Käännekohta Konsultointi ja Toni Keskinen

Sisältää lähestymistavan ja arvolupauksen esittelyn, sekä hinnoittelun, CV:n, julkaisuja ja suosituksia

Transcript

1. Toni Keskinen Toni.keskinen@kaannekohta.com 044 77 44 076 linkedin.com/in/tonikeskinen TU RN ING P O I N T Catalyst for Customer Centric management and, Commercial Excellence transformation
2. 1. Digitalisation is disrupting our business model – how can we take advantage of digitalisation? How should we organize for change? 2. How do we take advantage of data and technology - We have a lot of data, research and other sources of information, how can we get more from them? How can we create customer insight driven management and business development? 3. How do we regain growth strategy - We have a strong position in the market, but it is eroding/Our business growth has stopped 4. What should we do to boost sales in our marketing/digital channels/product development/mediastrategy/brand position/etc. We are going to re-design our webservice/CRM/marketing automation/datastrategy/ICT architechture. How should we do it? 5. How should we approach Commercial Excellence challenges - We have low NPS or high service costs, what can we do in order to boost NPS and/or cut customer service costs/or improve customer LTV? TYPICAL QUESTIONS MY CLIENTS HIRED ME TO SOLVE IN COLLABORATION I’ve been solving these challenges for for about two decades by now and I don’t have dissatisfied customers. I’ve been hired to solve single challenges or to transform entire businesses with the board of directors. However, the strategic discovery is a foundation for all of the above
3. CATALYST = Learn faster and get the required things done faster and with less energy (=more cost efficiently) © TRANSFORMATION = Shared view, natural alignment and demand for change, Permanent operational and cultural change for better 1 2 WHAT IS CATALYST IMPACT ABOUT? INPUT OUTPUT
4. The catalystroleis notaboutdoingthe necessaryworkas an outsourcedsolospecialist. Catalyst is a team memberand facilitatorfor co-creationof insights, structuringchallengesand helping internalorganisationrecognizeactionablepossibilitiesand implementingthemefficientlyand rapidlyaccrosscorporatefunctions. Theroleis a combinationof externalview, wideand deep understandingand experience, business realitiesand creativity Co-creation and mentoring internal organisation has multiple advantages: Shared view, language and understanding about everyone’s role in the big picture (extracting silos) Commitment to unified and common goals – demand creation for change, Inspiration and excitement due to shared innovation and implementation process Much higher transformation success rate, stronger results and permanent impact HOW DOES IT WORK?
5. INTERNAL RESOURSES AND EXISTING PARTNERS ARE THE NATURAL STARTING POINT COLLABORATION IS THE KEY LACKING CAPABILITIES? NO WORRIES, I HAVE A NETWORK OF TRUSTED SPESIALISTS TO HELP, eg. BOARD OF DIRECTORS/ BOARD SALES & MARKETING BUSINESS LINES CONTACT CENTER & CUSTOMER SUPPORT ANALYST & RESEARCH HR ICT & DATA CHANNEL MANAGEMENT eCommerce, retail..
6. FIRST: CREATE UNDERSTANDING AND INSIGHTS End-to-endCustomerJourney& insightsas the strategicplatformfor development Brand as a platform Choose & Buy Initiation Use (or deliver service) Brand health Prompt concious consideration (Non-commercial and commercial reasons) Context Frequency Volume Customer value Value-in-use Etc. New need Re-purchase Discontinuity Competitor actions Awareness TOM Liking Preference Image Cross-channel search, learning and consideration process. Purchase/ transaction Loyalty 1 Who are our customers? What kind of segments are there? How does their value differ in short and long term (LTV)? What is our market penetration in segments? Trends & priorities? How do they make decisions in general? What is our ideal customer profile like? Do our customers differ from the market average/special groups? What are we missing? 2 Customer understanding and insights Their Journey across brand options in an omni-channel environment, motives, choices, channels and purposes. Does the brand meet customer expectations? What kind of conversions and phenomena can be found? What should be done? Opportunities & risks ORDER TO DELIVERY END TO END CUSTOMER JOURNEY (CUSTOMER LIFE TIME VALUE) PATH TO PURCHASE RELATIONSHIP EXPERIENCE
7. VISION & GOALS: CX, CUSTOMER RELATIONSHIPS BRAND IMAGE Customer interfaces and influencers: own and external BEHAVIORAL ECONOMICS DESIGN Corporate culture, skills and way of working, EX OPERATIONAL EXCELLENCE Infrastructure, corporate systems, capabilities TECH & DATA ENABLERS HOW ARE THINGS ORGANIZED • Employee experience • Sales and marketing • Empowered voice of customer • Customer care models, analytics and personalisation • Use of AI & data • Social media and dialogue • PR (Crisis and image) • Content production • Concept and offering development • Procurement and offering • Management CUSTOMER EXPERIENCE & BRAND IMAGE STATUS & GOALS: • Who are the customers? What segments are there? • What is driving them? • What are the main customer journeys? • What are their most important pains? ANALYSIS FOCUS: • Segment, sales & value analytics • Market potential & penetration • Offering sales analysis (incl. Channels) • LTV and churn analysis • Brand analysis • Competitive status & Trend analysis • Ecosystem & market dynamics analysis OWN & PARTNER TOUCHPOINTS • eCommerce/own sales/marketing • Contact center • Stores/retailers/resellers • Online services • Mobile applications/Email/SMS • Invoices ANALYSIS FOCUS: • Google search metrics • Online analytics • Contact center data analysis • CRM analytics • VOC/NPS research • Social media SOV+sentiment • Customer facing empl. interviews DATASTRATEGY & MEASUREMENT • ERP/Operational systems • CRM, Automation tools (IOT etc.) • Identitymanagement/SSO • CMS • DAM • PIM • DW/usability of data (DMP) • KPI’s and reporting • Analysis tools & capabilities • Customer service and contact center software • Cashregister systems • Invoicing sytems and process 1 2 3 THEN EXPAND THE VIEW TO ORGANISATION AND INFRA: Customercentricoutside-in transformationstartsfromcustomersand market insights, thenlook at inside status & requirements CHANGE ENABLEMENT WAY OF WORKING CREATION OF CUSTOMER & MARKET INSIGHT
8. Complicated? ABSOLUTELY! THE CATALYST IS RESPONSIBLE FOR MAKING IT SIMPLE IN CO-CREATION PROCESS: Good outcome is clear, inspiring, actionable and to the point, and it has to make intuitively sense internally and externally
9. PROCESS FROM STRATEGIC DISCOVERY CONTENTS TO TRANSFORMATION ROADMAP Strategic Discovery: Key challenge & opportunity recognition OPERATING ENVIRONMENT: - Megatrends, regulation, ecosystems, paradigm shifts.. BRAND AND PORTFOLIO STATUS ON THE MARKET DYNAMICS MAP: - Understanding current position and defining the goal brand & position CURRENT CUSTOMER RELATIONSHIP AND EARNING LOGIC - Understanding value creation and opportunities CURRENT MARKET PENETRATION AND CHANNEL STRATEGY - Selfservice, resellers and distributors, eCommerce, tech vs. human roles & responsibilities, marketing+sales+customer service integration STRATEGIC SEGMENTS - service penetration, customer value, potential CURRENT END TO END CUSTOMER JOURNEY - opportunities and pain points along the way CULTURE, ORGANISATION AND CAPABILITIES CORPORATE INFRASTRUCTURE, DATA AND SYSTEMS and relating capabilities Co-creation Excitement-, commitment- and belief injection into organisation - Detailed challenge mapping > Co-creation with customer facing professionals - CX/UX development > Creation of improvements by visualizing the journeys - Service blueprint, use cases, hypothesis, prototyping and piloting Roadmap Discovery as a foundation for change requirements: CX, customer interfaces, way of working (culture), infrastructure - Business Cases - Priorisation (Do, Delay, Delegate, Drop) - Roles&Responsibilities - Must win battles - Strategic programs - Change scheduling, - roadmap & budgeting
10. Catalyst-as-a-service (CaaS, interim management assignment) - Temporary team lead, advisor or mentor role with internal organization or board of directors. These are typically longer term projects that require multiple areas to change simultaneously for overall operational and cultural transformation, eg. customer centric strategy and brand creation and implementation - Fee is 1500€/day+vat - Process as described earlier in this material Destination workshop (or customer vision workshop) - In order to align development across corporation, all units must share the same vision. Destination workshop is about creation of one inspiring and shared goal for everybody. Typical cases include 3 days of interviews, data and research learning ½ day workshop, preparation for roadmap, goal chrystalisation and final workshop in which goal is approved, roadmap, roles and responsibilities defined. Fees depend on a case and are typically between 8-12.000€ (1500€+vat/day) Management wake-up presentations & public speaking engagements - From existing materials 2500€/presentation. In case of a custom presentation +200€/hour for preparation Board member - I’m also open to discuss about Board memberships and searching for right fit in which the role of the board and my capacity to help meets with the company’s status and challenges SOLUTIONS TO CATALYSIS, PRICING Not included in pricing: VAT & Travel costs, price list valid for H1 2021 Most typical and preferred collaboration type
11. • Our task is to drive outside-in view to business, starting from own interfaces and CX of current customers – then scale the impacts for new business growth • We will create new insights and understanding, engage with internal organisation and spark excitement, demand and commitment to change. You can facilitate and inspire change – you can’t command it. Successful transformation is based on employees’ desire to do a god job, deliver great customer experiences and be proud about the company they work for – new data and insights are fuel for their energy & growth • We will enable you to to leverage evidence & data driven insights, processes and management practices • We will enable your growth and improvement to become better, discover, create and strengthen competitive advantage, deliver better CX which drives customer satisfaction, brand, NPS, demand, EBIT and market value • The practical outcomes/impacts include: Lower cost to serve, higher NPS, higher self-service level, higher ARPA/ARPU and LTV, stronger conversions, higher marketing ROI and eventually stronger overall EBIT, profit and share holder value WHAT TO EXPECT FROM OUR JOURNEY TOGETHER?
12. TONI KESKINEN 12 “At the core, I am customer obsessed. Some people are conceptual thinkers and some are hands on change drivers, I believe that I'm both. Knowing that improving customer experience requires leveraging all key touchpoints and all employees, I have worked hard and gained a broad experience and skillset and have a passion for driving transformation in people's ways of working for their and their customers' benefit. I have a service-minded and proactive approach in finding new ways of doing things and come up with solutions on how to meet them” NOTE! Client endorsements available in my LinkedIn profile
13. LATEST BOOK: Turning Point, Amazon, 12/2020
14. 5/5/21 2000, Digital Business, Kauppakaari, Enterprise Advisory -sarja 2001, Mobile marketing handbook 2013, The Customer Journey – from Product Centricity to Symbiosis Strategy, Talentum INTERNATIONAL BEST PRACTICE ARTICLES IN ADMAP/WARC 1. MAPPING THE CONSUMER JOURNEY JAN/14 & WARC WEBINAR JUL/14 2. SAY HELLO TO NEW 7P’S OF MARKETING NOW/14 3. CUSTOMER LOYALTY IN DIGITAL AGE JAN/15 4. PATH TO PURCHASE WARC BEST PRACTICE ARTICLE JUL/16 SOME EARLIER PUBLICATIONS..
15. MY EXTENSIVE EXPERIENCE COMES FROM COLLABORATION WITH EG. THESE CLIENTS