Med en verden fuld af websites, e-butikker, kampagner, apps og sociale medier kan det være svært at vide, hvilke kanaler man skal satse på og hvor meget – uanset om man er en B2C- eller B2B-virksomhed. Ofte skyder man med spredehagl og får lagt en masse indhold ud i samtlige kanaler. Hør hvordan Creuna arbejder med digital strategi og få indsigt i, hvordan du selv kommer i gang med at skabe indsigt, formulere og eksekvere jeres egen digitale strategi. Oplev også, hvordan et strategisk roadmap giver dig mulighed for at prioritere og målrette dine indsatser over tid, så du kan ramme de rigtige mål på de rigtige tidspunkter.
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
Fra sporadisk til strategisk
1. From sporadic initiatives
to strategic goalsetting
How to develop, prioritize, and
measure your digital efforts
Kristoffer Okkels, Senior Digital Business Consultant
Simon Kibsgård, Lead Digital Business Consultant
5. Digital changes…
…how products are made …digitally enhanced… …and delivered to us
…how we are educated
…how we pay for our coffee …and how we interact
Image Credits: #1 #2 #3 #4 #5 #6 #7
11. The 5 forces revisited
Heavily borrowing from Forrester
New entrants barrier
Industry competition lower than ever
getting fierce
Substitution via
disruption
Production, distribution
and service come
plug&play
Purchasing power
with power-ups
technology empowers
buyers with
Digital services information and tools
commoditizes physical
products
perfect insight in
competitor pricing and
policies
Employees are
key to supply
Hiring & retention of
talent is key as they
carry their ideas with
them
23. Digital is in the sweetspot
of competitive advantage
Business
Customers
Technology
Digital
Creuna’s offerings are designed
to grow your business
Customer
Experience
Design
Digital
Business
Development
Strategic
Technology
Optimization
38. A must-win battle framework
Vision Key success factors
To be a visually
appealing and
elegant bank, a
kind and
trustworthy
bank,
responsible and
foresighted,
service- and
action-oriented,
and
international
and German at
the same time.
• Build brand awareness and image among young consumers utilising both segment
specific marketing activities and cross segment synergies
• Introduce digital customer facing tools
• Digital customer service
• Build and launch targeted online platform
• Strengthen (expand) product innovation team
• Establish strategic technology partnerships
• Expand product categories to attract new customer groups (digital generation) integrating
with mobile devices
• Optimise existing product portfolio
• Establish ecommerce sales on specific test markets
• Develop detailed country-specific retail channel strategies (direct markets)
• Implement tiering model for indirect markets
• Work closely with key growth markets to ensure that they get the necessary support
and focus in order to realise the potential
Must-win battles
Increase brand value and
reach through stronger
marketing and a new
online channel strategy.
Strengthen the product
development team and
launch new products
targeted young
consumers.
Increase market
effectiveness in direct
markets and large
indirect markets.
39. A must-win battle framework
• Build brand awareness and image among young consumers
utilising both segment specific marketing activities and
cross segment synergies
• Introduce digital customer facing tools
• Digital customer service
• Build and launch targeted online platform
Increase brand
value and reach
through stronger
marketing and a
new online channel
strategy.
46. Anchoring tactics
Facebook for customer service
Insights
E.g. “A lot of direct mails/calls
to Support are from people,
that did already visit Service &
Support section without any
luck.
Support estimates, that
manual handling of trivial
support costs € per enquiry.“
Net
income
Margins
Cost
Facebook
support
Tactics Performance
Tactics #
Use Facebook to
respond more
effectively to
customer enquiries
Tactics#
Use new Facebook
presence to market
superior digital
customer service.
47. Anchoring tactics
Online mortgage calculator
Tactics Performance
Tactics #
Calculator to make
it easier to find the
right mortgage for
first time buyers
Insights
E.g. "of people using our
mortg. calc., 36% file an
application.
Sales estimate, that 20% of
these are converted into new
customers.
A new customer is worth € in
life time value“
Net income
Volumes
Market share
New
application
filers
Users of
mortg. Calc.
Tactics#
Use Twitter to get
more urbanities to
know about and try
our calculator.
68. Metrics in a relational framework
Overall CX
Transactions
Accounts opened
Product registrations
Time (examples)
on hold
Use of help function
Task time
Negative sentiment
in social media
Call hang-ups
Etc.
Right items
available
Key information
available
Help available
Quick order
Clear information
Help accessible
Empathic CSR
Visually
appealing website
Pleasant store
ambiance
Meets needs
Easy
Enjoyable
Journey
satisfaction
Actual outcomes
(e.g. repurchases, churn
rates, EBITDA, new
leads)
Proxy outcomes
(e.g. Net Promoter Score,
likelihood to deflect,
revenue at risk)
Descriptive metrics
What happened
Experience metrics
How was it perceived
CX attributes
(examples)
CX quality / brand
attributes
(examples)
Overall perception
of experience
Outcome metrics
What we get out of it
as a business
Source: Forrester Research, Creuna research and methodology
Journey
satisfaction
Journey
satisfaction
Surveys at interaction, journey and experience levels with
e.g. Qualaroo, Questback. Qualitative research through e.g.
interviews, social media, call center logs, observations etc.
Operational tracking e.g.
Web Analytics, CRM, data
from products & software
Business intelligence
systems, e.g. CRM, ERP,
DSS. Surveys.
…
(examples)
Typical data sources
and analytics tools à
75. thanks for
listening!
Kristoffer Okkels, Senior Digital Business Consultant
Simon Kibsgård, Lead Digital Business Consultant
kristoffer.okkels@creuna.dk simon.kibsgaard@creuna.dk
+45 22 49 83 39
+45 22 49 83 41
Hinweis der Redaktion
Hvorfor er der nu brug for at snakke strategi igen, når vi nu har etableret en strategi… Vel, det er netop derfor. Vi oplever stor frustration blandt vores kunder (og i markedet) over at det er svært at navigere. Mellem de taktiske intiativer, de mange kanaler og de mange forskellige forretningsbehov der er i virksomheden.
3D-print ændrer produktionsmetoden og får enorme konsekvenser for ikke kun high-tech produktion men også retail, transport og servicevirksomheder
Digitale servicelag på selv de mest fysiske produkter og er med til at skabe nye tilknytninger
Vi køber produkterne online – og får dem snart leveret automatisk uden om de traditionelle logistik-kæder
Uddannelsessystemerne er under opbrud – digital træning og uddannelse bliver en af de store slagmarker i de næste 10 år
Nyheds- og mediebranchen er nok nogle af dem, der har mærket den digitale energi hårdest – på godt og ondt.
Den næste store kampplads bliver betalingerne. Se bare på Mobile Pay men nu hvor Apple for alvor melder sig ind i kampen kommer det til gå stærkt
Og så ændrer det digitale helt grundlæggende på måden vi agerer og interagerer på…
Nogle af de her udviklinger er selvfølgelig drevet af den teknologiske udvikling, men det interessante er, at vores evne til at tage nye teknologier til os – og til ændre vores vaner og omstille os – er meget mere udtalt i dag end tidligere.
Husk pointe om at kanaler ikke er interessante – jf. beskrivelsen i invitationen…
Og det gælder uanset om vi arbejder med B2C-virksomheder og skal tilfredsstille den her klassiske købertype som jonglerer mellem kanaler og medier…
Men det gælder også i B2B, som vi i meget hastig grad ser begynder at imitere adfærden i b2c.
Rundt om i verden – også de mest afsidesliggende markeder. Måske er det endda her, at den digitale forandring er størst.
Fra film og forsikring til rumfart og betalingsløsninger
http://blogs.forrester.com/lori_wizdo/12-10-04-buyer_behavior_helps_b2b_marketers_guide_the_buyers_journey
5 forces classic:
Rivalry among existing competitors
Threat of New Entrants
Bargaining Power of Buyers
Threat of Substitute Products or Services
Bargaining Power of Suppliers
Outside-in – not inside-out!
The secret to at least increasing your chance of not being beaten by the consumers is going upstream, not downstream…
Upstream: Sourcing, production, logistics Is being commoditized or outsourced
Downstream activities drive value and constitutes the competitive advantages
Hvis man køber den præmis...
Ikke ændre organisationen – men arbejde på tværs.
Derfor kan ”det digitale” i endnu mindre grad end tidligere stå alene. For brugerne oplever ikke nogen forskel i den måde de interagerer med jer på. Derfor kan I heller ikke sondre mellem det digitale og ”det andet” længere. Hverken strategisk, forretningsmæssigt, teknologisk eller kommunikativt.
Hvadenten jeres strategier er formuleret eller ej, så ser vi tit et landskab, der ser sådan her ud: Der er en digital strategi. I har sikkert også en social media strategi. Og … …
Og hvis I er rigtige hurtige, så har I sikkert også allerede lavet en strategi for hvordan I skal bruge Ello…
What’s the coherence?
How are the strategies measured across?
How do you prioritise all the initiatives?
How does customer experience fit into the equation?
Understreg customer experience-perspektivet
Er den måde vi italesætter os på ved Vestas i dag
Booz & Co, som nu er blevet overtaget af PWC laver hvert år en top 1000 over de mest innovative virksomheder og sammenholder det med deres R&D-spending.
De arbejder også med tre næsten tilsvarende kategorier. Pointen er, at det ikke handler om hvilken strategi man vælger – men, at man vælger det aktivt og er tro mod den.
OG så handler det i øvrigt, om at man uanset hvilken kategori man tilhører, ser mulighederne i det digitale.
Digital tools are influencing every stage of the innovation life cycle: from collecting and analyzing customer insights, to generating and vetting ideas, to designing and manufacturing new products, and, finally, to tracking products’ success once launched
Booz & Co, som nu er blevet overtaget af PWC laver hvert år en top 1000 over de mest innovative virksomheder og sammenholder det med deres R&D-spending.
De arbejder også med tre næsten tilsvarende kategorier. Pointen er, at det ikke handler om hvilken strategi man vælger – men, at man vælger det aktivt og er tro mod den.
OG så handler det i øvrigt, om at man uanset hvilken kategori man tilhører, ser mulighederne i det digitale.
Digital tools are influencing every stage of the innovation life cycle: from collecting and analyzing customer insights, to generating and vetting ideas, to designing and manufacturing new products, and, finally, to tracking products’ success once launched
Så: nu vi ved at
Klassisk en af verdens mest innovative virksomheder.
Udviser en forståelse af, at det digitale skaber helt nye produkter.
Måske en introduktion om at det framework vi vil præsentere er generelt – men at vi naturligvis tilpasser det til den enkelte virksomheds branche eller markedsposition, jf. De foregående slides.
Er den måde vi italesætter os på ved Vestas i dag
Tre elementer i strategien.
Hvorfor skal vi gøre det?
Selve strategien.
Taktikken, hvordan skal vi gøre det?
Tre elementer i strategien.
Hvorfor skal vi gøre det?
Selve strategien.
Taktikken, hvordan skal vi gøre det?
Insights
Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews
Her snakker vi ikke decideret digitalt, men mere forretningsorienteret.
Strategi-workshops
Med primære stakeholders
Med afsætningskanaler
Med støttefunktioner
Kommunikations- og strategi-koncept
Hvordan er digital lim mellem strategi og midler?
Taktisk koncept
Hvordan skaber vi sammenhæng mellem produkt, services og platforme?
Konkrete eksempler, som kan eksekveres
Pre-budget og tidligt roadmap
Prioriteringsrunde 1:
High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner
Prioriteringsrunde 2:
Roadmap med timeline, indre kausalitet og estimat prioriteres
Vi vil meget gerne demonstrere vores framework og dets sammenhæng. Derfor er vi nødt til at køre én specifik case igennem – og det kan vi desværre ikke gøre med vores eksisterende kunder af hensyn til deres konkurrencesitution.
Vi tillader os derfor at konstruere et eksempel på en virksomhed
Insights
Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews
Her snakker vi ikke decideret digitalt, men mere forretningsorienteret.
Strategi-workshops
Med primære stakeholders
Med afsætningskanaler
Med støttefunktioner
Kommunikations- og strategi-koncept
Hvordan er digital lim mellem strategi og midler?
Taktisk koncept
Hvordan skaber vi sammenhæng mellem produkt, services og platforme?
Konkrete eksempler, som kan eksekveres
Pre-budget og tidligt roadmap
Prioriteringsrunde 1:
High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner
Prioriteringsrunde 2:
Roadmap med timeline, indre kausalitet og estimat prioriteres
Er den måde vi italesætter os på ved Vestas i dag
Insights
Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews
Her snakker vi ikke decideret digitalt, men mere forretningsorienteret.
Strategi-workshops
Med primære stakeholders
Med afsætningskanaler
Med støttefunktioner
Kommunikations- og strategi-koncept
Hvordan er digital lim mellem strategi og midler?
Taktisk koncept
Hvordan skaber vi sammenhæng mellem produkt, services og platforme?
Konkrete eksempler, som kan eksekveres
Pre-budget og tidligt roadmap
Prioriteringsrunde 1:
High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner
Prioriteringsrunde 2:
Roadmap med timeline, indre kausalitet og estimat prioriteres
Aren’t visions just fluffy words and irrelevant to real life actions?
They are easier to communicate (positive and inclusive)
Better story in a purpose than in lower prices
For the self-actualizing employee, it’s what gets them going (cf. UNBOSS movement)
Employees want to make a difference and they want to interpret their own formulated goals conferring a purposeful goal
There is a potential raison d'être – and why your customers would miss you if you were gone by tomorrow.
Derfor har du brug for en vision!
Uden et fælles mål, risikerer vi at bygge reservedele og ikke biler.
Visionen skal sikre retning og enighed på tværs af organisationen om de vigtigste mål (marked, kunder, konkurrenter, etc)
Koordinering på tværs af organisationen om midlerne
Understrege at det her jo ikke kun er relevant ift. digitale visioner men i ligeså høj grad også på mere overordnet niveau.
Understrege at det kunne være en rigtig case.
Måske noget med at
Insights
Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews
Her snakker vi ikke decideret digitalt, men mere forretningsorienteret.
Strategi-workshops
Med primære stakeholders
Med afsætningskanaler
Med støttefunktioner
Kommunikations- og strategi-koncept
Hvordan er digital lim mellem strategi og midler?
Taktisk koncept
Hvordan skaber vi sammenhæng mellem produkt, services og platforme?
Konkrete eksempler, som kan eksekveres
Pre-budget og tidligt roadmap
Prioriteringsrunde 1:
High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner
Prioriteringsrunde 2:
Roadmap med timeline, indre kausalitet og estimat prioriteres
Det interessante er ikke nødvendigvis de strategiske koncepter i sig selv, da de i sagens natur vil være meget individuelle… men det interessante er, hvordan man formidler dem.
Det er formatet – ikke indholdet. Fra strategisk koncept til MWB til succesfaktorer.
Heraf er det i virkeligheden kun en lille del, der er digital – men det er netop afgørende, at det digitale ikke står alene.
Det er formatet – ikke indholdet. Fra strategisk koncept til MWB til succesfaktorer.
Heraf er det i virkeligheden kun en lille del, der er digital – men det er netop afgørende, at det digitale ikke står alene.
Insights
Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews
Her snakker vi ikke decideret digitalt, men mere forretningsorienteret.
Strategi-workshops
Med primære stakeholders
Med afsætningskanaler
Med støttefunktioner
Kommunikations- og strategi-koncept
Hvordan er digital lim mellem strategi og midler?
Taktisk koncept
Hvordan skaber vi sammenhæng mellem produkt, services og platforme?
Konkrete eksempler, som kan eksekveres
Pre-budget og tidligt roadmap
Prioriteringsrunde 1:
High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner
Prioriteringsrunde 2:
Roadmap med timeline, indre kausalitet og estimat prioriteres
The tricky part er som regel ikke at finde på initiativerne – men at finde ud af hvilke initiativer der skal overleve og fokuseres på…
Bridge your standard KPIs with hard core business metrics via deductive methods
Bridge your standard KPIs with hard core business metrics via deductive methods
Nogle gange er det nemmere gjort end andre at spore det taktiske koncept til en af de grundlæggende KPI’er.
Det kunne f.eks. være de her fire dimensioner: øger vi markedsandel, markedsstørrelse, øger vi prisen eller reducerer vi omkostningerne?
How to pick and prioritize which experiences to measure.
You can't measure all the experiences and interactions your customers have with you and your product/service. So before deciding on metrics and how to measure them, start by defining and prioritizing the experiences at relationship, journey and interaction level that are most important.
Through an analysis of your business and customers, build a list of key segments, customer journeys and interactions within those. Workshops with customer-facing executives are effective to do this quickly. With your base list of experiences in hand, start strict prioritization. With criteria such as:
Move on with a realistic number of prioritized experiences which know you have the capacity to thoroughly measure and follow-up on. Initially it can be smart to start with only one segment, two journeys and four interactions.
Introducér MVP-begrebet her! Det handler om at komme i luften med noget, der kan give os feedback,.
Insights
Desk research, Konkurrent & markedsanalyse, Stakeholderinterviews
Her snakker vi ikke decideret digitalt, men mere forretningsorienteret.
Strategi-workshops
Med primære stakeholders
Med afsætningskanaler
Med støttefunktioner
Kommunikations- og strategi-koncept
Hvordan er digital lim mellem strategi og midler?
Taktisk koncept
Hvordan skaber vi sammenhæng mellem produkt, services og platforme?
Konkrete eksempler, som kan eksekveres
Pre-budget og tidligt roadmap
Prioriteringsrunde 1:
High level koncept- og roadmap guestimeres og prioriteres med støttefunktioner
Prioriteringsrunde 2:
Roadmap med timeline, indre kausalitet og estimat prioriteres
Some example roadmaps
Med roadmappet kommer tingene til at hænge sammen. Roadmappet kommer til at fungere som en bevidst plan for processen og for hvordan man øger bundlinjen og livstidsværdien af kunden.
Roadmappet fjerner tilfældighederne. Skaber intern forankring. Og ro om udviklingsperspektivet og –hastigheden.
Roadmappets udtryk og omfang er meget forskelligt fra strategi til strategi.
Measurement programs should encompass three types of experiences.
The ongoing customer relationship consists of many end-to-end customer journeys. These, in turn, contain many discrete interactions between the brand and the customer.
At each of the levels on the previous slide, one should measure what happens (descriptive metrics), how it was experienced (perception metrics) and what we get out of it (outcome metrics).
Picking metrics for the chosen experiences is best done by starting to define outcome metrics and then perception metrics for the relationship level (i.e. for a customer segment). Then do the same for the journey level, and lastly the interaction level. Descriptive metrics are most effectively set starting in the other end with interaction level and then moving up to the relationship level.
There should be a logical hierarchy of metricsMetrics on each level must relate to metrics on the other levels, and the different types of metrics should also be aligned with each other, serving the same purpose.
Outcome metrics should align with key business drivers Review key business strategies to identify the key drivers that your company uses to steer business decisions, and pick outcome metrics that relate to each of the drivers. Some find it useful to categorize outcome measures in terms of:
Acquisition, e.g. value of new leads, conversion from lead to sale, brand mentions, traffic to site or store
Retention, e.g. share of wallet, churn, repurchases, customer life-time value
Efficiency, e.g. EBITDA, OPEX, Return on invested capital, Economic value added, self-service rate, cost per sale
Or, as on the next slide, in actual outcomes and proxy outcomes (metrics that represent or closely correlate with an actual outcome)
Perception metrics should reflect quality attributes from brand and CX strategyWhat defines the quality of the brand and customer experience? Review these attributes, and/or look at brand strategy and data from existing qualitative research to help define them. With CX quality attributes selected, define the specific metrics you’ll use to understand how well you delivered on each attribute. To do that you can formulate survey questions, select a scoring scale, and define how to calculate a metric from the data. Examples of perception metrics include Net Promoter Score, customer effort score, emotional scoring, or custom metrics based on ratings from customer surveys on brand and/or CX quality attributes (e.g. an “enjoyability rating” ref. next slide).
Descriptive metrics should relate to what most affect customer perceptionsDescriptive metrics track events that are likely to affect customer perceptions. To pick the right ones, one should gather the operational data used by each channel and business unit in order to determine which events are most likely to affect customer perceptions and how. Examples of descriptive metrics can be bounce rate, click through rate, time on hold, registrations etc.
A framework of the relationship between perception, description and outcome metrics:
Once key the strategic goal have been identified and prioritized, we need to pick the specific descriptive metrics, perception metrics, and outcome metrics to fill in the measurement framework.
Regression, correlation and attribution analysis can be used to determine how metrics move together.
A framework of the relationship between perception, description and outcome metrics:
Once key the strategic goal have been identified and prioritized, we need to pick the specific descriptive metrics, perception metrics, and outcome metrics to fill in the measurement framework.
Regression, correlation and attribution analysis can be used to determine how metrics move together.
Without a disciplined approach to customer experience measurement, companies will struggle to understand what is working and what is broken, and therefore increasingly be at a strategic disadvantage. The following are seven steps to get CX measurement up and running with a strategic approach.
Step 1: Choose customer segments
Identify customer segments that matter most to the bottom line
Uncover and document differences in customer journeys
Step 2: Select which experiences to measure
Identify the experiences at the journey level and interaction level
Prioritize journeys and interactions
Step 3: Pick CX metrics for each experience
Define outcome metrics that align with key business and brand drivers
Identify attributes of great CX quality aligned with brand
Translate quality attributes into perception metrics
Identify the descriptive metrics that most affect customer perception
Step 4: Design a data collection approach
Set the timing for relationship, journey, and interaction surveys
Establish a template for survey design
Tailor surveys so that they ask only relevant questions
Track customers across multichannel journeys
Set up system to collect operational data from CRM, Google Analytics etc.
Step 5: Set targets for each CX metric
For outcome and perception metrics, first establisha baseline of performance
Determine possible improvements for outcomes and perceptions
Set targets for descriptive metrics based on targets for outcomes and perceptions
Step 6: Identify and act on CX issues
Pick the customer-specific issues that will triggerpredefined actions
Establish methods for customized action planning
Analyze negative CX ratings to pinpoint systemic issues
Pick a method for prioritizing CX attributes with low ratings
Factor in competitive benchmarks
Find drivers of low CX ratings
Step 7: Share insights gained from CX measurement
Define role-based dashboards and reports
Integrate different sources of information
Plan a push and pull approach for sharing reports
Tune the CX measurement program continuously
Establish processes for a regular CX measurementprogram review