How can I make thishappen in my org? Information covered: * COVID and e-commerce case study - is e-commerce saving lives? * Product development, service delivery and go to market * Customer services and support * Technology delivery and enablement * Employee experience and org culture * Ethics and governance * Inclusion and diversity

1. Drive CX to the top of your
organisations agenda with these
powerful arguments
August 2020
1

2. Catherine Hills
@daughterofbev
2
20 Years in Tech
and Design
10 Years
specializing in
innovation strategy
2 Kids 1 Cat
Learning
Knowledge Sharing
Coaching Teams

3. As the late Bill Moggridge (1943 - 2012)
said about the one design principle that truly matters:
“... it’s probably about starting with the people."
3

4. If you were to pick the main accountable owner(s) of “Customer Experience” in
your organization, which would it be?
4
Design Product Marketing Research Sales Ops
Eng Support F&A HR Other humanity
Source: @johnmaeda

5. Drive CX to the top of your organisations agenda
with these powerful arguments
Is e-commerce saving lives?
5

6. 6
Source: Google News (current at 23 August 2020)

7. COVID 19
is changing
behaviours

8. Supermarkets have increased online selling to serve millions
more shoppers as the fear of being infected with Covid-19 has
driven demand from more vulnerable customers, including
elderly people and families avoiding public places.
Guardian UK, August 2020
8

9. 9
Source: Guardian UK, August 2020
Since the Covid-19 outbreak 60% of people are shopping online for
groceries more often. Of these…
41% say it’s the more convenient option overall
40% preferred not going to the shops
20% hadn’t considered it before
15% say it helps them plan for meals for the week
Guardian graphic | Source: OnePoll research. 2,000 UK adults surveyed in July

10. Throughput through the store (in customers per hour) = Number
of customers in the store ÷ Time spent in the store (in hours)
Little’s Law – Queuing Theory (1961)
10

11. 11
Melbourne residents queuing at Costco Docklands, August 2020
Source: The New York Times/Getty Images

12. 12
Source: HBR – Ramos/Getty Images (USA)

13. 13
Source: Safe Graph – Reopening the Economy https://www.safegraph.com/dashboard/reopening-the-economy-foot-traffic?s=US&d=08-18-2020&i=supermarkets

14. 14
Source: Coles Australia, August 2020

15. “Last year we forecast 12% of consumer spending would be
conducted online by 2021, yet with the seismic shift brought
about by COVID-19, we saw online hit 12% of total retail for
the month of March”
Australia Post 2020 eCommerce Industry Report
15

16. Major Cities and Regional Australia
Similar trends can be seen
when looking at different
locations around the
country. Very remote
Australia registered more
than 56% growth YOY in
April 2020, compared to
10.8% in 2019.
18.5% Major Cities of Australia 100%
Download
15.4% Inner Regional Australia 89%
12.9% Outer Regional Australia 72%
11.9% Remote Australia 64%
10.8% Very Remote Australia 56%
Major Cities and Regional Australia
2019
national
average
YOY growth
17.2%
April 2020
national
average
YOY growth
95%
Source: Australia Post E-commerce Industry Report April 2020
April 2020 2019 YOY Growth
16

17. 17
Source: FRED Economic Data, US Census Bureau

18. 18
Source: Office for National Statistics 2020 (Great Britain)

19. 19
Source: Business Insider July 2020
23.5%
April 2020
23.0%
May 2020
31.0%
June 2020
Source: ACI Worldwide, 2020
Methodology: This data comes from a monthly ACI Worldwide tracker
following commerce trends amid the coronavirus pandemic.
1015941922500
Global E-Commerce Transactional Volume Growth, By Month
Annually

20. 20
Consumers
CHANGING BEHAVIORS
Technology
EVOLVING EXPONENTIALLY
Business
NEW & CHANGING MODELS
THREATS &
OPPORTUNITIES
Source: Publicis Sapient 2020

21. The value
exchange is
the experience
fulfilled

22. 22
The customer experience is the sum of
every interaction a person has with a brand.
It’s the impression they are left with across
every stage of the customer journey,
resulting in how they think of the brand.
What is Customer Experience?

23. Desirability
Viability Feasibility
Is your value chain
sustainable over the
long term?
Is it solving the
right problem?
Will it strengthen
your business?
Value has three dimensions
Finding the sweet spot between customer needs and
wants and business value is how we extract
maximum ROI for our clients.
A desirable solution is one that is embraced
openly by your customers.
A viable solution creates sustainable business
value.
And a feasible one ensures we build on the
strengths of our client’s current and planned
capabilities.
Also known as, DVF.
We use value mapping and frameworks to prioritise
programs of work, and create backlogs to design
short and long term roadmaps to realise value
quickly.
23

24. 24
Great Experiences enable sustained growth
of a business through customer:
Acquisition: sales/adoption
Retention: loyalty, affinity & trust
Efficiency: reduce costs & effort
What is the value of Experience?

25. Value is considered across the full service chain
25

26. What makes
experiences
great?

27. Experience is the Brand
& the Brand is the Experience
Clement Mok

28. 28
Simplicity is about subtracting
the obvious and adding the
meaningful ”
“
JOHN MAEDA
Global Chief Experience Officer
Publicis Sapient

29. Who owns CX
in your
organisation?

30. For healthcare the word “customer”
should be “patients,” for government the
word should be “constituents,” and for
all non-profits the term will vary broadly.
30
Source: @johnmaeda
From the 2020 CX Report Survey (938
cleaned samples with 20% self described
as product or biz owner, 71% self-
described as design or research, and 9%
self-described as eng or tech). Results are
displayed proportionately.
10%
20%
30%
40%
50%
Product Marketing Sales
Engineerin
g
Research Support Operations F&A HR Other Design
CEO
(9%)
Everyone
(40%)
Product or Biz Owner Engineering or Tech Design or Research
“If you were to pick the main accountable owner(s) of ‘Customer
Experience’ in your organization, which would it be? Choose as many
as you like.”
John Maeda
Publicis
Sapient,
Global CXO

31. Traditional CX refers to a “Customer Experience,” but you only
become a customer after your purchase something. But CX usually
refers to the entire experience.
The left side says “brand” a lot, whereas
the right side uses “reputation.” It’s useful
to think of “brand” as an asset class that
increases in valuation when the product
is good, and it gets drawn down when
the product is bad.
31
Source: @johnmaeda
John Maeda
Publicis
Sapient,
Global CXO
The Cast
Marketing Folks
Sales Folks
Media Folks
Key Influencers
Ops Folks
Developer Folks
Design Folks
Content Folks
Research Folks
Data Scientists
Product Folks
The Cast
Product Folks
Business Folks
Supply Chain Folks
Customer Care
Ops Folks
Developer Folks
Design Folks
Content Folks
Research Folks
Data Scientists
Marketing Folks
BUYER
EXPERIENCE
PRE-PURCHASE
EXPERIENCE
CUSTOMER
EXPERIENCE
POST-PURCHASE
EXPERIENCE

32. Your
organisation is
your brand

33. Purposefully delivers on your brand promise
33
Your BRAND is a
promise you make to
your customers.
The EXPERIENCE
you provide is how
you express it.
Brand Experience
Promise
Fulfilled

34. Provides and creates value
34
CUSTOMER SUCCESS
MEASURES
Fulfils explicit &
implicit needs
Meets and exceeds
expectations:
fast, easy, trustworthy
Connects with me
emotionally & socially
Pride & self-image
BUSINESS SUCCESS
MEASURES
Revenue growth
Customer acquisition
& retention
Operational efficiency &
cost reduction
Employee purpose
& retention
VALUE TO
CUSTOMER
VALUE TO
BUSINESS
VALUE
EXCHANGE
ROI

35. Is greater than the sum of its parts
35
End to end CX transformation
Organisation
and Operations
CX
UX
Front stage
• All customer touchpoints
• Store
• Channel/retail
• Call centre
• Service
• Fulfillment
• Marketing
Digital customer
experience
• Web
• Mobile
• Kiosk
• Wearables
• IoT
Back stage
• People
• Policy
• Process
• Product
• Pricing
• Operations
• Technology
The CX community often comes to the conclusion that EX (Employee Experience)
lies at the crux of an organization’s ability to become truly customer-centric. I
agree with that 100%, and that’s why I’m partial to the SHRM.
Source: @johnmaeda @sdnetwork @digital_gov

36. Our LEAD framework drives a holistic approach to experience transformation
36
VISION
Value Exchange
PURPOSE
ENABLERS
OPPORTUNITIES
MEANING
PROPOSITIONS
LIGHT
ETHICAL
ACCESSIBLE
DATAFUL
STRATEGY EXPERIENCE

37. How can I make this
happen in my org?
37

38. Part 1
Product development, service delivery
and go to market
38

39. Product development, service delivery and go to market
39
Our marketing engines are enabled to work quickly – the
technology has advanced significantly
We need to pick up speed on the product, system and
service experiences as we move into product development
and service delivery
These services need to be synced and supportive in their
co-interactions to make sure customer expectations are met
and exceeded
Teams need throughput on value pooling and opportunity
spaces for innovation/improvement
The creation of value exchanges for customer data is
paramount now we have issues with personal information
sharing pervading the technology industry
Business must support governance and contribution to
ethical AI in the use of customer data
Data enriched experiences must be society centered and
business regulated to maintain consumer trust

40. The relative speed of the pre-purchase computational experience compared
with the post-purchase CX differ because…In the Beginning, digital marketing
was born
40
“Marketing” “Product”
Example
Websites take
Changes To Copy
And Images Quickly
Example
Sophisticated
Web Experiences
Change Slowly
The simple distinction between pre-and post-purchase as marketing versus product doesn’t work as well anymore
due to the increased tech needs in marketing system today, and also with marketing’s ownership of customer loyalty
Source: @johnmaeda
Shared
Customer
Insight
Shared
Customer
Insight

41. Part 2
Customer services and support
41

42. Customer services and support
42
Customer services and support must co-exist within the
‘dataful’ experience
These factors improve trust and relationship building
between the brand and the customer
The experience and brand are interpedently oriented
towards services and support because this validates the
‘happy’ path or positive experiences the customer has
The automation of human interaction must be
choreographed against customer expectations
Voice of the customer must be captured episodically
against customer interactions
Customer interactions must be understood via data
feedback loops
These feedback loops drive better usability and
satisfaction and therefore the experience of the brand and
customer trust/loyalty

43. Part 3
Technology delivery and enablement
43

44. Technology delivery and enablement
44
Fast seamless experiences feel like ‘magic’ and light
The people who delivery these experiences must be
enabled to learn and upskill quickly
The delivery of technology must be scalable and support
the business and customer experience vision
Trade off calls must be made about new technologies
versus just enough solutions to measure value effectively
before investment becomes poorly judged system legacy
Forecasting is needed so customer expectations are
matched by wisdom of the organization to create best in
class solutions via customer led discovery
Futurism is worth paying attention to in workforce
learning, platform and tech decision making and
capability uplift in order to scale
Relevance and security is always key, without it customers
will not wish to create a relationship with the brand

45. Part 4
Employee experience and org culture
45

46. 1. Be customer-centric.
2. Care for your employees
3. Leadership matters.
46

47. Employee experience and organizational culture
47
Without an intrinsic organization knowledge of customer
experience vision the organization will struggle to deliver
value to customers
Employees must be organized around delivering customer
value
Value streams must be nimble and responsive
Data must be collected, analysed and interpreted with
knowledge and confidence by systems and employees
in order to create better decision making practices
within orgs
Without best practice decision making skills executives and
staff will not be empowered to act quickly and with
wisdom, risking the relationship between brand and
customer
It is therefore paramount that employees become data
literate and executives can make confident decisions via
insights
Insights must be generated by experienced experts trusted
to convert this information into knowledge and a shared
understanding of customer needs within the org

48. We fundamentally believe that the customer experience is interlinked
with the employee experience
48
Experience defines the vision
Employee
Experience
Customer
Experience

49. “The CX community often comes to the conclusion that
EX (Employee Experience) lies at the crux of an
organization’s ability to become truly customer-centric. I
agree with that 100%, and that’s why I’m partial to the
SHRM.”
@johnmaeda @sdnetwork @digital_gov
John Maeda – The CX Report 2020
Better Workplaces, Better World https://www.shrm.org/
49

50. “ The hallmark of a well-run development engine is a
development cadence that is brisk in bringing new products to
market without burning out its builders.”
By Megan Quinn
50

51. 51
B
Business
Transforming
Itself
C
Consumer
Transforming
Themself
E
Employee
Transforming
Themself

52. Part 5
Ethics and governance
52

53. Ethics and governance
53
A charter of ethics and governance will underpin and extend the
customer experience to provide scaffolding to support interaction with
your brand
Injecting ethical contributions into the customer experience provides a
value exchange that is much more powerful than the transactional
exchange of data alone
By investing in data security, data governance and differential privacy
in the use of customer data, as well as conserving privacy and
confidence in the exchange and repositories that contain this customer
information, businesses will support better up and downstream
interactions with customers over time, in relation to customer privacy,
trust and confidence
The employee experience of decision making will be empowered via
explainable AI – no longer will the inmates be running the asylum –
an organizational mindset and understanding of data will be healthy,
reviewed and sustainable.
Ethics and governance will in turn positively impact the employee
experience and company culture, providing a more meaningful
mission for staff and brand resonance for customers
Confidence that data is not biased in the collection and interpretation
of data is paramount to an inclusive customer experience
Machine learning and AI must comply with ethical standards and
governance frameworks that employees buy into to support a better
customer experience

54. Part 6
Inclusion and diversity
54

55. Inclusion and diversity
55
Designing for many means innovation is possible
The new ‘normal’ demonstrates how important it is to consider
equity in all interactions – and regain customer trust eg. Banks
Societal design is more than just human-centered, this guides us
to be cognisant of futures that we are currently creating and, for
many, already living as well as our environment both built and
natural
The anti-ethics of designing with privilege and without
participation of customers both existing and potential is
outdated, we are in an age of rapid acceleration
The risk mitigation of customer knowledge and vision has
impacts on technology, data, employee culture, capability and
legacy that have lasting effects that can impact an organization
positively
Placing guardrails around conduct, culture, diversity, customer
interaction and inclusion creates tangiable goals that can be
improved over time and attained more easily in the
immediate future
The mirroring of customers both current and future may assist
your organizational knowledge and growth.

56. DESIGN
STRATEGY
THINK
DESIGNING THE RIGHT THING
DESIGN
CRAFT
DO
DESIGNING THINGS RIGHT
How we create and deliver
differentiated experiences is through Design
56

57. Desirability
Viability Feasibility
This is HOW we work together.
We believe in the power of T-shaped talent and
blended teams. We work together seamlessly in a
holistic collaborative, consultative & creative
problem solving and value realisation process.
Desirability Experience
Who is the customer? What are their needs and goals? What
do they value?
Viability Strategy & Consulting
What are the purpose and objectives? What are the
constraints? What value will they realise?
Feasibility Engineering & Product
What do we have, and what do we need to meet
business objectives and customer needs?
Strategy & Consulting
Experience
Engineering &
Product

58. thank you
copyright publicis sapient | confidential 58