Michael Nason
GESAKY INTERACTIVE, INVENT DCU, GLASNEVIN, DUBLIN 7, IRELAND
ELEMENTS OF AN
OMNI-CHANNEL
CUSTOMER
EXPERIENCE
Copyright © 2013 Gesaky Interactive. All rights reserved 1
ELEMENTS OF AN OMNI CHANNEL
CUSTOMER EXPERIENCE
From strategic alliances to integrated product opportunities
The communication climate for retailers and consumers is in a tailspin. Consumers are now able to access information 24/7 and are demanding a multitude of options as they gravitate towards a dizzying array of new devices, interactive channels and communications methods.
Providing an efficient and profitable Omni-channel customer experience is now the new standard for sustainable success. Successful retailers have, down through the years re-invented how they do business because they have always kept the consumer at the heart of what they are doing. They don’t do consumer surveys for the sake of ticking that box – they see such engagements across all consumer demographics as vital to future-proofing business strategy. Consumers across all sectors now require service when, where and how they want it.
Successful retailers have, down through the years re-invented how they do
business because they have always kept the consumer at the heart of what
Copyright © 2013 Gesaky Interactive. All rights reserved 2
SUPPLY CHAIN STRATEGIC ALLIANCES
The challenge to re-invent has become so intense that we have examples of BIG brands, who technically compete directly for the consumers share of wallet, are now coming together to enhance the Omni-channel customer experience for each other.
In the UK, eBay have struck a deal with Argos whereby its customers will be able to collect their purchases from Argos stores in one of the biggest-ever link-ups between an online and high street retailer. The new "click and collect" trial will be rolled out across 150 of Argos's most-successful stores. Businesses that sell through the eBay website will be
involved in the scheme and, if successful, it is hoped it could be rolled out across the country.
With increasing numbers of customers keen to use "click and collect" services, eBay is hoping to challenge its bigger rival Amazon's dominance. However, orders through the
new eBay service will take at least one day to process, unlike Argos products, which can be collected in a matter of minutes following an online order.
This move by eBay has been prompted by the positive response of Amazon customers to the company's provision of lockers at key locations, including rail stations and near busy offices, where orders can be collected, avoiding the need to wait in for deliveries or pick them up at sorting offices.
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INNOVATIVE, INTEGRATED PRODUCT OPPORTUNITIES
Tesco, despite the challenges it has had of late, as it has grown its business internationally, is another great example of a retailer who is always looking outside the box in terms of
delivering on the customer experience. Tesco, the world's third-biggest retailer, has entered Britain's intensely competitive tablet market with a low-priced own-brand product that it
hopes will boost online shopping and drive sales of its digital entertainment content.
Tesco recognised that a quarter of Britain’s households own a tablet computer. Tesco recognised an opportunity to arm many of its customers with an easy to use and cheaper tablet. In the UK Tesco reaches 20million customers every week, so they were uniquely positioned to open up the tablet market. The Hudl tablet device has quick access to Tesco's online shopping and banking sites, as well as its blinkbox movies and TV on demand service, Clubcard TV, music streaming and e-book services. To make it easier and cheaper for its loyal shoppers, Tesco customers could utilise a scheme that doubles the value of their Clubcard loyalty vouchers, effectively
enabling them to buy the Hudl for 60 pounds. 35,000 Hudl tablets were sold in the first 2 days. It goes without saying that such a move fits neatly for an organisation that understands how to do things that are good for business and for building long-term relationships via Omni-channel with consumers.
Copyright © 2013 Gesaky Interactive. All rights reserved 4 So what can we learn from these types of examples in the context of making the
Omni-channel customer experiences real?
Here are a few steps that every organization should consider:
Provide as many multi-channel options as possible. Mobile communications are changing consumer behaviour and preference so today’s consumers expect to engage via whatever channel suits them. By understanding your customer’s contact
preferences and providing the multi-choice contact options they demand, this will go a long way towards building enduring customer relationships.
Deliver consistent experiences across each and every channels. We all fundamentally know that happy customers are good customers. The key to keeping them happy? Consistency. As customers engage brands across an ever-expanding spectrum of channels, touch points and networks, studies show that the organizations that deliver consistent, informed, and integrated service experiences will earn their loyalty.
Enable customers to use multiple channels during a single interaction. Customers expect consistent, seamless and informed interactions across all channels. They also expect to be able to start an interaction using one type of channel and complete it using another without having to restart the conversation. Customer Service
Representatives have to have a full view and context of prior customer interactions across all supported communication channels, to be able to personalize a response in the most efficient way.
Many customer service frustrations arise from customers having to repeat themselves multiple times to multiple people. It is not enough to just offer multiple channels for customer service interactions. Today’s consumers are demanding a consistent customer experience across any channel and any engagement with seamless transition of those interactions. Customers are demanding an Omni-channel experience.