Turn CX Into a True Operational Function
Zákaznícka skúsenosť je dôležitejšia ako kedykoľvek predtým. Tak prečo sa jej toľko spoločností nedokáže venovať s rovnakou dôležitosťou ako iným témam? Veľa spoločností stále využíva tradičné prístupy, ktoré už nie sú relevantné alebo škálovateľné. Zistite, ako a prečo je CX tá správna cesta vpred.
The digital revolution that has given rise to greater consumer choice and wide-scale commoditization across many sectors has also made it harder for companies to stand out solely on the basis of their products, services, or prices. When it comes to consumer choice in the modern age, it’s customer experience (CX) that increasingly makes the difference. According to a recent study from Salesforce.com, 80 percent of customers say the experience a company provides is as important as its products or services.
However, many companies still use CX approaches that may have served them well in the past but are no longer relevant or scalable. According to August 2018's The CMO Survey, excellent service and a trusting relationship rank higher than superior innovation and low price when it comes to customer priorities. But attempting to meet today’s customer expectations for these imperatives using outdated CX organizational structures, enabling technology environments, and practices is akin to relying on dial-up service in a 5G world.
Many executives say CX is a priority, but for most organizations, it’s not a formalized discipline. It’s time to take a fresh approach to CX—to elevate it and establish it as a core business function on par with finance, IT, sales, and HR, complete with dedicated executive sponsorship, funding, enabling technology solutions, staffing, governance, and accountability.
Think of this as an entirely new capability: Operational CX (OpCX).
The Current Limitations of CX
In many organizations, CX is only marginally effective because it is:
- Siloed. CX programs are often run at the departmental level—by CX leads in marketing, sales, customer care, products, and so on. They all have their own processes and approach to CX, and often fail to share information and best practices in ways that could create a more consistent experience for customers. Projects develop independently and in piecemeal fashion, with no overarching strategy and little understanding among teams about the broader impact of their CX efforts internally or with customers. Furthermore, misaligned incentives and metrics can encourage behaviors that harm customers or the organization broadly.
- Reactive. Current CX programs tend also to be backward-looking. They are designed to identify and address problems narrowly and only after they have happened, rather than anticipate and prevent issues that might adversely affect customers and undermine business performance.
- Unscalable. Familiar CX methods and tools such as closed-loop follow-ups, weekly team huddles, and one-to-one CX coaching are still effective and drive incremental improvements. Yet the benefits from incremental improvements have stalled; these approaches and processes cannot keep up with the deluge of customer data and changing customer behaviors. In addition, traditional measurement techniques—field research, transactional surveys, and basic customer satisfaction (CSAT) measurements—are still core to measuring CX; however, their reactive nature and limited integration with key operational customer systems often inhibit the distribution of information across the enterprise.
Under such a CX structure, for example, customers will continue to receive upsell marketing offers and communications asking them to promote their experiences, even if they have provided negative feedback. CX managers will continue to analyze older monthly data rather than proactively identifying or predicting customer and product trends in the moment. Maintaining the status quo will continue to result in a manually intensive, fragmented, and frustrating customer experience that’s unlikely to engender loyalty or encourage that customer to come back, while also continuing to produce marginal benefits, if any, for the organization.
How OpCX is Different
OpCX elevates CX so that it can realize its full potential to harness experience data to drive financial growth, deliver promised business results, spur innovation, and even transform businesses.
It encompasses a top-down, leader-led CX strategy; enterprise wide governance of CX; a consistent, coherent approach to CX people and processes; and an integrated technology ecosystem that understands and enables the power of experience data. An effective OpCX capability equips organizations to meet customers wherever they are, predict customers’ behaviors and wishes, and use technology to activate customer feedback. At the same time, it has the potential to optimize operational processes and streamline operating costs, thus boosting the bottom line. And it enables more rigorous accountability and holistic performance measurement to support continual innovation and improvement.
In contrast to the individual departmental approach, OpCX is:
- Proactive. Using artificial intelligence and machine learning against aggregated, rationalized data sets, OpCX can quickly generate insights at scale to predict future behaviors and create actionable, forward-looking CX plans.
- Scalable. Core CX data is now integrated with enterprise customer data platforms and decision engines, allowing once manual data collection and governance processes to push information across the enterprise quickly and deliver differentiated experiences and predictive action plans.
- Holistic. Organizational accountability ensures CX practices are implemented consistently throughout all areas of the business. Modern digital tools can help capture a complete view of the customer, quantify impact in real time, and prioritize efforts by customer and organizational value. Shared CX “vocabulary” and frameworks align processes and measurement approaches throughout an entire organization, and expose exponential benefits currently hidden from traditional CX approaches.
With OpCX the customer journey is coordinated and seamless; experience data is integrated and activated; and the enterprise is empowered and accountable.
A Case in Point
The formation of an OpCX discipline at a wireless carrier allowed it to more easily aggregate data across the customer lifecycle to truly understand its digital customer experiences, and to inform and improve decision making across many business realms. OpCX shined a light on hidden problems, and helped the carrier assess the size and scale of their effect on customers, employees, and specific business activities. It also helped the company quantitatively assess the potential value and impact of proposed changes or investments in products or initiatives.
With an OpCX capability, the carrier was then able to:
- develop digital feature feedback programs designed to quickly test digital features with select customers before launch;
- update digital self-service content;
- create new digital awareness communication programs;
- launch digital training courses to call center agents to educate customers on the digital feature most relevant to them; and
- identify new leading indicator operations metrics to track digital usage among core customer segments.
OpCX needs to be both a funded business capability and a defined organizational discipline. Elevating OpCX as a function that reports directly to the CEO or sits just under the CMO or other C-level executive ensures executive-level ownership, strategy, and governance of the end-to-end customer journey. It integrates experience data into the organization’s technology ecosystem and institutionalizes CX goals.
With executive-level representation, OpCX ensures customer priorities are represented in every department, while also generating function-level efficiencies. Furthermore, OpCX is given the organizational support—including budget and staff—to achieve those goals. In doing so, the customer experience becomes a business priority, rather than an afterthought or “to do” item on an already crowded departmental list.
Make no mistake, implementing OpCX is a radical move that is likely to be met initially with skepticism by many—not unlike the shift to “lean thinking” a generation ago. The sun is setting quickly on CX approaches and tools from a bygone era. OpCX is the way forward.
—by Tim Greulich, managing director, Deloitte Consulting LLP
This article is the first in a series exploring the emerging discipline of OpCX. Subsequent articles will explore what OpCX looks like in practice, what it can measure, what value it can drive, and how companies can make it happen.