate like a B2C. Is your website optimized for mobile? Are you monitoring blogs and social media where your customers hang out? Are you reaching out to your customers through the mediums they frequent? Is your customer’s experience seamless? Or are you losing customers because there is misalignment? Are you ready to make these changes? Do you know how to get there?
- In today’s world, it’s easier for customers to leave earlier in the sales cycle because: Your website’s not cutting it Your customer service is not good Sales guy forgets about the customer after they make a purchase Only 25% of B2B companies prioritize customer experience and achieve financial growth. They excel in both customer experience strategies and execution capabilities. Customer experience is also centralized in a C-suite position, tied into profit and loss, and pushes collaboration between marketing, sales, and service.
- Are you reaching customers in the way they expect to be reached out to?
- In today’s world, it’s easier for customers to leave earlier in the sales cycle because: Your website’s not cutting it Your customer service is not good Sales guy forgets about the customer after they make a purchase
- Millennials are twice as likely to use a mobile phone to research B2B purchase decisions as 45-55 year olds, 3x more likely than those over 55
- OUR WAY OF DOING BUSINESS IS CHANGING. Each group:
- Millennials will be changing the way we do business. Digital is important and needs to always work. It’s the gateway to securing Millennials (and even Gen X and Boomers) as your customer. What is your mobile site like? What are people saying about you? Is your website the best and can be? Is your thought leadership showcasing your expertise? Your customer will be connecting with you (good or bad) through online, social, mobile, text, email, call center, sales. Is the experience seamless? Are you there to meet them where they want to be met? Where are your holes and how can you fill them? How can you personalize the experience for each individual customer’s needs? Are you losing customers because you’re not meeting their expectations? Most importantly, you still need face-to-face interaction. From reaching out for first contact to solving customer service problems. Are your employees truly engaged and empowered?
- Gen Xers are skeptical consumers but very comfortable with technology. Initially brought to social media with intention to connect with old friends. First to use internet and computers as part of daily lives—habitually research every purchase.
- Boomers will research online, but respond to more traditional vehicles. Boomers are also on social media—more to keep up with family—but they are also on LinkedIn. If you have a millennial sales person, and your customer is a boomer, is there a disconnect in expectations?
- Although they seem different, they share many traits. Both groups research online, but Millennials are more like to use their smartphones for that research. All groups are adopting new technology, just at different rates. How do you embed the customer experience formally into day-to-day operations across both digital and traditional channels, and emphasize accountability for results across the board.
- Talk about the customer journey. If millennials expect to stay digital across sales and service, what are you offering? And are you weeding out ineffective programs and assets across the journey, or are you piling on more and more? Where do boomers find awareness vs. millennials and gen x What gets them to consider and evaluate? How will they show their advocacy?
- What provides an excellent customer experience comes from aligning your brand. Your customer’s service experience is only as strong as your weakest link.
- Think about it, 70% of your employees are not engaged, or even hostile. You may be doing business the same way you have had for years. Is that going to work with today’s Millennials? Probably not, and they are going to go where they will be engaged. Why is that important?
- Impact on customers
- 10 times larger than the average organization’s ratio
- Rob Goffee and Gareth Jones reported in the Harvard Business Review that companies with highly engaged people out perform firms with the most disengaged workers by: <bullet points> Engagement Flaws: Leaders don’t own engagement – delegated to HR/Communications Treat the workforce as a homogenous entity Initiatives don’t line employee behavior to customer experience Discounting the power of brand as a vehicle for individual behavior change and organizational transformation. Brand is the lens through which customers view us and must be the lens for defining performance. Top-down leadership will be trumped by market-based decisions made by employees closest to the customers. Leaders have to become comfortable with ambiguity, and be agile in reacting to quickly changing marketplaces. i.e., the Ritz-Carlton
- Steve Ellis, CEO of Chipotle – food with integrity Tim Cook, CEO Apple of – advancing humanity Indra Nooyi, CEO of PepsiCo - performance with purpose. Also balance long term needs of company w/ short term expectations of shareholders “The more they focus on something beyond money, the more money they make.” Find and live your mission becomes your greatest competitive advantage Harvard Business School Management Professor Hirotaka Takeuchi inside-out approach . . . . Strategy comes from the heart Need to think through the corporate environment that helps leaders and employees try to live by the company’s mission. Saying no keeps the focus on the passion Robert Wong, executive creative director of Google Creative Lab lists the four Ps
- Pick three to five, depending on your audience. They can raise their hands for a “yes” or “no.” Ask how they did and direct them to take the full alignment test on our website.