CON1566_Jiang-Deliver Great Customer Experiences_Jun3

8/11/2019 CON1566_Jiang-Deliver Great Customer Experiences_Jun3

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Deliver Great CustomerExperiences

Patrick JIANGConsulting Solution ManagerOracle Consulting Services


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Copyright 2013, Oracle and/or its affiliates. All rights reserved.2

Todays Discussion

Global Insights: Succeeding in the customer experience Oracle reference architectures

Key considerations

Customer case studies

Next Steps: How to get started


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Executive Summary: The Execution Ch

Businesses & Customers Are WorldsApart: Expectations Outpace CX Delivery

Social media: A Key trend driving CX, but manybusinesses are playing catch up

81% agree social media is critical for success, yet 35%dont support social media for sales or service

Falling Short On Delivering the

Experiences Customers Want Slow adoption rate of customer expected capabilities

Significant opportunities for improving experiencesacross research, buying, and post purchase processes

Inflexible technology, siloed organizations and systems,insufficient investment, and inability to measureperformance hinder success

Solving the Execution Chasm Requires a New Approach to CX

Obstacles Hindering CX Success Span People, Process, and Technology

Global Strategic Imperativewith Huge Financial Stakes

93% say that improving CX is one of thetop three priorities for the next two years;97% state CX is critical to success

The cost of failure is large20% ofannual revenue

Key trends: CX focus higher due to risingcustomer expectations and social media

Yet, Many BusinessesAre Stuck in Idle

91% want to be a CX leader, but 37%are just getting started with a formalCX initiative


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People & Processe

Tech, People, and Processes Present O

1Respondents asked to select top three

27%

Technology

29%Limitations of

inflexible

technology andapplication

infrastructure

24%Difficulty regularly

tracking

performancemeasures and

customerfeedback

23%Don't have aconsolidated,

accurate, 360-degree customerview across alltouch points

18%Siloed systems that

prevent us from easily

sharing information orsupporting continuous

processes acrosstouch points

Siloed organizations/conflicting key

performance indicators(KPIs)/incentives betwee

different channels/business units

Breakdown Organizational Silos and Address CX fromTAKE AWAY

Some of the Biggest CX Obstacles Are:1

Executives cite limitations from inflexible technology, sil

organizations, and insufficient investments as the biggeobstacles to delivering the best possible customer expe


5/36Copyright 2013, Oracle and/or its affiliates. All rights reserved.5

Voice

In-Store

Print

Chat

Email

Social

Search Web

Ask for Recommendations

Visit Retail Store

Get Confirmation

Pickup Local Store

Read Reviews Ask for Advice

Ask for Info

Order Online

Kiosk

Change Order

See PromotionReadArticle

Get Help

Research Select ReceiveNeed Purchase MaintainUse

Read Manual

R

Customer ExperienceChannels of Interaction

Web


6/36Copyright 2013, Oracle and/or its affiliates. All rights reserved.6

Dramatically reduces the time tocreate your solution architecture

Incorporates industrybest practices

Reduces your risk by providing a

repeatable solution blueprint Helps you make the best use of

Oracle and other vendors products

Why a Reference Architecture?

Customer Experience Reference Archi

"If you think good architecture is expensive, try bad architecture."Brian Foote and Joseph Yoder

Click to enlarge


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Customer Experience Reference ArchiKey Architectural Principles

Features Benefits

CommonBusinessProcess

Execution

Provide an end user experience that is seswitch between touch points

Support common business processes acr Monitor business processes to identify us

touch points

Service-enabled

Back-endSystems

Decouple back-end systems from channeprocesses

Support a customer centric mode of operproduct centric mode

Link all systems to a common customer v

Multi-channelSupport

Write once and easily deploy across all to

Monitor and manage SLAs and performantouch points

Secure AllChannels

Provide a centralized identity and access

Build in fraud detection to understand threall of the touch points

Helps You:

Translate business needsinto requirements on thesolution architecture

Develop your companyspecific architectureprinciples by providing astarting set of principles

Articulate and enforce yourcompanys priorities, both

business and IT


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Customer Experience Reference ArchiConceptual View

Marketing andLoyalty

Commerce

Public Cloud Private CloudManagedServices

ProductCustomerMaster Data

Helps You:

Quickly establish consensuson the scope of yourcustomer experience solutionwithout being distracted bytechnical details

Paint the big picture forinternal communications

to build support Easily modified to reflect

your companys priorities


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Customer Reference ArchitectureLogical View

Need

Research

Select

Purchase

Receive

Use

MaintainRecommend

CustomerPerspective

Business Services

Information Management

Market

Offer

Sell

Fulfill

Service

End-of-Life

CustomerPerspective

Content Product KnowledgeBase

Inventory Custom

Customer

SocialMedia

Helps You:

Ensure your customerexperience solution includesall the necessary capabilities

Establish the customerexperience solution asunified rather than piecemeal

Map on your current

customer experiencecapabilities to find gaps

Tie architecture capabilitiesto specific aspects of thecustomer experience lifecycle


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CX Reference Architecture Logical ViewService and Support Components

Assist

Dialog

Payment Mgmt

Incident Mgmt

Opportunity Mgmt

Semantic Search

Rule-BasedDecisioning

Work Queue

Service

Session Capt

Activity Monito

Insight

ContentMgmt

Information Mgmt

CustomerMgmt

KnowledgeMgmt

CustomerPerspective

Agent

Look and Feel

Navigation

Branding

Personalization

Customization

Promotions

Chat

Interface

Content Customer KnowledgeBase

Account Mgmt

Self Service

Search

Track

Feedback

Use/Maintain

SocialMedia


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Oracle Social Network

Oracle Social MarketingCloud Service

Oracle SocialEngagement and

Monitoring Cloud Service

Social

CX Reference Architecture Product MaService and Support

Oracle WebCenter

Oracle ATG Commerce

Oracle Endeca

Interface

Oracle RightNow CXCloud Service

Oracle Siebel ContactCenter and Service

Oracle Knowledge

Service and Support

Oracle Live Help onDemand

DialogOracle WebCente

Content

Oracle Master DaManagement Suit

Oracle Database

Information

Managemen

Oracle BusinessIntelligence

Oracle Real-timeDecisions

Oracle EndecaInformation Discov

Oracle BusinessIntelligence

Agent

Insight


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CX Reference ArchitectureComplete Logical View

Look and FeelInteractionLayer

BusinessProcess

Layer

BusinessServices

Layer

InformationLayer

SharedInfras-

tructure

Multi-ChannelDelivery

Laptop Mobile TabletDesktop Print

Navigation Customization Personalization Branding Promotions Chat Dashboards

Rec

Market Offer Sell Fulfill Service End-of-

Guide Offer Recommend Assess Payment Mgt Coupon Mgt

Big DataData

Warehouse Customer Accounts Product Inventory Content

Business Process Management

Data and Service Integration

MaintainUseReceivePurchaseSelectResearchNeed

Self-ServiceDialogAccount MgtCheck OutCart/BasketBrowseSearch Feedback

Assist Incide

Design and Author Knowledge Mgt Catalog Mgt Pricing Community Mgt Work Queue Anal

Semantic Search Rule-Based Decisioning Fraud Detection Business Rule Mgt Session Capture Activity Mo

Reporting Campaign Mgt Opportunity Mgt Customer Mgt Order Mgt Fulfilment Mgt LoyaltContent Mgt

web Social KioskIn-Store Direct


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CX Solution ResChallenge

Oracle Knowledge Oracle Siebel Contact Center

Needed to improve the customer experience byproviding faster and more informed support tobusiness customers

Improve collaboration and content reuse to enablemore efficient service and problem solving

Expand self-service support capabilities forcustomers to enable faster and lower-costresponses

Improved the call center cuaccelerating case resolutioknowledge base search an

Integrated knowledge searprocess

Simplified the customer excommon support inquiries

AVAYAGlobal provider of next-generation business collaboration an

communications solutions, providing unified communications, time video collaboration, contact center, networking and rela

services.


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CX Solution ResChallenge

Oracle RightNow Oracle Endeca

Create a multi-channel customer experience toreduce customer confusion and frustration dueto distinct contact channels

Drive self-service care with knowledgebaseaccessibility

Improve operational efficiency and reduce low-value phone interactions to the contact centerwith email and chat

Drove consistent customeemail, communities, and c

Deployed consolidated knoboth customers and agentissue resolution

Unified search across knowand databases

Saskatchewan TelecommunicationsThe leading full-service communications provider in Saskatchew$1.1 billion in annual revenue and over 1.4 million customer conn


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CX Discovery Workshop

Spend a few hours to:

Establish a level set foryour CX initiative

Current state of customer experienceat your company

Oracles view of customer experience

Identify and prioritize CX painpoints

Pre-populated with Oracle experiencefrom working with other companies

Formulate high-level CX solutionarchitecture

Leverages Oracles customer experiencereference architecture

Determine next steps


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Taking the Next Step with Oracle is EasContact Your Oracle Sales Rep to Schedule a Free Consu

Learn how the latest Oracle CRM/CX innovationscan help your business

Identify opportunities to improve solutionperformance and reliability

Act upon quick-win opportunities to improve theend-user experience

Chart a best-in-class customer experience to drivesignificant business results

Gain deep insights into your CRM solution andunderstand your upgrade options

Health-check

Innovation Update

Siebel UsabilityWorkshop

Customer ExperienceJourney Mapping

UpgradeAnalysis


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Graphic Section Divider


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Survey Key Findingsby Region


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North America Key Findings

Average potential annual revenue lost as aresult of not offering a positive, consistent,and brand-relevant customer experience

Formalized Customer Experience Program:

Are still assessing or planning with no activeimplementations

Have one or more active implementations

27%

42%

Biggest Obstacles:1

Lack of money (32%)#1

Inflexible technology/application infrastructure (28%)#2

#3

13%In the next two years, North Americinvest in:2

32% Business and customer analyt

25% Web experience management

24% Commerce/customer service m

Most Successful Customer Experi

35% Building a training program/incen

32% Implementing a technology to im

27% Formalizing a Voice of the Custo

21%

1Respondents asked to select top three 2Respondents asked to select all that apply

Average planned increasetechnology spending in the

Siloed organizations (25%)

Consider their CX initiative advanced29%


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Asia Pacific Key Findings





38%

45%

Biggest Obstacles:1


Siloed organizations (28%)#2

#3

19%In the next two years, Asia Pacific cinvest in:2


34% Loyal management systems

33% Integrated customer view acro


32% Formalizing a Voice of the Custo


31% Developing customer personals



Don't have a consolidated, accurate, 360 degreecustomer view (28%)


20%


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Europe Key Findings





36%

42%

Biggest Obstacles:1

Lack of money (31%)#1


#3

15%In the next two years, European coinvest in:2



26% Loyalty management system




27% Implementing an SLA with any c



Difficulty tracking performance/customerfeedback (24%)


18%

L i A i K Fi di


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Latin America Key Findings





51%

28%

Biggest Obstacles:1



#3

25%In the next two years, Latin Americinvest in:2


27% Loyalty management system

27% Self service capability on webs


33% Developing customer personas t


30% Implementing an SLA with any c



Lack of money (25%)


22%


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D li i G t E i Th h


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BUY OWNSupport & ServeMarket & Sell

Delivering Great Experiences Throughthe Customer Lifecycle

CX Gl b l St t i P i it ith H Fi


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Rising expectations from customers (59%) and the ion customers ability to broadcast good and bad exp

top two drivers for organizations focus on customer

CX: Global Strategic Priority with Huge Finan

Executives Say Delivering a Positive Customer ExperiencTheir Bottom Line

1Those who somewhat or strongly agree 2Respondents asked to select top three

20%

Executives estimate that theirpotential revenue loss for notoffering a positive, consistent, andbrand-relevant customerexperience is 20%of their annualrevenue, or $400M for a $2B firm

of executives statethat improving thecustomer experienceis one of theirorganizations top

three priorities in thenext two years

93% 97%

CX Can Make or Break a BusinessTAKE AWAY

Th E ti Ch


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The Execution Chasm:Many Businesses Are Stuck in Idle

1Those who somewhat or strongly agree 2e.g., established dedicated customer experience leaders, optimizing initial projects, extending program to new

91%wish to be considered

a CX leader in theirindustry1

Yet

Nearly all businesses

37%are just getting

started with a formalCX initiative

2Con

initiat

And only

Business Must Act to Avoid Falling BehindTAKE AWAY

Businesses say CX is a top priority and want to be recognized asCX leaders, but many are just getting started with a formal initiati

The Perception Chasm


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The Perception Chasm:Businesses and Customers Are Worlds Apart

1Those who strongly agree 2According to The 2011 U.S. Customer Experience Impact (CEI) Report by RightNow (acquired by Oracle in March 2012)

49% 89%But

44% While

of execs believecustomers willswitch brands

due to poor CX1

of customers saythey have switched

because of poorCX2

of execs believecustomers are

willing to pay forgreat CX1

Executives Underestimate The Risk and OpportuTAKE AWAY

Business executives underestimate the importanceof the customer experience on customer behavior.

Businesses Fall Short on Delivering the Experiences Custom


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Fewer than Half of Respondents Said the Following Were Top Areas of Succ

In the Research and Buying Process:

Personalizing communications with relevant offers/informationbased on customer segments/preferences (49%)

Enabling customers to start a purchase transaction in one channeland seamlessly continue the transaction in another (35%)

Providing agents with real-time visibility into a customer's currentshopping cart and recent behavior on the web or mobile (26%)

After Customers Purchase Products/S

Empowering customers to help themselves on any

Providing service and support through mobile and t

Integrating social media with services processes (3

Capturing/maintaining a single view of customer beproduct, and services transactions to understand cupatterns, and preferences (28%)

Businesses Fall Short on Delivering the Experiences Custom

Organizations Report Significant Opportunities for Improvement in Effectively Delivering Superior

1Respondents asked to select top five areas

Room for Improvement in Customer EngagemenTAKE AWAY

Social Media:


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Social Media:A Key Driver for the Future

1Those who strongly or somewhat agree

81%believe that delivering a greatcustomer experience todayrequires leveraging social

media effectively1

But

a significant number of organizations

understand the importance of social m

35% DONThave sfor sales chan

35%DONThave s

for customer s

Catch up with Social ExpectationsTAKE AWAY

The customer voice is becoming louder via social mediaand many businesses are playing catch up to respond

Siebel Challenges


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Siebel ChallengesTarget Offerings

Upgrade to Siebel 8.1.1.10, ASRM, Fusion CRM, RightNo

Oracle Knowledge, MDM, et

Need for new, enhanced capabilities(commerce, social, sales, service,

marketing, knowledge management etc.)

Upgrade to Siebel 8.1.1.10,Oracle-on-Oracle

Performance, reliability andscalability issues

Upgrade to Siebel 8.1.1.10,

Open UI

User Experience issues and

transition to tablets and mobile

Upgrade to Siebel 8.1.1.10Standard support expiration


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CON1566_Jiang-Deliver Great Customer Experiences_Jun3

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