tealeaf/forrester roundtable 2010

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Tealeaf Customer Experience ExecutiveRoundtableFebruary 4, 2010

1999 - 2010 Tealeaf Technology, Inc. All rights reserved. Confidential and Proprietary.


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Todays Speakers

Bruce Temk in

Forrester Research

CEO

MandMDirect.com

J oe Megibow

, o a na y cs p m za onExpedia.com

1999-2010 Tealeaf Technology, Inc. All r ights reserved. confidential and proprietary.1


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Todays Agenda

Introductions

Opening Remarks Panelist Case Studies

Panel Roundtable Discussion

Closin Remarks

1999 - 2010 Tealeaf Technology, Inc. All rights reserved. Confidential and Proprietary.2


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Tealeaf Executive Roundtable

Bruce D. TemkinVP & Principal AnalystForrester Research

Februar 4 2010


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The core insight

4 Entire contents 2009 Forrester Research, Inc. All rights reserved.


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The core insight

Do what you do so

to see it again and

- Walt Disney


Sources: Wikipedia


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How important will customer experience be in your

'

6 Entire contents 2009 Forrester Research, Inc. All rights reserved.Base: 141 North American companies with $500 million or more in revenuesSource: Forrester's Q4 2009 Customer Experience Peer Research Panel Survey


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How would you describe your firm's goal for customer



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Customer experience affects the bottom line

Customerexperience leaders

Customer experiencelaggards

Willingness to buy

op quar eo om quar e

to switch

Likelihood torecommend

8 Entire contents 2009 Forrester Research, Inc. All rights reserved.Source: North American TechnographicsCustomer Experience Online Survey, Q4 2008


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+-Willingness to buyop quar eo om quar e

to switch

Likelihood torecommend


ercentages are re at ve to n ustry averages

Source: North American TechnographicsCustomer Experience Online Survey, Q4 2008


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+-Willingness to buyop quar eo om quar e

+ .- .to switch

+8.4%-8.2%Likelihood torecommend





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+-Willingness to buy 14.4

op quar eo om quar e

+ .- .to switch .

+8.4%-8.2%Likelihood torecommend 16.6%





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nnua revenue c ange rom a mo es s ncustomer experience for a $10 billion company

uy ng moreproducts $65 millionReduction in churn

$116 millionWord ofmouth $103 million



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Forresters 2010 Customer Experience Index

13 Entire contents 2009 Forrester Research, Inc. All rights reserved.Source: North American TechnographicsCustomer Experience Online Survey, Q4 2009


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Top failures in Forresters customer experience self-test

ercen age o rms a agree w s a emen



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Todays Agenda

Introductions



Closin Remarks



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Customer Experience as aCustomer Experience as a

Steve RobinsonSteve Robinson

February 2010February 2010


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A little about M and M DirectA little about M and M Direct

Revenue this year of nearly 110mRevenue this year of nearly 110m

e over m or ers espatc ee over m or ers espatc e Over 1m web visits a weekOver 1m web visits a week

6 most visited UK clothing website6 most visited UK clothing website

22ndnd bi est UK clothin ure labi est UK clothin ure la 2010 winners of Drapers Best UK Website2010 winners of Drapers Best UK Website

2 years of IT transformation2 years of IT transformation


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Benefits CaseBenefits Case

Fixing technical failures in the customerFixing technical failures in the customerourneyourney

Alerting live problems and recovering fromAlerting live problems and recovering fromt emt em

Monitoring changes during a warrantyMonitoring changes during a warrantyper oper o

Improving the customer journey to helpImproving the customer journey to help

convers onsconvers ons Analysis of shopping behaviour andAnalysis of shopping behaviour and

op m s ng ncremen a sa esop m s ng ncremen a sa es


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Customer ExperienceCustomer Experience

Can ever one who wants to access mCan ever one who wants to access m

online shop get in?online shop get in?

Is my full range on offer to them?Is my full range on offer to them?

Can they put those items in their basket?Can they put those items in their basket?

Can they pay for them!Can they pay for them!


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Tealeaf is a game changing piece of technology versusTealeaf is a game changing piece of technology versus

Store visits

Mystery shopper

Tealeaf takes the

understanding of

Customer countersthese online toanother level

Availability measures


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ExampleExample we are able to monitor customerswe are able to monitor customers

e are a e o en ythe customers whohave not completed


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We can then drill down the list of customers atWe can then drill down the list of customers at


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We can then step through the journey andWe can then step through the journey and


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What have we learned?What have we learned?

Try to get usage as deeply into theTry to get usage as deeply into the

business as possiblebusiness as possible Rin fence the resource to aid uickRin fence the resource to aid uick

implementationimplementation

business and prioritisebusiness and prioritise

issueissue

eep e momen um upeep e momen um up


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SiteConversion:OurCulture

, ,


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Tools KnowledgeorValue

Eachontheirown

,

indicationof

where

issues

are

occurring

Webanalytictoolsaggregatedsiteusagestatsbutlackeddetailedcustomerexperiencedataandinformationon

customerintent

customerexperienceissues

Codeloggingrequiredmeticulousdevelopmenteffortsto

identifyand

record

every

fork

that

could

be

exercised

and

it

createsperformanceissues

notbeingmonitoredoractedupon


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Wecouldgoweeks,evenmonths,without

knowin

the

extent

of

a

customer

issue Businesswouldlookatfinancialandanalyticsdata

Development

everythinglookedfine

analyticstoolswereaccuratetherebypointingthe

fingerbackatthebusiness


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Abetterway: CombiningtheVoiceofthe

Customer

VOC

with

actual

site

ex erience Givescontextforcustomerexperienceissues

Uncoversdata

and

User

Experience

(UX)

inconsistencies

Identifiescustomerconfusionareas


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Wetransformedourorganizationtotake

advanta e

of

listenin

to

the

customer

insi hts Listeningtothecustomerisingrainedintoourculture

AllVOCcommentsaresenttoallfrontlineexecutivesever da

Eachcomplaintisparsedouttotheresponsiblegroupforresolving

Builtateamtoanalyzecustomerfeedback,quantifyanyssues,an eve opcustomercentr cso ut ons. eya so

createtrackingtohelpproactivelyidentifycustomerproblem

areas.

Createdacrossfunctional,crossdepartmentalteam(UserExperience,Marketing,IT,Development,QA,Product

, . .

CreatedaseparateDevelopmentorganization,justforsiteoptimization


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Example:CreditCardDeclines

1000sofusersperdayhavetheircreditcardec ne .

Westartedpayingattentiontocustomerfeedbackanddugintorealuserexperiences.

Weknew

we

were

driving

thousands

of

calls

tothecallcenter.


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Wefoundthatmanydeclineswererelatedtoa ressver ca on.

Wediscoveredthatwehaddesignissuesthatwereregularlyconfusedcustomers.


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WeremovedtheCompanyfield,andaddresserrorsnear ywen away

Address errors on the BD page


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Whichresultedina1%increaseinconversionrom epage,an as gn can re uc on n

calls.


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WeContinuetoInvestinCustomerExperience

Byaddingdiscipline,process,provenexecution,andsoundmeasurementtooursiteconversioneffortswehave:

ExpandedourSiteConversiondevelopmentorganizationtomorethan25dedicatedanalystsanddevelopers.

2010.

Tons

of

good

will

in

responding

to

customer

issues

and

prov nga etters opp ngexper ence

Winningculturalshiftoflisteningtocustomers,institutionalizin anal tics andexecutin a ainstwhatwe

learn


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Todays Agenda

Introductions



Closin Remarks



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Todays Speakers

Bruce Temk in

Forrester Research

CEO

MandMDirect.com

J oe Megibow

, o a na y cs p m za on

Expedia.com

1999-2010 Tealeaf Technology, Inc. All r ights reserved. confidential and proprietary.37


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Thank You

All participants will receive a copy of todays slides, as well as a link .

For Additional Questions:

Tealeaf: Julie Zisman [email protected]

Forrester Research: Bruce Temkin [email protected]

Blog: Customer Experience Mattershtt ://ex eriencematters.word ress.com

MandMDirect.com: Steve Robinson [email protected]


. .

tealeaf/forrester roundtable 2010

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