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© 2016 eMarketer Inc.
Made possible by
Customer Experience Strategy
in an Always-On World
Bryan Yeager
Senior Analyst
May 19, 2016
© 2016 eMarketer Inc.
Agenda
Changing Customer
Expectations
Customer Experience
Strategy
Image Credit: Evan Shuster + Garrett Knoll/Noun Project
© 2016 eMarketer Inc.
Customer Expectations Today:
Always On, Need It Now
© 2016 eMarketer Inc.
The number of potential customer channels and
touchpoints continues to grow
7+Number of service channels
used by more than one-third
of internet users worldwide
Source: Nice Systems/Boston Consulting Group, Aug. 2015Image Credit: Desbenoit/Noun Project
© 2016 eMarketer Inc.
Customers don’t view interactions the same way
that marketers do
© 2016 eMarketer Inc.
Consumers expect frictionless experiences
across devices
“Consumers expect first-contact resolution
for all our problems. You pick up your
device and you expect an issue to get
resolved right away. From an internal
perspective, customers expect
everything to work across all
devices, platforms and services.
For most brands, that’s not easy.”
—John Caruso, Partner and Creative Director,
MCD Partners
© 2016 eMarketer Inc.
Brands across
all industries
have plenty of
room for
improvement
when it comes
to eliciting
positive
emotions from
customers
© 2016 eMarketer Inc.
Brands taking a holistic view on customer
experience to meet or exceed expectations
“Customer experience is
everywhere we touch a
customer or they look for
us, being present and trying to
make the experience as
seamless, painless and effortless
as possible.”
—Bruce Millard, Assistant Vice
President, Digital and Customer
Experience, Safelite AutoGlass
 Provides glass
installation services
 6,500 retail locations
 Distress purchase
requires convenient,
stress-free experience
© 2016 eMarketer Inc.
Companies that are raising the bar:
© 2016 eMarketer Inc.
Leading digital companies are raising customer
expectations across industries
“I don’t think anybody comes to
the TruStage website and says,
‘Jeez, this is a much better
website than the other insurance
company.’ What they’re saying is,
‘This is as good or not as
good as Amazon.com.’”
—Jesse Shultis, Vice President,
Customer Experience and Channels,
Cuna Mutual Group
 Direct-to-consumer
insurance agency for
credit union members
 Benchmarking the
customer experience
against leading digital
companies like Amazon
© 2016 eMarketer Inc.
Be careful about making too close a comparison
to digitally native companies
“One thing that you feel as a customer when you
deal with Airbnb or Uber is that you’re dealing with
one entity, whereas traditional brands tend to have
multiple facets that hit you and don’t talk to each
other. … These digital-only companies have it
much easier because their footprint is
narrow toward digital. They tightly control the
customer experience based on those channels.”
—Peter Kang, Executive Vice President, Creative, Rosetta
© 2016 eMarketer Inc.
Businesses need to adapt to changes in how and
where people spend their time with media
32.1%
2011
47.3%
2016
Source: eMarketer, Apr. 2016
25.6%
Nondigital
Digital
Mobile Nonvoice
Time Spent
with Media by
US Adults
© 2016 eMarketer Inc.
More mobile customers requires more mobile
experiences
“Not only has the number of visitors
that we get from mobile increased
dramatically year over year, so
have storage rentals driven by
mobile. … We see people
jump between devices, too—
from mobile to desktop to back to
mobile. Mobile is playing a bigger
part in the integrated experience.”
—Melissa Burdon, Director of Marketing
Optimization, Extra Space Storage
 Self-storage rental
company with more
than 1,300 locations
 Mobile plays growing
role when buyers have
intent to rent, including
in-store at point of sale
© 2016 eMarketer Inc.
Growing customer interactions via mobile makes
mobile a key touchpoint for Citi
“For Citi, the most important
channel is mobile. … From the
end of 2014 to the end of 2015, we
saw a 25.3% increase in the
number of global customers
interacting with us via mobile. This
shows a seismic shift in the way
customers do business with
companies.”
—Alice Milligan, Chief Customer and
Digital Experience Officer, Citi
 Global financial firm
putting mobile at the
center of the experience
 Has identified, analyzed
the six journeys that
represent the top 80% of
customer interactions
© 2016 eMarketer Inc.
Customers’
changing
behaviors and
heightened
expectations are
appearing on the
radar of senior
executives
worldwide
© 2016 eMarketer Inc.
Marketers also recognize that customer
priorities are shifting
22.7%
20.7%
5.1%
29.0%
27.0%
0.0%
Top Priority of Customers According to US Marketing
Executives
Aug.2013
Feb.2016
Feb.2014
Aug.2014
Feb.2015
Aug.2015
Quality Service Brand
Source: Duke University’s Fuqua School of Business, Feb. 2016
© 2016 eMarketer Inc.
A Strategic Approach to
Customer Experience
© 2016 eMarketer Inc.
What’s the key to delivering great experiences
that reach or exceed customers’ expectations?
1. Strategy (47%)
2. Design (40%)
3. Culture (38%)
The cohesive plan, long-term view and executive
support for the future of our customer
Having well-designed user journeys that facilitate
clear communication and a seamless transaction
A cross-team approach with the customer at the
heart of all initiatives
Source: Econsultancy/Adobe, Dec. 2015
© 2016 eMarketer Inc.
Concept of customer experience is ambiguous,
requiring structure, planning and prioritization
“Customer experience has this broad,
big viewpoint, and I think that’s
actually one of the reasons why [those
of us in that area have] sometimes
struggled in organizations.”
—Frank Eliason, Head of US Digital and
Customer Experience, Zeno Group
© 2016 eMarketer Inc.
A multichannel or single view of the customer is
often the goal of customer experience efforts
“By the book, customer experience is the sum
of all customer interactions across all
touchpoints throughout the customer journey.
But on a more practical level, customer
experience is really a better lens through
which organizations are taking more
of a multichannel view of the
relationships they have with their customers.”
—John Caruso, Partner and Creative Director, MCD
Partners
© 2016 eMarketer Inc.
Progress is being
made with
customer-centric
strategies …
But plenty more
improvements
can be tackled
© 2016 eMarketer Inc.
Brands developing their customer experience
strategy should pursue low-hanging fruit
“Deal with your trust
issues first. Look at
how you fix things when
they go wrong. Look at
how you set and reset
expectations.”
—David Conway, Director,
KPMG Nunwood
“For a client who has a
loyalty or a CRM
program, the
low-hanging fruit is to
make that stuff work
really well.”
—Peter Kang, Head of
Creative, Rosetta
© 2016 eMarketer Inc.
Marketing’s Role in
Customer Experience Strategy
© 2016 eMarketer Inc.
Marketers taking on the mantle of defining,
delivering on their customer experience strategy
 High levels of
customer
engagement
almost on equal
footing with
brand
awareness for
marketing
leader priorities
worldwide
© 2016 eMarketer Inc.
Wide range of marketers’ responsibilities related
to supporting customer experience functions
67%
72%
72%
73%
74%
76%
76%
77%
78%
83%
90%
Call center
Operational emails
In-store
Operational mobile messages
Customer service responses on social media
Promotional communication and messaging
Collecting reviews and customer feedback
Integrating the customer experience across channels
Loyalty program
Media advertising
Consistent brand messaging
Areas for which enterprise senior-level marketers worldwide are responsible
Source: Experian Marketing Services, Nov. 2015
© 2016 eMarketer Inc.
Just 3% of
marketing
executives in
North America
believed their
company was
realizing the
full revenue
potential of
customers
© 2016 eMarketer Inc.
But retaining
customers
and driving
loyalty
continue to
receive the
smallest
portion of
funding
© 2016 eMarketer Inc.
Attaining coveted single customer view remains
out of reach for client-side marketers worldwide
 13% of client-side marketers worldwide
currently have a single customer view
implemented
 15% have it as a budgeted priority
 29% say it’s a priority but not budgeted
 41% say it’s in discussion but not a
priority
Source: Econsultancy/Adobe, Nov. 2015
© 2016 eMarketer Inc.
The many
benefits of a
more unified
customer
view push
marketers to
continue their
pursuit
© 2016 eMarketer Inc.
Measurement is key to understanding whether or
not strategy is working
 Another area with
room for
improvement
 Only one in 10 US
marketers polled
could measure
customer
experience
extremely well
© 2016 eMarketer Inc.
One prohibitive factor for enterprise companies:
marketing team structure broken out by channel
Fully
integrated
40%
Somewhat
integrated
41%
Broken
out by
channel
19%
Small Business
Fully
integrated
29%
Somewhat
integrated
45%
Broken
out by
channel
26%
Midmarket
Fully
integrated
15%
Somewhat
integrated
27%
Broken
out by
channel
58%
Enterprise
Source: Experian Marketing Services, Nov. 2015
© 2016 eMarketer Inc.
Siloes and lack of coordination can derail
customer experience initiatives
“When [marketers] work in all of those siloes,
one thing they do in one of those siloes
actually has a dramatic effect in the other
areas of their business. They’re making
changes in an effort to fix the customer
experience and they might actually be
clobbering the other teams.”
—Susan Ganeshan, CMO, Clarabridge
© 2016 eMarketer Inc.
Marketers anticipate strategic changes by 2020
Currently By 2020
Source: Economist Intelligence Unit/Marketo, Feb. 2016
Focusing on customer loyalty and relationships
Focusing on customer acquisition
Pioneering new and emerging technologies to
engage our audience
Adopting a mobile- and social-first approach to
major marketing campaigns
Branding and customer experience
Becoming a data-driven marketing organization
Bringing new skill sets into the marketing
department (e.g., data scientists)
45% 39%
45% 39%
35% 37%
28% 30%
19% 19%
18% 20%
11% 15%
© 2016 eMarketer Inc.
Bringing Clarity to
Customer Experience Roles
© 2016 eMarketer Inc.
Brands define dedicated roles to focus on the
customer experience
56%US marketers whose company
currently has roles related to
customer experience
Source: Association of National Advertisers (ANA), Aug. 2015
Emerging customer experience
executive roles
 Chief Experience Officer
 Chief Customer Experience Officer
 Chief Customer Officer
 Head of Customer Experience
 Vice President of Digital Experience
 Director of Channels
© 2016 eMarketer Inc.
There is some skepticism about dedicated
customer experience roles within brands
“Frankly, I think that the
customer experience is
a distributed need. …
It’s an attribute that
everyone needs to be
thinking about.”
—Mohan Ramaswamy,
Strategy Partner, Work & Co
“I wonder whether or not
that’s more of a
reaction to an
organization that has
not been
customer-centric.”
—John Caruso, Partner and
Creative Director, MCD
Partners
© 2016 eMarketer Inc.
But with right structure and authority, it can help
a company ensure they focus on the customer
“When they can get
behind a chief customer
officer or a chief
experience officer as a
way to try to create a
more integrated
experience … that’s a
definite step forward.”
—David Worth, Head of
Strategy, Rosetta
“Putting the decision-
making authority in the
place where people can
make decisions that
improve the customer
experience [is
important].”
—Bruce Millard, Assistant
Vice President of Digital and
Customer Experience,
Safelite AutoGlass
© 2016 eMarketer Inc.
CEOs currently
set the digital
vision or
strategy, but
experience
decision-makers
want more
involvement
from IT and
marketing
© 2016 eMarketer Inc.
The rise of the Chief Data Officer as the overseer
of customer experience analytics?
“More and more we are seeing that there is
an emerging role: the CDO, or chief data
officer. The CDO is responsible for
ultimately analytics and the data strategy.
They should and will have prioritization
authority over system-level changes.”
—Tim Friebel, Product Marketing Officer, ClickFox
© 2016 eMarketer Inc.
Building a Customer-Obsessed
Culture
© 2016 eMarketer Inc.
A customer-obsessed culture is critical for
meeting and exceeding heightened expectations
“[Customer experience]
all starts with the way
we treat our people and
then the way we ask
them to treat our
customers.”
—Bruce Millard, Assistant
Vice President of Digital and
Customer Experience,
Safelite AutoGlass
“Culture is everything …
having a philosophy
around customer-
centricity, which is
something you really
can’t fake in an
organization.”
—John Caruso, Partner and
Creative Director, MCD
Partners
© 2016 eMarketer Inc.
Experience ingrained in the culture from the start
“On Fridays, we invite the rest of
the company to sit with us and
observe what the team is doing.
It’s a social atmosphere. There’s a
lot of back and forth, [and] it
certainly highlights what we’re
seeing to the rest of the company.
There’s more general
customer knowledge
passed around.”
—Andy Kazeniac, Director of Customer
Experience, Drizly
 On-demand beer, wine
and liquor delivery
service launched in 2013
 Started to carve out
customer experience
function from its start
 Group works directly
with product team
© 2016 eMarketer Inc.
An amazing experience is a conduit for eliciting
the right set of emotions in customers
“These companies need to know who
they are. It’s not just about creating
this amazing experience. It’s about
knowing who your customer is and
how you make them feel.”
—Frank Eliason, Head of US Digital and
Customer Experience, Zeno Group
© 2016 eMarketer Inc.
Key Takeaways
 Leading digital companies are raising the bar when it comes to
experience, with many brands following.
 The concept of customer experience is broad, requiring brands
to develop a clear strategy involving measurement, analysis
and iteration.
 Client-side marketers are increasingly driving customer
experience initiatives across an organization.
 An array of roles specific to customer experience are being
carved out at brands large and small.
 A culture of customer obsession is critical to helping
companies meet and exceed lofty expectations.
Marketo Overview
Renata Bell
Sr. Product Marketing Manager, Marketo
Page 46
Todays World
2900
Marketing Messages Per Day
50
We Recognize
4
We Remember
Page 47
And Demand a Personalized Experience
87% of people demand a meaningful brand
experience (Edelman Consulting, 2014)
A Transformation in Customer Engagement
Mass
Marketing
Focus on the
message
Transactional
Marketing
Focus on the
upfront
transactions
Engagement
Marketing
Focus on
long-term
relationships
Marketo Company Overview
#1 independent marketing platform:
• Innovative digital marketing platform
• Fastest growing marketing technology company
• Customer system of record, 1B leads, 220B+
activities
Top rated by Analysts including Gartner,
SiriusDecisions and Forrester
Marketing First
• Helping marketers master the art and
science of digital marketing
• Unparalleled expertise
4,300 customers across
25 industries in 46 countries
© 2016 eMarketer Inc.
Learn more about digital marketing with an
eMarketer corporate subscription
Around 200 eMarketer reports are published
each year. Here are some recent reports you
may be interested in:
Q&A Session
Made possible by
You will receive an email
tomorrow with a link to view the
deck and webinar recording.
To learn more: www.emarketer.com/products
800-405-0844 or webinars@emarketer.com
Bryan Yeager
Customer Experience Strategy
in an Always-On World
 The Customer Experience Mandate: Brand Strategies to Meet
and Exceed Customers' Always-On Expectations
 The Changing Path to Purchase: What It Means to Add Mobile
to the Mix
 Marketing Technology: The Six Developments That Matter the
Most in 2016
 Making Multichannel Marketing Work: Four Tactics Required
for Omnichannel Success (Publishing June 2016)

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eMarketer Webinar: Customer Experience Strategy in an Always-On World

  • 1. © 2016 eMarketer Inc. Made possible by Customer Experience Strategy in an Always-On World Bryan Yeager Senior Analyst May 19, 2016
  • 2. © 2016 eMarketer Inc. Agenda Changing Customer Expectations Customer Experience Strategy Image Credit: Evan Shuster + Garrett Knoll/Noun Project
  • 3. © 2016 eMarketer Inc. Customer Expectations Today: Always On, Need It Now
  • 4. © 2016 eMarketer Inc. The number of potential customer channels and touchpoints continues to grow 7+Number of service channels used by more than one-third of internet users worldwide Source: Nice Systems/Boston Consulting Group, Aug. 2015Image Credit: Desbenoit/Noun Project
  • 5. © 2016 eMarketer Inc. Customers don’t view interactions the same way that marketers do
  • 6. © 2016 eMarketer Inc. Consumers expect frictionless experiences across devices “Consumers expect first-contact resolution for all our problems. You pick up your device and you expect an issue to get resolved right away. From an internal perspective, customers expect everything to work across all devices, platforms and services. For most brands, that’s not easy.” —John Caruso, Partner and Creative Director, MCD Partners
  • 7. © 2016 eMarketer Inc. Brands across all industries have plenty of room for improvement when it comes to eliciting positive emotions from customers
  • 8. © 2016 eMarketer Inc. Brands taking a holistic view on customer experience to meet or exceed expectations “Customer experience is everywhere we touch a customer or they look for us, being present and trying to make the experience as seamless, painless and effortless as possible.” —Bruce Millard, Assistant Vice President, Digital and Customer Experience, Safelite AutoGlass  Provides glass installation services  6,500 retail locations  Distress purchase requires convenient, stress-free experience
  • 9. © 2016 eMarketer Inc. Companies that are raising the bar:
  • 10. © 2016 eMarketer Inc. Leading digital companies are raising customer expectations across industries “I don’t think anybody comes to the TruStage website and says, ‘Jeez, this is a much better website than the other insurance company.’ What they’re saying is, ‘This is as good or not as good as Amazon.com.’” —Jesse Shultis, Vice President, Customer Experience and Channels, Cuna Mutual Group  Direct-to-consumer insurance agency for credit union members  Benchmarking the customer experience against leading digital companies like Amazon
  • 11. © 2016 eMarketer Inc. Be careful about making too close a comparison to digitally native companies “One thing that you feel as a customer when you deal with Airbnb or Uber is that you’re dealing with one entity, whereas traditional brands tend to have multiple facets that hit you and don’t talk to each other. … These digital-only companies have it much easier because their footprint is narrow toward digital. They tightly control the customer experience based on those channels.” —Peter Kang, Executive Vice President, Creative, Rosetta
  • 12. © 2016 eMarketer Inc. Businesses need to adapt to changes in how and where people spend their time with media 32.1% 2011 47.3% 2016 Source: eMarketer, Apr. 2016 25.6% Nondigital Digital Mobile Nonvoice Time Spent with Media by US Adults
  • 13. © 2016 eMarketer Inc. More mobile customers requires more mobile experiences “Not only has the number of visitors that we get from mobile increased dramatically year over year, so have storage rentals driven by mobile. … We see people jump between devices, too— from mobile to desktop to back to mobile. Mobile is playing a bigger part in the integrated experience.” —Melissa Burdon, Director of Marketing Optimization, Extra Space Storage  Self-storage rental company with more than 1,300 locations  Mobile plays growing role when buyers have intent to rent, including in-store at point of sale
  • 14. © 2016 eMarketer Inc. Growing customer interactions via mobile makes mobile a key touchpoint for Citi “For Citi, the most important channel is mobile. … From the end of 2014 to the end of 2015, we saw a 25.3% increase in the number of global customers interacting with us via mobile. This shows a seismic shift in the way customers do business with companies.” —Alice Milligan, Chief Customer and Digital Experience Officer, Citi  Global financial firm putting mobile at the center of the experience  Has identified, analyzed the six journeys that represent the top 80% of customer interactions
  • 15. © 2016 eMarketer Inc. Customers’ changing behaviors and heightened expectations are appearing on the radar of senior executives worldwide
  • 16. © 2016 eMarketer Inc. Marketers also recognize that customer priorities are shifting 22.7% 20.7% 5.1% 29.0% 27.0% 0.0% Top Priority of Customers According to US Marketing Executives Aug.2013 Feb.2016 Feb.2014 Aug.2014 Feb.2015 Aug.2015 Quality Service Brand Source: Duke University’s Fuqua School of Business, Feb. 2016
  • 17. © 2016 eMarketer Inc. A Strategic Approach to Customer Experience
  • 18. © 2016 eMarketer Inc. What’s the key to delivering great experiences that reach or exceed customers’ expectations? 1. Strategy (47%) 2. Design (40%) 3. Culture (38%) The cohesive plan, long-term view and executive support for the future of our customer Having well-designed user journeys that facilitate clear communication and a seamless transaction A cross-team approach with the customer at the heart of all initiatives Source: Econsultancy/Adobe, Dec. 2015
  • 19. © 2016 eMarketer Inc. Concept of customer experience is ambiguous, requiring structure, planning and prioritization “Customer experience has this broad, big viewpoint, and I think that’s actually one of the reasons why [those of us in that area have] sometimes struggled in organizations.” —Frank Eliason, Head of US Digital and Customer Experience, Zeno Group
  • 20. © 2016 eMarketer Inc. A multichannel or single view of the customer is often the goal of customer experience efforts “By the book, customer experience is the sum of all customer interactions across all touchpoints throughout the customer journey. But on a more practical level, customer experience is really a better lens through which organizations are taking more of a multichannel view of the relationships they have with their customers.” —John Caruso, Partner and Creative Director, MCD Partners
  • 21. © 2016 eMarketer Inc. Progress is being made with customer-centric strategies … But plenty more improvements can be tackled
  • 22. © 2016 eMarketer Inc. Brands developing their customer experience strategy should pursue low-hanging fruit “Deal with your trust issues first. Look at how you fix things when they go wrong. Look at how you set and reset expectations.” —David Conway, Director, KPMG Nunwood “For a client who has a loyalty or a CRM program, the low-hanging fruit is to make that stuff work really well.” —Peter Kang, Head of Creative, Rosetta
  • 23. © 2016 eMarketer Inc. Marketing’s Role in Customer Experience Strategy
  • 24. © 2016 eMarketer Inc. Marketers taking on the mantle of defining, delivering on their customer experience strategy  High levels of customer engagement almost on equal footing with brand awareness for marketing leader priorities worldwide
  • 25. © 2016 eMarketer Inc. Wide range of marketers’ responsibilities related to supporting customer experience functions 67% 72% 72% 73% 74% 76% 76% 77% 78% 83% 90% Call center Operational emails In-store Operational mobile messages Customer service responses on social media Promotional communication and messaging Collecting reviews and customer feedback Integrating the customer experience across channels Loyalty program Media advertising Consistent brand messaging Areas for which enterprise senior-level marketers worldwide are responsible Source: Experian Marketing Services, Nov. 2015
  • 26. © 2016 eMarketer Inc. Just 3% of marketing executives in North America believed their company was realizing the full revenue potential of customers
  • 27. © 2016 eMarketer Inc. But retaining customers and driving loyalty continue to receive the smallest portion of funding
  • 28. © 2016 eMarketer Inc. Attaining coveted single customer view remains out of reach for client-side marketers worldwide  13% of client-side marketers worldwide currently have a single customer view implemented  15% have it as a budgeted priority  29% say it’s a priority but not budgeted  41% say it’s in discussion but not a priority Source: Econsultancy/Adobe, Nov. 2015
  • 29. © 2016 eMarketer Inc. The many benefits of a more unified customer view push marketers to continue their pursuit
  • 30. © 2016 eMarketer Inc. Measurement is key to understanding whether or not strategy is working  Another area with room for improvement  Only one in 10 US marketers polled could measure customer experience extremely well
  • 31. © 2016 eMarketer Inc. One prohibitive factor for enterprise companies: marketing team structure broken out by channel Fully integrated 40% Somewhat integrated 41% Broken out by channel 19% Small Business Fully integrated 29% Somewhat integrated 45% Broken out by channel 26% Midmarket Fully integrated 15% Somewhat integrated 27% Broken out by channel 58% Enterprise Source: Experian Marketing Services, Nov. 2015
  • 32. © 2016 eMarketer Inc. Siloes and lack of coordination can derail customer experience initiatives “When [marketers] work in all of those siloes, one thing they do in one of those siloes actually has a dramatic effect in the other areas of their business. They’re making changes in an effort to fix the customer experience and they might actually be clobbering the other teams.” —Susan Ganeshan, CMO, Clarabridge
  • 33. © 2016 eMarketer Inc. Marketers anticipate strategic changes by 2020 Currently By 2020 Source: Economist Intelligence Unit/Marketo, Feb. 2016 Focusing on customer loyalty and relationships Focusing on customer acquisition Pioneering new and emerging technologies to engage our audience Adopting a mobile- and social-first approach to major marketing campaigns Branding and customer experience Becoming a data-driven marketing organization Bringing new skill sets into the marketing department (e.g., data scientists) 45% 39% 45% 39% 35% 37% 28% 30% 19% 19% 18% 20% 11% 15%
  • 34. © 2016 eMarketer Inc. Bringing Clarity to Customer Experience Roles
  • 35. © 2016 eMarketer Inc. Brands define dedicated roles to focus on the customer experience 56%US marketers whose company currently has roles related to customer experience Source: Association of National Advertisers (ANA), Aug. 2015 Emerging customer experience executive roles  Chief Experience Officer  Chief Customer Experience Officer  Chief Customer Officer  Head of Customer Experience  Vice President of Digital Experience  Director of Channels
  • 36. © 2016 eMarketer Inc. There is some skepticism about dedicated customer experience roles within brands “Frankly, I think that the customer experience is a distributed need. … It’s an attribute that everyone needs to be thinking about.” —Mohan Ramaswamy, Strategy Partner, Work & Co “I wonder whether or not that’s more of a reaction to an organization that has not been customer-centric.” —John Caruso, Partner and Creative Director, MCD Partners
  • 37. © 2016 eMarketer Inc. But with right structure and authority, it can help a company ensure they focus on the customer “When they can get behind a chief customer officer or a chief experience officer as a way to try to create a more integrated experience … that’s a definite step forward.” —David Worth, Head of Strategy, Rosetta “Putting the decision- making authority in the place where people can make decisions that improve the customer experience [is important].” —Bruce Millard, Assistant Vice President of Digital and Customer Experience, Safelite AutoGlass
  • 38. © 2016 eMarketer Inc. CEOs currently set the digital vision or strategy, but experience decision-makers want more involvement from IT and marketing
  • 39. © 2016 eMarketer Inc. The rise of the Chief Data Officer as the overseer of customer experience analytics? “More and more we are seeing that there is an emerging role: the CDO, or chief data officer. The CDO is responsible for ultimately analytics and the data strategy. They should and will have prioritization authority over system-level changes.” —Tim Friebel, Product Marketing Officer, ClickFox
  • 40. © 2016 eMarketer Inc. Building a Customer-Obsessed Culture
  • 41. © 2016 eMarketer Inc. A customer-obsessed culture is critical for meeting and exceeding heightened expectations “[Customer experience] all starts with the way we treat our people and then the way we ask them to treat our customers.” —Bruce Millard, Assistant Vice President of Digital and Customer Experience, Safelite AutoGlass “Culture is everything … having a philosophy around customer- centricity, which is something you really can’t fake in an organization.” —John Caruso, Partner and Creative Director, MCD Partners
  • 42. © 2016 eMarketer Inc. Experience ingrained in the culture from the start “On Fridays, we invite the rest of the company to sit with us and observe what the team is doing. It’s a social atmosphere. There’s a lot of back and forth, [and] it certainly highlights what we’re seeing to the rest of the company. There’s more general customer knowledge passed around.” —Andy Kazeniac, Director of Customer Experience, Drizly  On-demand beer, wine and liquor delivery service launched in 2013  Started to carve out customer experience function from its start  Group works directly with product team
  • 43. © 2016 eMarketer Inc. An amazing experience is a conduit for eliciting the right set of emotions in customers “These companies need to know who they are. It’s not just about creating this amazing experience. It’s about knowing who your customer is and how you make them feel.” —Frank Eliason, Head of US Digital and Customer Experience, Zeno Group
  • 44. © 2016 eMarketer Inc. Key Takeaways  Leading digital companies are raising the bar when it comes to experience, with many brands following.  The concept of customer experience is broad, requiring brands to develop a clear strategy involving measurement, analysis and iteration.  Client-side marketers are increasingly driving customer experience initiatives across an organization.  An array of roles specific to customer experience are being carved out at brands large and small.  A culture of customer obsession is critical to helping companies meet and exceed lofty expectations.
  • 45. Marketo Overview Renata Bell Sr. Product Marketing Manager, Marketo
  • 46. Page 46 Todays World 2900 Marketing Messages Per Day 50 We Recognize 4 We Remember
  • 47. Page 47 And Demand a Personalized Experience 87% of people demand a meaningful brand experience (Edelman Consulting, 2014)
  • 48. A Transformation in Customer Engagement Mass Marketing Focus on the message Transactional Marketing Focus on the upfront transactions Engagement Marketing Focus on long-term relationships
  • 49. Marketo Company Overview #1 independent marketing platform: • Innovative digital marketing platform • Fastest growing marketing technology company • Customer system of record, 1B leads, 220B+ activities Top rated by Analysts including Gartner, SiriusDecisions and Forrester Marketing First • Helping marketers master the art and science of digital marketing • Unparalleled expertise 4,300 customers across 25 industries in 46 countries
  • 50. © 2016 eMarketer Inc. Learn more about digital marketing with an eMarketer corporate subscription Around 200 eMarketer reports are published each year. Here are some recent reports you may be interested in: Q&A Session Made possible by You will receive an email tomorrow with a link to view the deck and webinar recording. To learn more: www.emarketer.com/products 800-405-0844 or webinars@emarketer.com Bryan Yeager Customer Experience Strategy in an Always-On World  The Customer Experience Mandate: Brand Strategies to Meet and Exceed Customers' Always-On Expectations  The Changing Path to Purchase: What It Means to Add Mobile to the Mix  Marketing Technology: The Six Developments That Matter the Most in 2016  Making Multichannel Marketing Work: Four Tactics Required for Omnichannel Success (Publishing June 2016)