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7 Capabilities of Companies That Are Killing It in CX

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Every organization is at a different stage of digital maturity, which directly affects its ability to deliver an exceptional customer experience (CX). To make the situation more challenging, customer expectations are increasing every day as Amazon, Google, and other innovators are setting a high bar for what consumers expect to see when they engage with a brand.

We’ve developed a model that identifies the seven core capabilities of the companies that are dominating CX. These are the things they do that set them far ahead of their competition and allow them to deliver killer customer experiences. In our webinar, we took a closer look at those seven capabilities, including:

-How you can help your company adopt and master the 7 characteristics of CX success

-How companies with exceptional experiences can continue to improve and adapt

Publié dans : Technologie
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7 Capabilities of Companies That Are Killing It in CX

  1. 1. SEVEN CAPABILITIES OF COMPANIES THAT ARE KILLING IT IN CX SPEAKER: GREGG SAMPSON DIRECTOR, DIGITAL STRATEGY 09 / 13 / 2017
  2. 2. PERFICIENT DIGITAL $487 Million in revenue 1997 Founded PRFTListed on NASDAQ 90% Repeat Business Rate Employees ~3000 N. America locations 23 Global US, EU, China + India 2
  3. 3. PERFICIENT DIGITAL Dream Big. Build Beautiful. Strategic design thinking and storytelling. Technology platforms and system integration. To us, these things are not mutually exclusive. Because we see them as one. For proof of this conviction, look no further than how we approach your digital transformation and CX challenges. 3
  4. 4. PERFICIENT DIGITAL About Our Speaker Gregg Sampson Director, Digital Strategy Perficient Digital Gregg offers a unique blend of digital marketing, commerce, and traditional marketing expertise. He specializes in creating customer-driven digital strategies that are supported with research and analytics, and driving organizational alignment around customer experience improvement initiatives. Gregg brings more than 25 years of experience with Fortune 1000 companies in both B2C and B2B industries, with proven success across every phase of the customer life cycle. 4
  5. 5. PERFICIENT DIGITAL How fast can we do what Amazon does? Actor portrayal of a typical executive sponsor. 5
  6. 6. PERFICIENT DIGITAL Companies exceeding customer expectations Companies delivering good customer experiences Companies struggling to deliver an effective customer experience Most Companies Are Struggling with CX 6 7% 23% 70% *Source: eMarketer
  7. 7. PERFICIENT DIGITAL Lack of Ownership Competing Priorities Funding Challenges CX responsibility is shared across multiple functional areas. Management team leaders have their own goals and KPIs to support. Not a recurring line item in the corporate budget. Major Organizational Barriers Exist 7 Lack of Alignment Lack of CX Insight Management team can’t agree on CX goals, priorities or projected impact. Problems and opportunities haven’t been identified (or quantified).
  8. 8. PERFICIENT DIGITAL Original Expectation Initial Innovation Current Expectation • Confirm My Order • Reach Customer Service • Third Party Evaluation (JD Power) • Track My Shipment • 24/7 Customer Service • Ratings and Reviews • Track My Shipment in Real-time • Access Live Chat • Sort/Search by Customer Rating Customer Expectations Are Increasing 8
  9. 9. PERFICIENT DIGITAL Build a CX leader profile, with core competencies and skills Inputs: Research, operational data and on-the-job experience from 400+ digital transformation and related projects Diverse mix of initiatives, including commerce, portals, data consolidation, change management, and more Understanding CX Leaders: Our Approach 9 Evaluation by senior execs in blue chip companies, and input from 20+ SMEs
  10. 10. PERFICIENT DIGITAL CX IQ: Anatomy of a CX Leader 7 Core Competencies 57 Key Capabilities 10
  11. 11. PERFICIENT DIGITAL Customer Insight Conduct Customer Research Frequently Employee Feedback System Customer Behavior Knowledge Customer Journey Maps with Validation Customer Satisfaction Levels Understand Channel and Device Preferences Customer Feedback System Mobile Device Role and Priority 11
  12. 12. PERFICIENT DIGITAL 12
  13. 13. PERFICIENT DIGITAL Strategy Well-articulated CX Vision & Strategies Employee Engagement Level Functional Team Alignment Deep Understanding of Competitors’ CX Initiatives Omni-Channel Perspective CX Metrics Alignment Clearly Defined Road Map (3 Years) Funding Commitment Level Project Prioritization Rigor 13
  14. 14. PERFICIENT DIGITAL 14
  15. 15. PERFICIENT DIGITAL Design Processes Project Definition and Outcomes Process and Standards Are Well Documented Active Use of Personas and Journey Maps Use Iterative Prototyping Methodology Customer Validation Prior to Launch High Level of Cross-function Collaboration 15
  16. 16. PERFICIENT DIGITAL Enabling Technologies Single View of the Customer (Master Data Record) Omni-Channel Effectiveness Message Consistency Across Channels Deliver Personalized/Relevant Content Customer Data Management Leveraging Data and Analytics Actively Optimizing Content and Offers Mobile Device Effectiveness 16
  17. 17. PERFICIENT DIGITAL 17
  18. 18. PERFICIENT DIGITAL Operations CX Champion Has Been Appointed CX Role in Business Decision-making Process Project Prioritization Rigor Escalation Capabilities Change Management is Integrated into Project Plans Collaboration Effectiveness Personnel Assignments: Skill vs. Capacity High Investment in Training and Communication Omni-channel Readiness 18
  19. 19. PERFICIENT DIGITAL Measurement Exec Sponsorship, Resources and Trained Personnel Defined CX Goals Across Entire Customer Lifecycle Accurate Measurement of CX Across All Channels Ongoing Tracking of Key CX Benchmarks Able to Measure Customer Loyalty and Key Influencers Effective Data Accessibility and Usage Using Data to Identify Trends and Predict Outcomes Attribution Accuracy Reporting Efficiency 19
  20. 20. PERFICIENT DIGITAL Culture Active Support by Company Leaders Employees Are Empowered to Create Memorable Customer Experiences Modern Organizational Structure Rewards/Advancement Are Aligned with CX Goals Evolving Job Descriptions to Include CX Skills and Tasks High Level of Employee Communication High Tolerance for Risk 20
  21. 21. PERFICIENT DIGITAL 21
  22. 22. PERFICIENT DIGITAL Current State: 44% Are Uncommitted 22 A majority of companies fall into the first two categories of CX maturity, and have a significant amount of work to do. 44% Uncommitted 43%12%1% EngagedDynamicDifferentiated *Source: Perficient. Based on a national sample of CX IQ survey respondents.
  23. 23. PERFICIENT DIGITAL The Winning CX Formula 23 Understand what your customers need from you to be satisfied and loyal. Evaluate your organization’s ability to meet these expectations. Define the projects that will be implemented to improve your CX-related capabilities. Execute faster than your competition, and then repeat steps 1-3. + + +
  24. 24. PERFICIENT DIGITAL The Winning CX Formula 24 Understand what your customers need from you to be satisfied and loyal. Evaluate your organization’s ability to meet these expectations. Define the projects that will be implemented to improve your CX-related capabilities. Execute faster than your competition, and then repeat steps 1-3. + + + 58% 34% 51% 46% of companies cite ‘lack of customer insight’ as a known barrier to their CX program. of companies have identified at least one ‘significant operational issue’ that damages CX effectiveness. of companies have identified ‘conflicting internal priorities’ as a known issue. of companies aren’t using agile methodologies or struggle with cross-functional team collaboration.
  25. 25. PERFICIENT DIGITAL Is my company delivering a good customer experience? Three Important Questions 25 Which capabilities are strong, and which ones are weak? What should we focus on right now?
  26. 26. PERFICIENT DIGITAL CX Self-Assessment Survey 26 Free online survey 15 minutes, 57 questions Self-assessment of CX capabilities Baseline CX maturity score Comparison with US average score Detailed analysis of CX attributes bit.ly/CX-IQ
  27. 27. PERFICIENT DIGITAL CX Self-Assessment Survey 27
  28. 28. PERFICIENT DIGITAL CX Comparison with U.S. Average (External) 28
  29. 29. PERFICIENT DIGITAL CX Comparison with Peers (Internal) 29
  30. 30. PERFICIENT DIGITAL CX Attribute Ranking: Operations 30 0.75 1.5 1.5 1.5 1.5 1.5 2.0 2.0 2.06.3 We have a clearly defined and effective method to prioritize major projects, and are diligent in protecting our CX road map. 6.5 We create a change management plan for every major initiative (digital project), particularly those that could disrupt established customer behavior. 6.6 Our marketing, technology and UX teams actively collaborate on all major projects and work effectively together. 6.2 We routinely factor customer experience into our business decisions about policies, processes and technology. 6.4 We have a clearly defined way to escalate issues that may negatively affect customer experience. 6.7 We have skill and resource capacity to consistently deliver an exceptional customer experience. 6.8 The teams and resources engaged in customer interactions are properly trained and informed to provide our intended customer experience. 6.9 Our operational processes have been adapted to effectively support an omni-channel environment. 6.1 Our organization has appointed a CX champion who is actively engaged and empowered
  31. 31. PERFICIENT DIGITAL CX Attribute Ranking: Enabling Technology 31 0.75 1.5 1.5 1.75 1.75 2.0 2.0 2.05.8 Our technology platform enables us to deliver an outstanding customer experience to mobile devices (smartphone, tablet) 5.4 Our technology platform enables us to deliver highly relevant and personalized information, with behavior-based triggers. 5.7 We are able to track and measure online behavior at the content level (copy, text, video) through the entire interaction. We are able to track and measure customer behavior at through key interactions across multiple customer journeys. 5.1 Our technology platform enables us to deliver an outstanding customer experience across all channels (web, social, mobile) and device types. 5.3 Our technology platform enables us to deliver a consistent message and seamless experience across all channels, including digital and physical, without extensive customization. 5.2 We are able to provide a master record and single version of our enterprise data and information, including products, services, customers, orders, and other key domains. 5.6 We are able to create and leverage rich customer profiles by integrating multiple data sources (transactional and behavioral) into a single view. 5.5 We are able to easily optimize our efforts (with built-in tools)
  32. 32. PERFICIENT DIGITAL Companies exceeding customer expectations Companies delivering good customer experiences Companies struggling to deliver an effective customer experience State of CX Delivery 32 7% 23% 70%
  33. 33. PERFICIENT DIGITAL 33 Its Not the Big That Eat the Small. It’s the Fast That Eat the Slow.
  34. 34. PERFICIENT DIGITAL 34 Thank.You.

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