Reimagining CX: Start with the Customer Perspective

The COVID-19 crisis has pushed plans for digital transformation across many industries, and many of these initiatives include reinventing the customer experience (CX).  

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A recent examination of company strategic plans reveals some audacious goals in this area: 

  • A telecommunications corporation desires a “total reimagining of the customer experience” and intends to increase its focus on automation. 
  • A large bank desires to “give customers one of the best digital experiences of any organization internationally.”
  • A retailer intends to “accelerate digital transformation and enhance eCommerce, customer experience, and operational efficiency.”

These are severe and deserving objectives. Given the significant improvements in technology such as intelligent automation, machine learning, and advanced analytics, there has never been a better opportunity to reinvent the consumer experience. However, according to the 2020  McKinsey study, just 21% of executives have the experience, resources, and dedication necessary to pursue new growth. More than two-thirds say this will be the most challenging period of their executive careers. The reality is that up to 70% of digital transformation initiatives fail. 

This guide can be used by businesses looking to push the bounds of their customers’ expectations, ambitions, and experiences. 

Define and document the current end-to-end experience 

You can utilize language clients would use to communicate their demands to begin by creating and mapping their customer journeys. Let me borrow the money to buy a house—the change of address for my service. 

Every organization has specific demands that can only be met through many touchpoints and departments. For businesses that have not “come into being digital,” the procedures utilized are likely a blend of manual and automated approaches that have grown through time. It isn’t easy to optimize when the service depends on human help. 

When customers are only getting the task done, it does not matter whose department handles the service. Analyzing and understanding the complete customer journey “as is” can be done through the three main tactics of mystery shopping, customer feedback, and time spent in the contact center. 

Through this stage, evaluate how the customer is receiving the experience. When determining an agency’s strengths, don’t look at “inside-out” data such as Average Handling Time (AHT), abandonment rate, and first-contact resolution. Instead, think about measures that describe how each piece of the process is put together. These indicators include overall system resolution time, “one and done,” customer effort, and failure/rework rate. By taking these additional steps, we’ll boost the business’ emphasis on the customer’s purpose, deepen comprehension of the main roadblocks, and raise business knowledge on customer expectations and goals. 

Reimagine the end-to-end experience from the customer’s perspective 

After gaining a deep understanding of the “as is” state, the second phase is reimagination. Additionally, it is incredibly beneficial to investigate what “excellent” looks like across various industries, both locally and globally; their cross-industry experiences shape customer expectations. 

Following that, use an “art of possibility” approach to reimagining the experience free of legacy processes and departmental restrictions. This is revolutionary; it can (and frequently does) include an enterprise’s entire rewiring or regeneration. Senior executive management is critical for successfully dismantling barriers and implementing a top-down design strategy. To achieve step-change gains in metrics, it is frequently necessary to confront entrenched compliance and legal regulations, thus secure early cooperation from legal and compliance teams. 

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The new experience will be heavily reliant on digital. This highlights the importance of avoiding the trap of presuming that “omnichannel” implies that each channel must help the customer. The best experiences are those that are purposefully crafted and “simply work.” Interactions initiated over the phone, for example, can be smoothly transferred to digital channels via interactive messaging. A request to change control should be accompanied by an intuitive online form and a workflow that requires completion by all necessary parties.

Redesign the way the work is done 

New experiences invariably necessitate a rethinking of the operating model. They will also typically integrate and sequence technologies such as intelligent automation, machine learning, and advanced analytics in a way that results in step-change increases in revenue, customer experience, and expenses. 

This may seem self-evident, but it bears repeating: Do not deploy technology for the sake of technology. Certain organizations may feel compelled to act but without a clear goal in mind. The most successful method for modern digital technologies to generate genuine value is to complement and augment human capabilities rather than replace them. 

Advanced technology can enable change – the kind that is becoming increasingly relevant in an increasingly competitive environment where customer experience may offer its most compelling product advantage. Therefore, begin your transformation with a CX-driven vision of the future, and keep customers in mind at every step. 

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