SlideShare uma empresa Scribd logo
1 de 13
POST Magazine
Ebusiness Strategy Event

                                     Visibility | Insight | Answers
March 25, 2009


Geoff Galat, VP Marketing & Product Strategy


                                          © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
Harris Interactive Survey Reveals…
  Far-Reaching Effects of Online Experiences

                4th Consecutive Year              Immediate Business        Rising Expectations                                “Echo Effects”
                of Pervasive Online               Impacts: 2 waves of
                       Issues                       abandonment

                                                                                                         87%                   77%

                                                           2nd wave: Of those who
                     9 in10                                then experience bad
                                                           customer service,
                                                           another 42% abandon
                                                1st wave
       2007
       2008                                       49%              42%
                                                             40%
                                         37%




                  Consumers                …abandon or         … contact        … Expect a                                    …share their
                  experienced issues       switch to a         customer service transaction to                                experiences with
                                           competitor
                  when completing                                               work, the first time                          others (both online
                  transactions and                                                                                            and offline)
                  then…

Source: 2007, 2008 Harris Interactive Surveys
                                                                            © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
  1
Top Problems Experienced by Consumers




                              36%                        Received error messages

                            28%                          Difficulty navigating

                       23%                               Difficulty logging in

                       25%                               Insufficient, incorrect, or confusing information

                       24%                               Endless loops block transactions

                  24%                                    Search function not functioning properly

                  18%                                    Were automatically kicked off the page

    0%          10%            20%           30%   40%

    Source: 2008 Harris Interactive Survey


                                                                  © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
2
Summary Results for Consumers Who
Conducted Online Insurance Transactions


Key Problems Encountered
    30% The website was difficult to navigate.
    39% Received error messages.
    24% Difficulty checking in/ logging on to the website.
    27% Insufficient, incorrect, or confusing information on the website.
    26% Unable to complete an action or transaction due to an endless loop.
    25% Search function on the website was not functioning properly.
    21% Were automatically kicked off the page.

Top Reasons to Permanently switch to another company’s site (even if issue
  only occurred once)
    36% Inability to complete an action or transaction due to an endless loop
    40% The website is difficult to navigate
    27% Being automatically kicked off the page
    16% Receiving error messages
    18% Difficulty checking in/ logging on to the website
    Source: 2008 Harris Interactive Survey
                                                 © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
3
1st Wave: 49% Abandon or Switch
Up 12% on 2007 = UK consumers increasingly unforgiving


     Lots of Choices, Start with Search, Switching is Easy
        I had both a Web site and a
                                                                                                                          44%
               product in mind
          I had a product in mind but
                                                                                           33%
                not a Web site
        I had a Web site in mind but
                                             7%
                not a product
       I had neither a Web site nor a
                                        3%
              product in mind

                  None of the above               13%
                                                        Source: ForresterNorth American Technographics® Retail Online Survey, Q3 2007




    2008 Harris Survey: Massive Business Impact
    £11.9 Billion estimated annual business impact of
    transaction issues
                                                                 © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
4
2nd Wave: 42% Contact Customer Service
Contact Centres ill-equipped to serve Web users

        51% of User Issues Were Unable to be Resolved

               75% of users who contact customer service after experiencing a website
               problem felt the service agent was not knowledgeable about the website.

                73% of users who contact customer service after experiencing a
               website problem did not feel the service agent was knowledgeable about
               their particular issue.


      42% of those who have experienced poor customer
      service from a company’s call centre stopped doing
      business with that company entirely and 34%
      decreased the amount of business they do with the
      company
    Source: 2008 Harris Interactive Survey
                                                       © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
5
Online Issues Evoke Emotional Responses
User Expectations are High, Tolerance Low

                                                                                            83%
                                                                                         Frustrated




                                                                                       Transaction
                                                                                          Issues

    “…the biggest motivation for sharing
    feedback was to be ‘heard’ by other                                                                                                 38%
                                                                 57%
    consumers… the ensuing conversation                                                                                                Angry
                                                             Disappointed
    would amount to a form of emotional
    catharsis– a chorus of comments like ‘You
    too?’ or ‘Oh, I’ve been there’ or ‘Man, if only
    I could have warned you ahead of time!’” –
    Satisfied Customers Tell Three Friends, Angry
    Customers Tell 3,000, Pete Blackshaw, July
    2008
                                                                                              15%
                                                                                            Confused

                                 Source: 2008 Harris Interactive Survey     © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
6
Lasting Impact
Empowered Users Take Action – The “Twitter” effect


     Far-reaching Implications for companies in multichannel business
          environment: If they experienced a problem online, 57% would
          be less likely to buy from the same company offline

     Huge “Echo Chamber” Effects: 77% of those who experience
         problems conducting online transactions share their
         experiences with others.


       61% share their experiences using           56% share using online modes
       non-online modes:                           such as :




 Source: 2008 Harris Interactive Survey
                                                        © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
 7
Online Customer Experience:
 Mainstream Issue, Business-Critical


                                                                                                                           “ We absolutely want to
                                                                                                                             give our customers the
                                                                                                                             best possible online
                                                                                                                             experience so they
                                                                                                                             continue to fly with us. ”

                                                                                                                                                   - SVP and CIO
                                                                                                                                                      US Airways

 •       91% of executives surveyed stated that Customer Experience
         was very important or critical to their success.

 •       84% say that improving the usability of the online experience is
         somewhat or considerably more important in the current
         economy

 •       Highlights the growing importance of cross-channel interactions,
         which will lead the Web and call center teams to work together.

ource: “Customer Experience Spending Intensifies in 2008,” Forrester Research, Inc. February 26, 2008.

                                                                                              © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
     8
The Solution: Tealeaf
Online Customer Experience Management (CEM)


What Tealeaf Provides
                  Unprecedented visibility into every user’s unique online interactions
                  • Why have conversion rates dropped on our credit card application?
                  • Why are customers searching for products multiple times and still not adding
                    items to the shopping cart?


Benefits
   • Increase conversion and adoption rates
   • Improve customer satisfaction and retention
   • Reduce the IT and Service costs associated with problem resolution
   • Increase customer service efficiency and effectiveness



              “                                                                                                                                         ”
                    Tealeaf is an industry pioneer... the unchallenged leader in
                                   customer behavior analysis.
                                                                                                         – Forrester, June 2007*

    *Source: “The Forrester Wave: Appliance-Based End-User Experience Monitoring,” Q2 2007 (June 2007).
                                                                                         © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
9
Tealeaf Captures Every Customer,
Every Interaction, Every Time

                                   All actions

                                                          All interactions

                                                                                      All customer
                                                                                      experience
                                                                                       obstacles




                                           © 1999-2008 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
10
Visibility Connects the Stakeholders
 A ‘Common View’ of the Online Experience




                                                                     Web Site
                                                                     (E-business Team)




Customers




                                                                     Contact Center
                                                                     (Service Team)




                                            © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
 11
Hundreds of Companies Rely on Tealeaf
Including 30% of the Fortune 100


                                                                                                                                          More E-business
                                                                                                  Insurance
                                                                    Travel
Financial Services                    Retail                                                                                                 Leaders




                                                                                            Including more than                              Telco, Pharma,
                                                            Including 25% of the
Including 8 of the 10          Including 1/3 of all
                                                                                             40 P&C Insurance                               Utilities, etc. with
                                                                leading Travel
   Largest Banks               Internet Retailers >
                                                                                                 Companies                                   B2C & B2B Sites
                                                             Providers & Portals
     Worldwide                       $100M



 Note: Tealeaf only uses the names and logos of customers who have given us prior permission.
                                                                                         © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
12

Mais conteúdo relacionado

Semelhante a Customer Experience Management: Issues and Business Impact of Online Transaction Errors

Web Performance: Who Cares About Customer Experience? - Daniel Schrijver (Ora...
Web Performance: Who Cares About Customer Experience? - Daniel Schrijver (Ora...Web Performance: Who Cares About Customer Experience? - Daniel Schrijver (Ora...
Web Performance: Who Cares About Customer Experience? - Daniel Schrijver (Ora...MeasureWorks
 
Symantec 2010 Disaster Recovery Study
Symantec 2010 Disaster Recovery StudySymantec 2010 Disaster Recovery Study
Symantec 2010 Disaster Recovery StudySymantec
 
Mobile Commerce: Why the User Experience Matters
Mobile Commerce: Why the User Experience MattersMobile Commerce: Why the User Experience Matters
Mobile Commerce: Why the User Experience MattersJanet Jaiswal
 
Data growth-protection-trends-research-results
Data growth-protection-trends-research-resultsData growth-protection-trends-research-results
Data growth-protection-trends-research-resultsAccenture
 
2009 Internet Strategy Forum Corporate Internet Executive Research Study -- 4...
2009 Internet Strategy Forum Corporate Internet Executive Research Study -- 4...2009 Internet Strategy Forum Corporate Internet Executive Research Study -- 4...
2009 Internet Strategy Forum Corporate Internet Executive Research Study -- 4...sgehlen
 
Mobile Shopping Summit Fall, Day 2 Opening Day Comments
Mobile Shopping Summit Fall, Day 2 Opening Day CommentsMobile Shopping Summit Fall, Day 2 Opening Day Comments
Mobile Shopping Summit Fall, Day 2 Opening Day CommentsJanet Jaiswal
 
Building a Meaningful Customer Experience on a Global Scale
Building a Meaningful Customer Experience on a Global ScaleBuilding a Meaningful Customer Experience on a Global Scale
Building a Meaningful Customer Experience on a Global ScaleRoman Nedielka
 
Three Imperatives of our Changing Function
Three Imperatives of our Changing FunctionThree Imperatives of our Changing Function
Three Imperatives of our Changing FunctionRonald Velten
 
Implementing Live Web Chat for Customer Service
Implementing Live Web Chat for Customer ServiceImplementing Live Web Chat for Customer Service
Implementing Live Web Chat for Customer Servicestratuscxm
 
The Cloud and Mobility Pivot - How MSPs can retool for the next 5 years
The Cloud and Mobility Pivot - How MSPs can retool for the next 5 yearsThe Cloud and Mobility Pivot - How MSPs can retool for the next 5 years
The Cloud and Mobility Pivot - How MSPs can retool for the next 5 yearsJay McBain
 
A Lack of IT Controls= Fraud Opportunities
A Lack of IT Controls= Fraud OpportunitiesA Lack of IT Controls= Fraud Opportunities
A Lack of IT Controls= Fraud OpportunitiesWhitleyPenn
 
Slow Cool 20081009 Final
Slow Cool 20081009 FinalSlow Cool 20081009 Final
Slow Cool 20081009 Finalrajivmordani
 
Share Point Survey Results Fall 2011
Share Point Survey Results Fall 2011Share Point Survey Results Fall 2011
Share Point Survey Results Fall 2011Derek E. Weeks
 
Video Market Dynamics - Henry Dewing and Phil Karcher of Forrester
Video Market Dynamics - Henry Dewing and Phil Karcher of ForresterVideo Market Dynamics - Henry Dewing and Phil Karcher of Forrester
Video Market Dynamics - Henry Dewing and Phil Karcher of ForresterIMTC
 
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...iStrategy
 

Semelhante a Customer Experience Management: Issues and Business Impact of Online Transaction Errors (20)

Web Performance: Who Cares About Customer Experience? - Daniel Schrijver (Ora...
Web Performance: Who Cares About Customer Experience? - Daniel Schrijver (Ora...Web Performance: Who Cares About Customer Experience? - Daniel Schrijver (Ora...
Web Performance: Who Cares About Customer Experience? - Daniel Schrijver (Ora...
 
Commuter Direct
Commuter DirectCommuter Direct
Commuter Direct
 
Symantec 2010 Disaster Recovery Study
Symantec 2010 Disaster Recovery StudySymantec 2010 Disaster Recovery Study
Symantec 2010 Disaster Recovery Study
 
What's Next in Marketing
What's Next in MarketingWhat's Next in Marketing
What's Next in Marketing
 
Mobile Commerce: Why the User Experience Matters
Mobile Commerce: Why the User Experience MattersMobile Commerce: Why the User Experience Matters
Mobile Commerce: Why the User Experience Matters
 
Forrester Online Survey
Forrester Online SurveyForrester Online Survey
Forrester Online Survey
 
Data growth-protection-trends-research-results
Data growth-protection-trends-research-resultsData growth-protection-trends-research-results
Data growth-protection-trends-research-results
 
2009 Internet Strategy Forum Corporate Internet Executive Research Study -- 4...
2009 Internet Strategy Forum Corporate Internet Executive Research Study -- 4...2009 Internet Strategy Forum Corporate Internet Executive Research Study -- 4...
2009 Internet Strategy Forum Corporate Internet Executive Research Study -- 4...
 
Mobile Shopping Summit Fall, Day 2 Opening Day Comments
Mobile Shopping Summit Fall, Day 2 Opening Day CommentsMobile Shopping Summit Fall, Day 2 Opening Day Comments
Mobile Shopping Summit Fall, Day 2 Opening Day Comments
 
Building a Meaningful Customer Experience on a Global Scale
Building a Meaningful Customer Experience on a Global ScaleBuilding a Meaningful Customer Experience on a Global Scale
Building a Meaningful Customer Experience on a Global Scale
 
Three Imperatives of our Changing Function
Three Imperatives of our Changing FunctionThree Imperatives of our Changing Function
Three Imperatives of our Changing Function
 
Ama Webcast 5.22.08
Ama Webcast 5.22.08Ama Webcast 5.22.08
Ama Webcast 5.22.08
 
Implementing Live Web Chat for Customer Service
Implementing Live Web Chat for Customer ServiceImplementing Live Web Chat for Customer Service
Implementing Live Web Chat for Customer Service
 
The Cloud and Mobility Pivot - How MSPs can retool for the next 5 years
The Cloud and Mobility Pivot - How MSPs can retool for the next 5 yearsThe Cloud and Mobility Pivot - How MSPs can retool for the next 5 years
The Cloud and Mobility Pivot - How MSPs can retool for the next 5 years
 
Global digital marketing KPIs infographic
Global digital marketing KPIs infographicGlobal digital marketing KPIs infographic
Global digital marketing KPIs infographic
 
A Lack of IT Controls= Fraud Opportunities
A Lack of IT Controls= Fraud OpportunitiesA Lack of IT Controls= Fraud Opportunities
A Lack of IT Controls= Fraud Opportunities
 
Slow Cool 20081009 Final
Slow Cool 20081009 FinalSlow Cool 20081009 Final
Slow Cool 20081009 Final
 
Share Point Survey Results Fall 2011
Share Point Survey Results Fall 2011Share Point Survey Results Fall 2011
Share Point Survey Results Fall 2011
 
Video Market Dynamics - Henry Dewing and Phil Karcher of Forrester
Video Market Dynamics - Henry Dewing and Phil Karcher of ForresterVideo Market Dynamics - Henry Dewing and Phil Karcher of Forrester
Video Market Dynamics - Henry Dewing and Phil Karcher of Forrester
 
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...
iStrategy Melbourne - Customer Relevance: The Next Frontier for Competitive A...
 

Mais de Tealeaf, an IBM Company (14)

Delivering a seamless experience across every channel
Delivering a seamless experience across every channelDelivering a seamless experience across every channel
Delivering a seamless experience across every channel
 
Understanding Customer Behavior On Mobile Devices
Understanding Customer Behavior On Mobile DevicesUnderstanding Customer Behavior On Mobile Devices
Understanding Customer Behavior On Mobile Devices
 
Mobile Customer Experience
Mobile Customer ExperienceMobile Customer Experience
Mobile Customer Experience
 
Understanding The Online Customer Experience
Understanding The Online Customer ExperienceUnderstanding The Online Customer Experience
Understanding The Online Customer Experience
 
Tealeaf ebooker report - 2011
Tealeaf ebooker report - 2011Tealeaf ebooker report - 2011
Tealeaf ebooker report - 2011
 
Tealeaf ebooker report 2011
Tealeaf ebooker report 2011Tealeaf ebooker report 2011
Tealeaf ebooker report 2011
 
U-Haul Case Study
U-Haul Case StudyU-Haul Case Study
U-Haul Case Study
 
Quicken Loans Case Study
Quicken Loans Case StudyQuicken Loans Case Study
Quicken Loans Case Study
 
MandM Direct Case Study
MandM Direct Case StudyMandM Direct Case Study
MandM Direct Case Study
 
Kwik Fit Insurance Case Study
Kwik Fit Insurance Case StudyKwik Fit Insurance Case Study
Kwik Fit Insurance Case Study
 
Esurance Case Study
Esurance Case StudyEsurance Case Study
Esurance Case Study
 
Bluefly Case Study
Bluefly Case StudyBluefly Case Study
Bluefly Case Study
 
ARC Case Study
ARC Case StudyARC Case Study
ARC Case Study
 
M-Commerce: The Final Frontier (of customer experience)
M-Commerce: The Final Frontier (of customer experience)M-Commerce: The Final Frontier (of customer experience)
M-Commerce: The Final Frontier (of customer experience)
 

Último

Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 

Último (20)

Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 

Customer Experience Management: Issues and Business Impact of Online Transaction Errors

  • 1. POST Magazine Ebusiness Strategy Event Visibility | Insight | Answers March 25, 2009 Geoff Galat, VP Marketing & Product Strategy © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary.
  • 2. Harris Interactive Survey Reveals… Far-Reaching Effects of Online Experiences 4th Consecutive Year Immediate Business Rising Expectations “Echo Effects” of Pervasive Online Impacts: 2 waves of Issues abandonment 87% 77% 2nd wave: Of those who 9 in10 then experience bad customer service, another 42% abandon 1st wave 2007 2008 49% 42% 40% 37% Consumers …abandon or … contact … Expect a …share their experienced issues switch to a customer service transaction to experiences with competitor when completing work, the first time others (both online transactions and and offline) then… Source: 2007, 2008 Harris Interactive Surveys © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 1
  • 3. Top Problems Experienced by Consumers 36% Received error messages 28% Difficulty navigating 23% Difficulty logging in 25% Insufficient, incorrect, or confusing information 24% Endless loops block transactions 24% Search function not functioning properly 18% Were automatically kicked off the page 0% 10% 20% 30% 40% Source: 2008 Harris Interactive Survey © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 2
  • 4. Summary Results for Consumers Who Conducted Online Insurance Transactions Key Problems Encountered 30% The website was difficult to navigate. 39% Received error messages. 24% Difficulty checking in/ logging on to the website. 27% Insufficient, incorrect, or confusing information on the website. 26% Unable to complete an action or transaction due to an endless loop. 25% Search function on the website was not functioning properly. 21% Were automatically kicked off the page. Top Reasons to Permanently switch to another company’s site (even if issue only occurred once) 36% Inability to complete an action or transaction due to an endless loop 40% The website is difficult to navigate 27% Being automatically kicked off the page 16% Receiving error messages 18% Difficulty checking in/ logging on to the website Source: 2008 Harris Interactive Survey © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 3
  • 5. 1st Wave: 49% Abandon or Switch Up 12% on 2007 = UK consumers increasingly unforgiving Lots of Choices, Start with Search, Switching is Easy I had both a Web site and a 44% product in mind I had a product in mind but 33% not a Web site I had a Web site in mind but 7% not a product I had neither a Web site nor a 3% product in mind None of the above 13% Source: ForresterNorth American Technographics® Retail Online Survey, Q3 2007 2008 Harris Survey: Massive Business Impact £11.9 Billion estimated annual business impact of transaction issues © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 4
  • 6. 2nd Wave: 42% Contact Customer Service Contact Centres ill-equipped to serve Web users 51% of User Issues Were Unable to be Resolved 75% of users who contact customer service after experiencing a website problem felt the service agent was not knowledgeable about the website. 73% of users who contact customer service after experiencing a website problem did not feel the service agent was knowledgeable about their particular issue. 42% of those who have experienced poor customer service from a company’s call centre stopped doing business with that company entirely and 34% decreased the amount of business they do with the company Source: 2008 Harris Interactive Survey © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 5
  • 7. Online Issues Evoke Emotional Responses User Expectations are High, Tolerance Low 83% Frustrated Transaction Issues “…the biggest motivation for sharing feedback was to be ‘heard’ by other 38% 57% consumers… the ensuing conversation Angry Disappointed would amount to a form of emotional catharsis– a chorus of comments like ‘You too?’ or ‘Oh, I’ve been there’ or ‘Man, if only I could have warned you ahead of time!’” – Satisfied Customers Tell Three Friends, Angry Customers Tell 3,000, Pete Blackshaw, July 2008 15% Confused Source: 2008 Harris Interactive Survey © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 6
  • 8. Lasting Impact Empowered Users Take Action – The “Twitter” effect Far-reaching Implications for companies in multichannel business environment: If they experienced a problem online, 57% would be less likely to buy from the same company offline Huge “Echo Chamber” Effects: 77% of those who experience problems conducting online transactions share their experiences with others. 61% share their experiences using 56% share using online modes non-online modes: such as : Source: 2008 Harris Interactive Survey © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 7
  • 9. Online Customer Experience: Mainstream Issue, Business-Critical “ We absolutely want to give our customers the best possible online experience so they continue to fly with us. ” - SVP and CIO US Airways • 91% of executives surveyed stated that Customer Experience was very important or critical to their success. • 84% say that improving the usability of the online experience is somewhat or considerably more important in the current economy • Highlights the growing importance of cross-channel interactions, which will lead the Web and call center teams to work together. ource: “Customer Experience Spending Intensifies in 2008,” Forrester Research, Inc. February 26, 2008. © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 8
  • 10. The Solution: Tealeaf Online Customer Experience Management (CEM) What Tealeaf Provides Unprecedented visibility into every user’s unique online interactions • Why have conversion rates dropped on our credit card application? • Why are customers searching for products multiple times and still not adding items to the shopping cart? Benefits • Increase conversion and adoption rates • Improve customer satisfaction and retention • Reduce the IT and Service costs associated with problem resolution • Increase customer service efficiency and effectiveness “ ” Tealeaf is an industry pioneer... the unchallenged leader in customer behavior analysis. – Forrester, June 2007* *Source: “The Forrester Wave: Appliance-Based End-User Experience Monitoring,” Q2 2007 (June 2007). © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 9
  • 11. Tealeaf Captures Every Customer, Every Interaction, Every Time All actions All interactions All customer experience obstacles © 1999-2008 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 10
  • 12. Visibility Connects the Stakeholders A ‘Common View’ of the Online Experience Web Site (E-business Team) Customers Contact Center (Service Team) © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 11
  • 13. Hundreds of Companies Rely on Tealeaf Including 30% of the Fortune 100 More E-business Insurance Travel Financial Services Retail Leaders Including more than Telco, Pharma, Including 25% of the Including 8 of the 10 Including 1/3 of all 40 P&C Insurance Utilities, etc. with leading Travel Largest Banks Internet Retailers > Companies B2C & B2B Sites Providers & Portals Worldwide $100M Note: Tealeaf only uses the names and logos of customers who have given us prior permission. © 1999-2009 Tealeaf Technology, Inc. All rights reserved. confidential and proprietary. 12