disrupting the customers journey: gartner customer 360 summit 09092015

©2015 LinkedIn Corporation. All Rights Reserved.

Disrupting the Customer Journey:Blurring the lines between Marketing, Sales, and Service in a Members’ First World

Gartner Customer 360 Summit – September 9th, 2015

Andy Yasutake, LinkedInDirector, Global Technology Solutions & Operations – GCO

www.linkedin.com/in/ayasutake@yasusasu

2

Who Am I?

GCO©2015 LinkedIn Corporation. All Rights Reserved.

:The World’s Largest Professional Network

What do Customers Expect?

What Are We Solving For?

How We Get There: The Journey Ahead

The Journey Today

Create economic opportunity for every member of the global

workforce

Our Vision:

4

The world’s largest professional network

~$2.2B+ in Revenue 2014; ~40%YoY

5

Connect the world’s professionals to make them more productive and

successful

The Mission:

For Our Members (B2C)“Members First”

6

C O N N E C T

with your professional

wor ld

S TAY I N F O R M E D

through

professional news and

knowledge

G E T H I R E D

and bui ld

your career

For Our Customers (B2B)

7

H IR E M A R K E T SEL L @ W O R K

Enable passive recruiting at

massive scale

Identify and engage professionals with

relevant content

Transform cold calls into warm

prospects

Connect with yourcolleagues

professionally

Connecting talent with opportunity at massive scale

Members Companies Jobs Skills Schools Knowledge

380M+ 6M+ 4M+ 10K+ 24K+ Billions

As of July 31st 2015

8

THE ECONOMIC GRAPH


Dream Big Get shit done

Know how tohave fun

Where Can We Go if We Dream Big?

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What do customers expect?Customer Experience Industry Trends

GCO©2015 LinkedIn Corporation. All Rights Reserved. 11

By 2016, one in four will own two or more mobile devices, and

about 9% will own three or more.

98% of consumers move sequentially between screens and devices to complete a task

By 2018 there will be more than 10 billion mobile-connected devices;

1.4 mobile devices per capita

Reviews and Word of Mouth are increasing their influence on consumer trust (3-5X more than TV/radio ads)

80% of consumers are more likely to recommend a brand

that offers a simpler experience

Sources: Accenture, Interbrand, Juniper Research, Google, Jack Morton 11

The Customer is changing in the Internet Age

44% of consumers have higher customer service experience

expectations than one year ago

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Customers are empoweredDelight and disdain

will be broadcast Switching is easier than ever

Platforms and devices change the playing fieldMedia, devices and platforms continue to be democratizedPace of technology and device innovation is unprecedented

There is a new face of competitionNew digital competitors are re-imagining servicesNew partnerships and new ecosystems being formed

Engagement is on their termsThe “funnel” is not linear, nor circularLines are blurring between marketing, commerce and service

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Customer Expectations

Digital realities are always online

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DELIGHTING YOURCUSTOMERSUnderstand your customer to design delightful multi-channel experiences and servicesRelevant, Elegant, Simple

RE-ORIENTING YOUR BUSINESSTransform the business and operating models towards customer-centricity and agility while infusing innovation and analytics into the core cultureEffective, Agile, Delivers ROI

FLEXING YOUR PLATFORMPower the business and customer experiences by optimizing the marketing, content, and commerce technology and operations —scaled as needed to performRobust, Scalable, Deployed Fast

Exceeding customer expectations requires key elements

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Time

Bus

ines

s B

enef

its DisruptNew products and services

Redefine customer expectations

New distribution models

Create new value propositions

DifferentiateCreate new customer experiences

Pivot business model using digital

OptimizeDefend your core business and meet customer expectations

Unlock efficiencies for customer interactions

Customer

Business

Platforms

By merging these elements, breakthrough outcomes are possible

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DisruptDifferentiate

Optimize

Differentiated and

Personalized Experiences

Design experiences to match budget and need

No more one-size-fits-all! 4

Redefine Customer Service

Workforce

Maximize the value of every touch and rethink roles and functions

It’s the doctor that makes the difference!

3

More “Do it Yourself”-- Channels

Optimize processes and take advantage of emerging channels

2

Help me help myself!

Increased Customer Control

Give me control and I won’t risk losing it! 5

Put the power in customers hands

Tighter Channel

Integration

1

Don’t make me repeat myself!

Move from multi-channel to cross channel, integrating digital channels

Adopting service capability trends drive business results

15

What Are We Solving For?


Google

Facebook

Twitter

Box.com

Apple

Amazon

Zappos

eBay

Minimalist Moderate Significant

Friendly, brand-building experience

Lack of product knowledge; slow

Fast, efficient, knowledgeable

Non-inspirational experience

Efficiency

Experience/Empathy

PinterestDropboxTechcrunch

Mashable

Indeed

PayPal

Customer Service Delivery

Internet companies provide varying levels of service in line with their brand promise

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MinimalistService relatively unimportant to brand promise or competitive differentiation.

SignificantModerateService an important

component of offer, but not a core element of experience

or brand.

Service is key differentiator and

integral to the brand promise.

The Customer Service Continuum

Today

LinkedIn’s Marketing + Customer Support + Experience Journey

GCO continues to be a key enabler of the customer lifecycle to drive engagement and maximize value among members and customers

LinkedIn continued to invest in customer operations at scale with a mission to Educate, Empower, and Engage customers so they can maximize their experience

GCO formed with 11 employees in Omaha and grew to almost 700 employees globally in seven years

2007- 2012:

2014:

Future:

GCO originally moved from the LinkedIn Product Organization to Marketing and is now back in Product

2013:

Where do we want to be?


Opportunity to Continuously Improve the Member Experience

0%

20%

40%

60%

80%

100%01

-12

01-1

901

-26

02-0

202

-09

02-1

602

-23

03-0

203

-09

03-1

603

-23

03-3

004

-06

0

SLA % by Queue Group

4-13

04-2

004

-27

05-0

405

-11

05-1

805

-25

06-0

106

-08

06-1

506

-22

06-2

907

-06

07-1

307

-20

07-2

7

Enterprise Free Premium

Mobile % of Total

Members expect more consistency in service

Members are engaging with LinkedIn differently

SLA’s are often below 85% target and inconsistent

Agent productivity is highly variable due to manual processes and inherent knowledge

~5% of cases are originated from mobile devices; however, ~50% of member activity is via mobile “Mobile Moment”

Members are demanding more high touch, real-time interactions (95% chat CSAT)

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Service Expectations for Members and Customers Continue to Rise

Members’

Experience

Variance

Time

Negative Interactions

PositiveInteractions

Reactive

Tool ExpansionEscalation Tracking

Social Media Case Integration

Integrated Systems

Emulation/Simulation

ProactiveAutomated Billing

Automated Onboarding

Geo FencingProactive Insights

Proactive Issue Notification

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How We Get There: The Journey Ahead


LinkedIn’s ‘Members’ First’ Culture: Enabling our Journey

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EfficiencyPrevention Deflection Add Value

LinkedIn’s Culture

Products Sales / Marketing

+ =


EmpathyObservation Action

Surface rich and relevant insights

Educate, inspire, and understand

Drive impact @ scale

Measurement

Monitor and track against

goals

Voice of Member: For Members & Customers

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Awareness

Acquisition

EngagementRetention

Re-activation

RIGHT CHANNELType | Delivery | Device

RIGHT MEMBERType | Audience | Persona

RIGHT OFFERCTA | Type

RIGHT TIMEMember Experience

Member Lifecycle: Provide the member the right offer/experience, the right channel, at the right moment of the truth, at the right time


IntelligenceWhat will happen next?

KnowledgeWhat will happen?

DataWhat happened?

InformationWhy did it happened?

Insights Driving Decisions from the Outside


Closing the Loop

Visited marketing website, downloaded white paper

Act

ive

Sign

als

Social Media status updates Profile/role changes on LinkedIn

Marketing or sales have not contacted in X months

Customer hasn’t used product in the past few weeks

Renewal dates, anniversaries, birthdaysPass

ive

Sign

als

Leverage Big / Small Data to surface active and passive signals as input to Sales / Marketing

Sample Signals Triggers


Strategic Capability Phases for our CX Journey

“Service Excellence”

“Best in Class”

“Brilliant at the Basics”

•Deliver consistent service levels at target or better for sustained periods•Increase automation and integration for case management•Improve resource forecasting, scheduling, and planning across all operations functions•Focus on improving employee engagement and satisfaction with their tools• Consolidate multiple Help Centers into an integrated platform scaled to support

LinkedIn

• Expand interaction channels for our members and customers• Introduce Rich media and interactive content • Increase cost efficiencies and minimize productivity churn• Scale to meet emerging market needs as LinkedIn grows

• Best in Class Service Levels with minimal variance• Leverage the Community completely• Integrated Single view of the Customer• Service as a Proactive Value Center

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1. Customers don’t care about organizational boundaries; Break them down ASAP

Key Takeaways

3. Leverage all your company’s assets to disrupt, compete, and win!

2. Focus on “Outside-In” and “Member and Customer First” in all you do