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Sothebyshomes

Sothebyshomes.com. Customer Experience Strategy. September 13, 2014. The New Sothebyshomes.com Customer Experience. After reviewing Existing site and documentation Weblogs Company branding Limited, high-level conversations with management High level budgets This document will

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Sothebyshomes

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  1. Sothebyshomes.com Customer Experience Strategy September 13, 2014

  2. The New Sothebyshomes.com Customer Experience • After reviewing • Existing site and documentation • Weblogs • Company branding • Limited, high-level conversations with management • High level budgets • This document will • Propose a vision for a best-in-breed Sothebyshomes.com • Provide a roadmap for execution • Describe future work products and deliverables • Outline challenges and next steps Web Strategy

  3. Vision Web Strategy

  4. Vision • A best-in-breed Sothebyshomes.com should become: • A brand driver that communicateskey values and attributes • A customer relationship life-cyclehub that delivers user-focused functionality • A learning lab that enables thecollection of business intelligence z Relationship Lifecycle Hub Brand Driver Learning Lab Web Strategy

  5. Vision • Communicate key values and attributes • The website should translate key brand values and attributes through its design, copy, information architecture and functionality Values Attributes The Web Client-Focused Artful Innovative Transparent Uniqueness Integrity Knowledge Quality Design Copy Info Architecture Functionality Web Strategy

  6. Vision • Be a focal point in the relationship cycle • Sothebyshomes.com should help manage the relationship among: • Prospects and current clients • Agents, branch office managementand affiliates • Business management(EVPs, CEO) • Internal IT anddevelopment vendors • Customer Experience effort • External players (media, investors,co-brokers, financial analysts) Buyer External Players Affiliate Branch Managers Agent Sotheby’s Homes Website Customer Experience Development Vendor Internal IT CEO/ EVPs Seller Web Strategy

  7. Vision • Deliver user-focused functionality aligned with a relationship lifecycle • Through a compelling user experience, the site should become a key lever in the client relationship lifecycle. • Develop and deliver content and functionality, both unrestricted and password protected, that meet user needs, promote interaction and strengthen relationships online Relationship Lifecycle Awareness  Delivery  Customer Relationship Management Web Strategy

  8. Vision • Address offline challenges • While communicating the brand’s values and attributes online, the site should help to shape and address SIR’s response to offline challenges related to: • Responsiveness toward clients • Communication of industry knowledge • Connectedness to sales transaction social dynamics • Unique market position Web Strategy

  9. Vision • Become a learning lab that collects business intelligence about user needs and wants • Through continued monitoring, the site should establish the user experience framework that informs and influences future product development, as well as enhancements of existing functionality Future Products Current Site Phase 1 Future Phases Site Metrics Site Metrics Lead Management Lead Management Usability Feedback Usability Feedback Continuing Research Continuing Research Current Applications Web Strategy

  10. Roadmap Web Strategy

  11. Roadmap • Two pronged approach, gradually building a strategic, user-focused online presence while tactically implementing current high priorities • Introduce user-centered design methods to develop strategic priorities and IT-vendor solutions • Launch tactical pain-improvements in next two quarters Research Stakeholders/ Usability/Competitors Prioritize Quantitative Analysis Iterate CRM with User Feedback Strategic Identify Top ‘#’ Pain Points Execute Build Transition IT Vendor RFP Tactical Web Strategy

  12. Roadmap: Strategic • Introduce user-centered design methods to account for all stakeholders • Regardless of live interpersonal interactions, website is the center of the relationship to all stakeholders • Define stakeholders, competitive sets and business success factors • Perform deeper research through interviews, focus groups and contextual inquiries into stakeholders’ needs, wants and tasks • Obtain quantitative, qualitative and psychographic data of users types through 3rd party research and ratings agencies Web Strategy

  13. Roadmap: Strategic • Deliver solutions according to users’ needs • User Centered Design Process: Design. Build. Test. Iterate. • Heuristic and usability analyses like Cognitive Walkthroughs highlight existing task completion problems • Competitive and Quantitative Gap analyses suggest best-in-breed functionality and prioritization • Place usability testing into build plans • Maintain online surveys and questionnaires to monitor post-launch effectiveness and gather feedback to reprioritize • Employ CX contractors/add staff as warranted Web Strategy

  14. Roadmap: Strategic • Fully express the brand and develop CRM to create a collaborative partnership with users • Develop registration strategy and password-protected content and functionality • Refine current solution-centric functionality to develop a personalized environment with push campaigns based on user profiles, needs and wants • Create features to collect business intelligence and monitor site usage, SEO and metrics for quality improvement Web Strategy

  15. Roadmap: Tactical • Identify top ‘X’ pain points and fix now with current IT vendor • Prioritize current proposed functionality and execute the biggest bang for the buck that satisfies the most pained stakeholders • Execute ‘quick-win’ usability and visual design improvements identified through strategic analysis • Execute all outstanding bug and maintenance issues • Upgrade back-end functionality only to the degree that we need it to launch chosen prioritized functionality • Execute through 3Q09 Web Strategy

  16. Roadmap: Tactical • Transition to new IT vendor relationship • Site is complex enough now that any IT vendor must be treated as a development partner, not just fixer of one-offs • Begin RFP process to identify, vet and negotiate with appropriate vendors, potentially including NRT web services • Requires renewed internal commitment to maintenance costs and deeper internal IT and CX staffing • Transition in 4Q09 Web Strategy

  17. Future Deliverables Web Strategy

  18. Future Deliverables • Deeper Stakeholder Research • Interviews/Focus Groups: performed amongst all stakeholders and regions; standard inquiries into know-your-customer, their attitudes, needs, wants and quantitative behavior • Contextual Inquiry: direct observation of agents, branch managers and buyers/sellers in the field; develops model of how users try to execute tasks and the barriers they encounter • Qualitative data: purchase third party attitudinal and behavioral data from likes of NetRatings, ComScore, Hitwise, Forrester/Gartner • Success factors and barriers: developed mainly with the business to define metrics Web Strategy

  19. Future Deliverables • User Experience Analysis • Usability Testing and Cognitive Walkthroughs: through labs or in-house, provide tasks for users to perform and track success/failure and roadblocks • Heuristic Analysis: using best practice criteria defined by 15 years of web industry academic research, evaluate how well the site conveys its navigation, brand and content • Competitive Analysis: define competitors, and judge the site’s relative position amongst them; perform quantitative functional gap analysis to identifies gaps and leads and suggest new functionality • Weblogs: defines baseline metrics and traffic patterns • Personas: defines idealized user types that suggest proposed tasks Web Strategy

  20. Future Deliverables • Customer Relationship Management: providing continuous feedback • Online Surveys: short, inconspicuous, opt-in calls for feedback; easily quantifiable • Password-Protected Content: move agent/client relationship more online; real time transaction data; increasing stickiness in exchange for deeper business intelligence • Push Marketing: customer relationship should continue past the sale/inquiry • Lead Router Web Strategy

  21. Next Steps Web Strategy

  22. Challenges for Sothebyshomes.com • The following specific challenges need to be taken into consideration: • Success factors need to be enlarged to encompass CRM view • Current allocated resources are low compared to sites of similar size and complexity • Not enough cooks, plenty of chefs • In-house technical resources should be as strong as CX Web Strategy

  23. Next Steps • With Business: Deep interviews to define stakeholders, competitive sets and success metrics • With Field: Begin research effort through interviews and focus groups across all regions • With CX: Heuristic and Competitive Analyses • With Vendor(s): Pain-point fixes and/or begin RFP process Web Strategy

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