Paul Greenberg, The 56 Group, LLC

1. Paul Greenberg
2013
LEFT BRAIN MEET RIGHT BRAIN: CUSTOMER
EXPERIENCE, BUSINESS BENEFITS, AND HOW WE
FEEL ABOUT IT ALL

2. “CRM is a philosophy and a business
strategy, supported by a system and a
technology, designed to improve human
interactions in a business environment
Source: Searchcrm.com

3. “CRM is the only science of business that
attempts to reproduce an art of life.”
Source: SkipWalters.net

4. “If a customer likes you and continues to like
you they will continue to do business with
you. If they don’t…they won’t”

5. The Basic Premise
What businesses value and what
customers value are different

6. • Meaningful experiences/customer value:
– Accomplishment (sense of satisfaction in achievement)
– Beauty (pleasure to senses & spirit)
• Bang & Olufsen
• “Form follows function” (Louis Sullivan)
– Creation (producing something new – lasting contribution)
– Community (sense of unity with others – common purpose)
– Duty (applying self to responsibility)
– Enlightenment (understanding through reason or logic)
– Freedom (sense of living without unwanted restraints)
– Harmony (pleasing relationship of parts to whole)
– Justice (feeling of equitable & unbiased treatment)
– Oneness (unity with that around you)
– Redemption (deliverance from past failure or problem)
– Security (freedom from fear of loss/worry)
– Truth (commitment to honesty/integrity)
– Validation (sense of being valued individual worthy of respect)
– Wonder (awe of something beyond understanding)
Source: Making of Meaning: How Successful Businesses
Deliver Meaningful Customer Experiences –
Diller, Shedroff, Rhea (2006)
The Basic Premise

7. FEELINGS ON A SCALE OF…NOT

8. In love Love Like a lot Eh Don’t like Hate
Feelings on a Scale of…Not

9. • Customer intersects but…
– That’s only part of the life of a
customer – and…
– This has serious implications
for customer experience and
its treatment
PVCEVC
Vendors/
Suppliers
Friends Family
Everything
Else
Going On
Other
Companies
External
Agencies
Partners/
Channels
EVC
Company
Part of PVC Intersects EVC Customer

10. Keep in mind, that because people have
“personal value chains,” there are things
your business cannot control….

11. But there are things you can…

12. DESIGNING & MANAGING THE EXPERIENCE

13. • The objective:
– The customers’ experiences should be good enough to ideally create “a company like me.”
– This should result in something that provides mutually beneficial value to both customer and
company
• The ideal results come in four parts:
– The ordinary is kept ordinary
– Customers’ expectations are met and occasionally exceeded.
– A flexible approach, processes/best practices, and ongoing cultural/organizational support are
institutionalized.
– The customer feels good about their involvement with you – no matter what form it takes.
Designing and Managing

14. • Behavioral
– “My high-level definition is that influence is the ability to change someone’s
thought or actions. You either change someone’s sentiment or opinion or feelings
about something, or you change their actions. A purchase, the referral of a
friend, staying loyal – all of these are behavior changes.” – Michael Wu, Chief
Scientist, Lithium Technologies
Designing and Managing

15. • A combination of some or all:
– Products
– Services
– Tools
– Consumable Experiences
Designing and Managing

16. When the ordinary fails, the impact is greater on the
experience then when the extraordinary and luxurious
fails, because there is no expectation of possible failure of the
ordinary.
Designing and Managing

17. MAPPING THE EXPERIENCE

18. How to start: First steps
– Make sure that the perception of and the vision for the customer
experience are consistent across the company
– Be certain that you have a CRM strategy for the entire value chain
before you execute on the plan
– Remember you will be involving your customers directly
Mapping the Experience

19. The customer map
– The interaction
• Granular process
• Multi-channel
– Expectations against the interaction
• As important as the interaction itself
– Weight of each interaction will vary from customer to customer
• Will vary with individual customer potentially day-to-day
Mapping the Experience

20. “We need to do this because the industry is highly competitive… All of the
competitors are willing to cut prices and they are improving services daily.
We need them to be exceptional.” – Sandra De Zoysa, CCO, Dialog Axiata
Mapping the Experience

21. Mapping the Customer Experience
– Survey the customer’s response to each point of interaction – in depth
interviews
– Make sure that senior management conducts at least some of the
interviews
• Notorious for not ever speaking with customers in their present
positions
– Compensation to the customers who participate
– Choose customers from representative segments
Mapping the Experience

22. Never presume for the customer
– You don’t know what emotional weight they give the interaction
– You don’t know what caused that reaction to the interaction
– You don’t know why the customer remembers what they remember
While doing the interview, ask them general questions designed to trigger
their memories, but do not guide them
– Its what they remember, not what you want them to remember
Mapping the Experience

23. Visual (or verbal) cues provide information
but, you still have to interpret & judge.
Mapping the Experience

24. What does this
picture tell you?
I’m
asleep
I’m
frustrated
I’m dead
Mapping the Experience

25. CASE STUDY: DAVID’S BRIDAL
25

26. Greeting & Registration
– Were you greeted when you first came
in? If yes, can you describe how you were
greeted?
– How would you describe the
mood/personality of the person who
greeted you? Do you remember what
he/she said? If no, where did you
go, what did you do?
– Did any employees ask you if you needed
help?
– How do you feel about not being greeted?
– Did you register? If yes, can you describe
what happened?
– Did the greeter give you a registration form to
fill out or did she fill out the form for you?
– What did you think of the length of the time it
took to register?
– Were you given catalogs to look through?
– Was there a consultant called over
immediately or were you given a realistic time
of how long you would have to wait?
– How long did you have to wait for a
consultant to come over and help you?
Mapping the Experience

27. Consultation & Product Selection
– What did you think of the consultant
you worked with? How would you
describe the personality/mood of your
consultant?
– Did your consultant listen well and
show you gowns that were similar to
what you requested?
– Was your consultant knowledgeable
about the product/store policies?
– Did your consultant spend adequate
time helping you?
- Can you describe your experience shopping
for the gown? Did you pick out the dresses
you wanted to try on or did your consultant
pick for you?
- Did your consultant show you different
styles, colors of wedding gowns? Did your
consultant help you pick out coordinating
accessories to go with your gown?
- How did you feel while trying on your gown?
- Did you visit the store more than once before
deciding to buy your gown? If yes, how many
times?
Mapping the Experience

28. Other high level examples of questions for mapping
– Can you describe your experience shopping for your bridesmaid
dresses?
– How did your checkout go?
– Did you have to order anything? If yes, what happened
there, how did the process go?
– What happened with David’s Bridal between the time you
ordered your dress and picked it up?
Mapping the Experience

29. CASE STUDIES: MANAGING THE EXPERIENCE

30. • Colombian Telco
• Targeting residential
service for CTOs

31. Justin Timberlake
“He seems to not take himself
too seriously and that moxie
can take you a long way. It’s
one thing to passively watch
someone on YouTube. Its
another to spend $10 on an
album. Personality points help
get that wallet opened.”
Keith Caulfield, Billboard assoc.
director of charts/retail

32. • He carefully manages the
“Timberlake Experience”
– While releasing The 20/20 Experience
• He did few interviews
• Alignment with trusted brands
– Went only on key shows – e.g.
Jimmy
Fallon, SNL, SXSW, Grammies
– Target-only edition
• Controls the consumable
experiences
Justin Timberlake

33. DELIVERING THE EXPERIENCE
The Quality of Engagement

34. THE PHILADELPHIA FLYERS

35. Delivering the Experience
• The overarching strategy
– Engage the fans all ways
– Know each fan’s individual
lifestyles to customize
accordingly
– Measure, measure, measur
e, learn, learn, learn
• Two programs
– How You Doin’?
– Early Birds

36. Flyers’ Fan Engagement
Program
“The How You Doin’? Program is the culture of this
organization. We are always making sure that we aren’t just
implementing software, but are embedding the philosophy and
outlook into everything we do internally and externally.” -
Shawn Tilger, SVP Business Operations, Philadelphia Flyers
Delivering the Experience

37. How You Doin’? Program
– All staff at both HQ and Wells Fargo Center
trained to:
• Greet everyone who comes into
stadium
• Answer questions for all comers
• To go above and beyond for customers
– Staff are rewarded for their success at
transmitting the experience
• Can be nominated by fans
• Get prizes and bonuses
Help drive
renewalsDelivering the Experience

38. How You Doin’ - Facebook How You Doin’ – Linkedin
Delivering the Experience

39. • 87% of all fans
greeted
• 97% were highly
satisfied
Doin’ Fine!

40. Delivering the Experience

41. Delivering the Experience

42. • Cool or not, this is still a
business decision that
needs to see a return
• Went to incentives
based program
Delivering the Experience

43. • The Early Bird Game Plan: Seasons Ticketholder
Renewals & Acquisitions
– Client development department
– Account reps assigned hundreds of accounts each
– Use Turnkey to analyze all season ticketholders
• Likelihood to renew
• 10 categories of criteria
• 5-star system
– All renewals loaded into system with profiles and ratings
Delivering the Experience

44. • The Spot Event – 2-3 stars
– They book the Hall of Fame Room
at Wells Fargo Center for happy
hour
– Season’s ticket holders
– From ice cream, to ice
cream, beer, wine, snacks
– Renew today
Delivering the Experience

45. • The Experience
– Customers felt that they were getting personal
attention in a room that also reminds them of the
team’s rather storied history.
– They get food and drink – which really isn’t a lot
but the combination makes the wavering ticket
holders feel good.
– “You don’t have to have luxury, you only have to
feel luxurious.”
Delivering the Experience

46. Delivering the Experience

47. The Results?
– From 2010 through 2012, seasons ticket renewals
were up more than 1000 from the previous year.
Delivering the Experience

48. • The Steps
– Develop an engagement strategy
– Define what you’re going to need to do and to have
– As you get what you need to have, start doing what you need to do
– Flyers case
• Strategy
• Customer knowledge – KEY segment: KEY individual
• Designing the experience
• Training for staff
• Compensation for staff – reinforcement of the strategy
• Be clear on ROI or outcome
• Implement
Delivering the Experience

49. CHOICE, CIRCUMSTANCE, CONTEXT

50. • The customer experience is
often decided in the first
few minutes of the
interaction
– That means the choices made
by the company in the initial
stages are critical to the
results by time interaction
ends.
Choice, Circumstance, Context

51. • Expectations driven by the
general hotel experience
– Easy check-in
– Recognition of elite status
– Courtesy regardless of status
– Willingness to explain decisions
– Consideration of marital status
– Clean rooms
– Respect for individual customer’s
“space”
– Efficient room service
– Easy checkout
51
Choice, Circumstance, Context

52. • The hotel experience – choice
– No points at check-in unlike any other hotel
– Lack of courtesy – refusal to explain why this
happened.
– Lack of consideration of marital status – double
beds w/o any foreknowledge
– Lack of respect for individual customer’s day –
two attempts to sell timeshare w/in hour
– Inefficient room service
– Not easy checkout – no one at a NY hotel in the
early morning.
• The hotel experience –
circumstance
– Non-working room keys
– Broken lamp
– Jammed shower handle
– Large “unlabeled” lobby –signs difficult to find
• The hotel experience –
context
– Multi-tiered internet pricing
– No offer of any concern for late customer service
– Dark room – but there was a broken lamp and
poor experience
52
Choice, Circumstance, Context

53. Circumstantial events wouldn’t
matter as much
53
Choice, Circumstance, Context

54. The Hilton lost a contract that was
theirs to keep
Choice, Circumstance, Context

55. ADVOCATES + COMPANY = LOVE*OUTCOMES

56. • A continuously excellent experience drives advocacy
– Meeting expectations for things important to the customer
– Exceeding expectations on occasion to delight the customer
– Consistency of the interactions regardless of channel
– Engagement at the level the customer is looking for at the time
Advocacy

57. The 360° view of the customer is no longer the
holy grail. It’s a pre-requisite.
The Outcome?

58. The new holy grail: A company like me.
The Outcome