Deliver Great Customer

Experiences
Patrick JIANG
Consulting Solution Manager
Oracle Consulting Services

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Todays Discussion
Global Insights: Succeeding in the customer experience era
Oracle reference architectures
Key considerations
Customer case studies
Next Steps: How to get started
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Executive Summary: The Execution Chasm

Businesses & Customers Are Worlds
Apart: Expectations Outpace CX Delivery
Social media: A Key trend driving CX, but many
businesses 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 experiences
across research, buying, and post purchase processes
Inflexible technology, siloed organizations and systems,
insufficient investment, and inability to measure
performance hinder success
Solving the Execution Chasm Requires a New Approach to CX
Obstacles Hindering CX Success Span People, Process, and Technology
Global Strategic Imperative
with Huge Financial Stakes
93% say that improving CX is one of the
top three priorities for the next two years;
97% state CX is critical to success
The cost of failure is large 20% of
annual revenue
Key trends: CX focus higher due to rising
customer expectations and social media
Yet, Many Businesses
Are Stuck in Idle
91% want to be a CX leader, but 37%
are just getting started with a formal
CX initiative

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People & Processes

Tech, People, and Processes Present Obstacles
1
Respondents asked to select top three
Investments

27% 27%
Technology
29%
Limitations of
inflexible
technology and
application
infrastructure
24%
Difficulty regularly
tracking
performance
measures and
customer
feedback
23%
Don't have a
consolidated,
accurate, 360-
degree customer
view across all
touch points
18%
Siloed systems that
prevent us from easily
sharing information or
supporting continuous
processes across
touch points
Siloed organizations/
conflicting key
performance indicators
(KPIs)/incentives between
different channels/
business units
Lack of
money
allocated to
customer
experience
initiatives
Breakdown Organizational Silos and Address CX from All Angles TAKE AWAY
Some of the Biggest CX Obstacles Are:
1

Executives cite limitations from inflexible technology, siloed
organizations, and insufficient investments as the biggest
obstacles to delivering the best possible customer experience

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Voice
In-Store
Print
Chat
Email
Social
Search Web
Ask for Recommendations
Visit Retail Store
Get Confirmation
Pickup Local Store
Tweet about
Experience
Read Reviews
Ask for Advice
Ask for Info
Order Online
Kiosk
Change Order
See Promotion
Read
Article
Get Help
Research Select Receive Need Recommend Purchase Maintain Use
Read Manual
Renew
Customer Experience
Channels of Interaction
Web
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Dramatically reduces the time to
create your solution architecture
Incorporates industry
best 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 Architecture
"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 Architecture
Key Architectural Principles
Features Benefits
Common
Business
Process
Execution
Provide an end user experience that is seamless when users
switch between touch points
Support common business processes across all touch points
Monitor business processes to identify user behavior across
touch points
Service-
enabled
Back-end
Systems
Decouple back-end systems from channels and business
processes
Support a customer centric mode of operation rather than a
product centric mode
Link all systems to a common customer view
Multi-
channel
Support
Write once and easily deploy across all touch points and devices
Monitor and manage SLAs and performance in each of the
touch points
Secure All
Channels
Provide a centralized identity and access management solution
Build in fraud detection to understand threats as a whole across
all of the touch points
Helps You:
Translate business needs
into requirements on the
solution architecture
Develop your company
specific architecture
principles by providing a
starting set of principles
Articulate and enforce your
companys priorities, both
business and IT
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Customer Experience Reference Architecture
Conceptual View
Support and
Service
Marketing and
Loyalty
Commerce
Public Cloud Private Cloud
Managed
Services
Traditional IT
Content Product Customer
Master Data
Helps You:
Quickly establish consensus
on the scope of your
customer experience solution
without being distracted by
technical details
Paint the big picture for
internal communications
to build support
Easily modified to reflect
your companys priorities
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Customer Reference Architecture
Logical View
Need
Research
Select
Purchase
Receive
Use
Maintain
Recommend







Customer
Perspective
Business Services
Information Management Insight
Market
Offer
Sell
Fulfill
Service
End-of-Life
Customer
Perspective
Big
Data
Content Product
Knowledge
Base
Inventory Customer
Data
Warehouse
Product
Marketing
Agent Customer
Social
Media
Helps You:
Ensure your customer
experience solution includes
all the necessary capabilities
Establish the customer
experience solution as
unified rather than piecemeal
Map on your current
customer experience
capabilities to find gaps
Tie architecture capabilities
to specific aspects of the
customer experience lifecycle
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CX Reference Architecture Logical View
Service and Support Components
Assist
Dialog
Payment Mgmt
Incident Mgmt
Opportunity Mgmt
Semantic Search
Rule-Based
Decisioning
Work Queue
Service
Session Capture
Activity Monitoring
Insight
Content
Mgmt
Information Mgmt
Customer
Mgmt
Knowledge
Mgmt
Customer
Perspective
Agent
Look and Feel
Navigation
Branding
Personalization
Customization
Promotions
Chat
Interface
Content Customer
Knowledge
Base
Big
Data
Account Mgmt
Self Service
Search
Track
Feedback
Use/Maintain
Social
Media
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Oracle Social Network
Oracle Social Marketing
Cloud Service
Oracle Social
Engagement and
Monitoring Cloud Service
Social
CX Reference Architecture Product Mapping
Service and Support

Oracle WebCenter
Oracle ATG Commerce
Oracle Endeca
Interface
Oracle RightNow CX
Cloud Service
Oracle Siebel Contact
Center and Service
Oracle Knowledge
Service and Support
Oracle Live Help on
Demand
Dialog
Oracle WebCenter
Content
Oracle Master Data
Management Suite
Oracle Database
Information
Management
Oracle Business
Intelligence
Oracle Real-time
Decisions
Oracle Endeca
Information Discovery
Oracle Business
Intelligence
Agent
Insight
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CX Reference Architecture
Complete Logical View

S
e
c
u
r
i
t
y

M
o
n
i
t
o
r
i
n
g

M
a
n
a
g
e
m
e
n
t

Look and Feel
Interaction
Layer
Business
Process
Layer
Business
Services
Layer
Information
Layer
Shared
Infras-
tructure
Multi-
Channel
Delivery
Laptop Mobile Tablet Desktop Print
Navigation Customization Personalization Branding Promotions Chat Dashboards Console
Recommend
Market Offer Sell Fulfill Service End-of-Life
Guide Offer Recommend Assess Payment Mgt Coupon Mgt
Big Data
Data
Warehouse
Customer Accounts Product Inventory Content
Knowledge
Base
Business Process Management
Data and Service Integration
Maintain Use Receive Purchase Select Research Need
Self-Service Dialog Account Mgt Check Out Cart/Basket Browse Search Feedback Track
Assist Incident Mgt
Design and Author Knowledge Mgt Catalog Mgt Pricing Community Mgt Work Queue Analytics
Semantic Search Rule-Based Decisioning Fraud Detection Business Rule Mgt Session Capture Activity Monitoring
Reporting
Campaign Mgt Opportunity Mgt Customer Mgt Order Mgt Fulfilment Mgt Loyalty Mgt Content Mgt
web Social Kiosk In-Store Call Center Direct
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CX Solution Result Challenge
Oracle Knowledge
Oracle Siebel Contact Center
Needed to improve the customer experience by
providing faster and more informed support to
business customers
Improve collaboration and content reuse to enable
more efficient service and problem solving
Expand self-service support capabilities for
customers to enable faster and lower-cost
responses
Improved the call center customer experience by
accelerating case resolution time with 82% faster
knowledge base search and quicker access to content
Integrated knowledge search directly into resolution
process
Simplified the customer experience by publishing most
common support inquiries to the customer portal
AVAYA
Global provider of next-generation business collaboration and
communications solutions, providing unified communications, real-
time video collaboration, contact center, networking and related
services.

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CX Solution Result Challenge
Oracle RightNow
Oracle Endeca
Create a multi-channel customer experience to
reduce customer confusion and frustration due
to distinct contact channels
Drive self-service care with knowledgebase
accessibility
Improve operational efficiency and reduce low-
value phone interactions to the contact center
with email and chat
Drove consistent customer journey across the web,
email, communities, and chat in under 6 months
Deployed consolidated knowledgebase to serve
both customers and agents and provide consistent
issue resolution
Unified search across knowledgebase, documents
and databases
Saskatchewan Telecommunications
The leading full-service communications provider in Saskatchewan, with
$1.1 billion in annual revenue and over 1.4 million customer connections.

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How to Get Started

Best-in-Class Customer Experience Solutions
Innovation Update (SC)
UX Journey Mapping (SC)
Need for new, enhanced capabilities
(commerce, social, sales, service,
marketing, Knowledge Management etc.)
Health-check (SC)
Performance, reliability and
scalability issues
UX Workshop (SC)
User Experience issues and
transition to tablets and mobile
Upgrade Value Workshop (OCS) Standard support expiration
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CX Advisory and Implementation Services
Upgrades &
Migrations
Startup Packs Specialized
Services
Architecture &
Planning
Oracle Insights
Tailored
Implementations
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CX Discovery Workshop
Spend a few hours to:
Establish a level set for
your CX initiative
Current state of customer experience
at your company
Oracles view of customer experience
Identify and prioritize CX pain
points
Pre-populated with Oracle experience
from working with other companies
Formulate high-level CX solution
architecture
Leverages Oracles customer experience
reference architecture
Determine next steps
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Taking the Next Step with Oracle is Easy
Contact Your Oracle Sales Rep to Schedule a Free Consultation
Learn how the latest Oracle CRM/CX innovations
can help your business
Identify opportunities to improve solution
performance and reliability
Act upon quick-win opportunities to improve the
end-user experience
Chart a best-in-class customer experience to drive
significant business results
Gain deep insights into your CRM solution and
understand your upgrade options
Health-check
Innovation Update
Siebel Usability
Workshop
Customer Experience
Journey Mapping
Upgrade
Analysis
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Advise & Plan Design & Build Test & Deploy Run & Maintain
Oracle Support
Upgrade and Migration Services
Start-Up Packs
Tailored Implementation and Specialized Services
Education Services
Advanced Support
Architecture Strategy, Planning and Governance
Oracle Lifecycle Services for CX
Applications, Technology, and Systems


Managed Cloud Services
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Graphic Section Divider
Survey Key Findings
by Region
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North America Key Findings
Average potential annual revenue lost as a
result of not offering a positive, consistent,
and brand-relevant customer experience
Formalized Customer Experience Program:
Are still assessing or planning with no active
implementations
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 American companies will
invest in:
2

32% Business and customer analytics solutions
25% Web experience management solutions
24% Commerce/customer service mobile applications
Most Successful Customer Experience Projects:
1

35% Building a training program/incentives for employees
32% Implementing a technology to improve customer service
27% Formalizing a Voice of the Customer program
21%
1
Respondents asked to select top three
2
Respondents asked to select all that apply

Average planned increase on customer experience
technology spending in the next two years
Siloed organizations (25%)
Consider their CX initiative advanced
29%
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Asia Pacific Key Findings
Average potential annual revenue lost as a
result of not offering a positive, consistent,
and brand-relevant customer experience
Formalized Customer Experience Program:
Are still assessing or planning with no active
implementations
Have one or more active implementations
38%
45%
Biggest Obstacles:
1

Inflexible technology/application infrastructure (30%)
#1
Siloed organizations (28%)
#2
#3
19%
In the next two years, Asia Pacific companies will
invest in:
2

37% Business and customer analytics solutions
34% Loyal management systems
33% Integrated customer view across all channels
Most Successful Customer Experience Projects:
1

32% Formalizing a Voice of the Customer program
31% Implementing a technology to improve customer service
31% Developing customer personals to understand segments
1
Respondents asked to select top three
2
Respondents asked to select all that apply

Average planned increase on customer experience
technology spending in the next two years
Don't have a consolidated, accurate, 360 degree
customer view (28%)
Consider their CX initiative advanced
16%
20%
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Europe Key Findings
Average potential annual revenue lost as a
result of not offering a positive, consistent,
and brand-relevant customer experience
Formalized Customer Experience Program:
Are still assessing or planning with no active
implementations
Have one or more active implementations
36%
42%
Biggest Obstacles:
1

Lack of money (31%)
#1
Siloed organizations (25%)
#2
#3
15%
In the next two years, European companies will
invest in:
2

28% Integrated customer view across all channels
27% Business and customer analytics solutions
26% Loyalty management system
Most Successful Customer Experience Projects:
1

31% Implementing a technology to improve customer service
28% Building a training program/incentives for employees
27% Implementing an SLA with any customer contact
1
Respondents asked to select top three
2
Respondents asked to select all that apply

Average planned increase on customer experience
technology spending in the next two years
Difficulty tracking performance/customer
feedback (24%)
Consider their CX initiative advanced
20%
18%
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Latin America Key Findings
Average potential annual revenue lost as a
result of not offering a positive, consistent,
and brand-relevant customer experience
Formalized Customer Experience Program:
Are still assessing or planning with no active
implementations
Have one or more active implementations
51%
28%
Biggest Obstacles:
1

Inflexible technology/application infrastructure (33%)
#1
Siloed organizations (28%)
#2
#3
25%
In the next two years, Latin American companies will
invest in:
2

28% Integrated customer view across all channels
27% Loyalty management system
27% Self service capability on website
Most Successful Customer Experience Projects:
1

33% Developing customer personas to understand segments
32% Building a training program/incentives for employees
30% Implementing an SLA with any customer contact
1
Respondents asked to select top three
2
Respondents asked to select all that apply

Average planned increase on customer experience
technology spending in the next two years
Lack of money (25%)
Consider their CX initiative advanced
19%
22%
Appendix
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BUY OWN
Support & Serve Market & Sell
Delivering Great Experiences Throughout
the Customer Lifecycle
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Rising expectations from customers (59%) and the impact of social media
on customers ability to broadcast good and bad experiences (37%) are the
top two drivers for organizations focus on customer experience
2

CX: Global Strategic Priority with Huge Financial Stakes
Executives Say Delivering a Positive Customer Experience Is Critical to
Their Bottom Line

1
Those who somewhat or strongly agree
2
Respondents asked to select top three
20%
Executives estimate that their
potential revenue loss for not
offering a positive, consistent, and
brand-relevant customer
experience is 20% of their annual
revenue, or $400M for a $2B firm
of executives state
that improving the
customer experience
is one of their
organizations top
three priorities in the
next two years
of executives believe
that delivering a
great customer
experience is critical
to their business
advantage and
results
1

93% 97%
CX Can Make or Break a Business
TAKE AWAY
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The Execution Chasm:
Many Businesses Are Stuck in Idle
1
Those who somewhat or strongly agree
2
e.g., established dedicated customer experience leaders, optimizing initial projects, extending program to new channels
91%
wish to be considered
a CX leader in their
industry
1

Yet
Nearly all businesses
37%
are just getting
started with a formal
CX initiative
20%
Consider their CX
initiative advanced
2
And only
Business Must Act to Avoid Falling Behind
TAKE AWAY
Businesses say CX is a top priority and want to be recognized as
CX leaders, but many are just getting started with a formal initiative
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The Perception Chasm:
Businesses and Customers Are Worlds Apart
1
Those who strongly agree
2
According to The 2011 U.S. Customer Experience Impact (CEI) Report by RightNow (acquired by Oracle in March 2012)
49% 89%
But
44% 86%
While
of execs believe
customers will
switch brands
due to poor CX
1

of customers say
they have switched
because of poor
CX
2

of execs believe
customers are
willing to pay for
great CX
1

of customers say
they are already
doing so
2

Executives Underestimate The Risk and Opportunity
TAKE AWAY
Business executives underestimate the importance
of the customer experience on customer behavior.
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Fewer than Half of Respondents Said the Following Were Top Areas of Success:
1

In the Research and Buying Process:
Personalizing communications with relevant offers/information
based on customer segments/preferences (49%)
Enabling customers to start a purchase transaction in one channel
and seamlessly continue the transaction in another (35%)
Providing agents with real-time visibility into a customer's current
shopping cart and recent behavior on the web or mobile (26%)
After Customers Purchase Products/Services:
Empowering customers to help themselves on any channel (41%)
Providing service and support through mobile and tablet devices (39%)
Integrating social media with services processes (35%)
Capturing/maintaining a single view of customer behavior, interactions,
product, and services transactions to understand customer needs,
patterns, and preferences (28%)
Businesses Fall Short on Delivering the Experiences Customers Want
Organizations Report Significant Opportunities for Improvement in Effectively Delivering Superior Customer Experiences
1
Respondents asked to select top five areas
Room for Improvement in Customer Engagement
TAKE AWAY
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Social Media:

A Key Driver for the Future
1
Those who strongly or somewhat agree
81%
believe that delivering a great
customer experience today
requires leveraging social
media effectively
1

But
a significant number of organizations dont seem to fully
understand the importance of social media:
35%
DONT have social media
for sales channels
35%
DONT have social media
for customer service
Catch up with Social Expectations
TAKE AWAY
The customer voice is becoming louder via social media
and many businesses are playing catch up to respond
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Siebel Challenges
Target Offerings
Upgrade to Siebel 8.1.1.10, ATG, Endeca,
SRM, Fusion CRM, RightNow, Eloqua,
Oracle Knowledge, MDM, etc.
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 and
scalability issues
Upgrade to Siebel 8.1.1.10,
Open UI
User Experience issues and
transition to tablets and mobile
Upgrade to Siebel 8.1.1.10 Standard support expiration
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