Posted on 7 Feb 2017 by Tony Reeves
23rd February 12pm - 4pm London
At their best, digital tools lead and shape customer interactions, can be informative, easy to use, and make information available on demand. But just as frequently, they can be frustratingly complicated, result in incomplete journeys and used as pushy sale tools.
These positives and negatives are also experienced in the digital tools we use within our companies. However, employees often have to contend with the added frustration of being forced to use poorly designed tools due to lack of investment in the lasted technology.
Digital customer experience undoubtedly presents both huge benefits and significant challenges, which in many ways reflect those of traditional customer experience. Done well, the digital environment can create effortless and engaging experiences that drive sales, loyalty and advocacy. But among the key challenges are obtaining a single view of the customer, the need for a company to talk with one voice, and the difficulty of addressing internal attitudes and silos.
Ultimately, digital customer experience is forcing many companies to revisit their core purpose. Thriving in a digital ecosystem requires a coherent, authentic and inclusive approach to customer experience, but to what extent should digital merge with existing approaches to customer experience?
Discussions on this topic will cover:
- The benefits and challenges of a ‘digital first’ approach to customer experience
- What needs to change to deliver effortless digital experiences
- The importance of using digital to create functional connections for customers
As ever, your input at the discussions would be valued.
Posted on 26 Oct 2016 by Carl Lyon
Thursday 17 November RSVP Full day CX Group Farnborough
Tuesday 22November RSVP Half day CX Group London
Thursday 8 December RSVP Full day Digital Group Farnborough
Customer experience: time to go back to the future?
The business discipline we now call customer experience began by examining and valuing the quality of customer interactions. As the thinking has matured, journey mapping and root cause analysis have helped organisations tackle - and in some cases eliminate – the source of poor experience.
A separate industry has developed to measure customer advocacy and loyalty, and the scores achieved have been improving year on year. But while so much has improved, little has changed in both B2C and B2B markets. We have dealt with the low hanging fruit and are in danger of simply using service recovery scores to paper over the cracks in organisations.
The real benefits come from reducing or eliminating poor service and moving towards proactive experiences that drive businesses forward. Understanding what customers actually do rather than what they say they will do, can transform business insight and drive effective decision making.
Now that we can see the transformational potential of customer experience, do we need to revisit the customer interaction using today’s improved technology and understanding? How might this help us drive a more responsive future that better suits today’s complex, evolving environment?
The discussion will look at how we
Extrapolate real-time knowledge from customer interaction
Empower real-time and pragmatic thinking
Build working hypotheses that can deliver accurate ROI scenarios
Posted on 5 Sep 2016 by Tony Reeves
Our previous discussions on Collaboration, Cooperation or Coordination highlighted the need for companies to be working in the real world if they are to avoid the customer experience shock. But what do we mean by this?
Many companies have a sound reputations for products and services, but these reputations regularly come unstuck when confronted by customers’ real-world experiences. This situation often arises because the company’s assessment of the customer’s world is not consistent with the customer’s reality.
There is a lot behind this, and although large organisations can be very slow, deliberate, and risk averse, a bigger risk is that they become isolated from the real world. This is an interesting phenomenon, particularly as every single person working in the company is part of the real world.
Experiences are the ultimate reality check. Data gives us a view of our customers, but behaviours give us the outcome driven by the experience. It’s what people do - not what they say they will do - that counts. What’s more, your experience, and those of the people who work with you, is all part of the picture. So how can we bring this together with customer experience?
Key questions that we will explore during this topic include:
- How do we get closer to the real-world experiences of our customers and employees?
- How can customer experience help us develop more coordinated and cohesive companies?
- How can we bring these real-world experiences to life within our companies?
We look forward to hearing about your experiences, book your place at the table to benefit from these discussions.
Posted on 6 Jul 2016 by Carl Lyon
Here’s a question for you: how authentic are your customers? Do they actually do what they say they will do? Will they actually recommend a product or a service, or just say that they will?
Customers are increasingly seeking a personalised relationship with a company, but to what extent can a company satisfy this need? To achieve real personalisation we have to construct an authentic understanding of a person, and to do this we need facts. These facts are usually derived from behaviours and from analysing the actions that customers have taken previously. But surveying customers on what they ‘would’ do only provides a company with opinions, not facts.
The difficulty in obtaining facts is further complicated by two more issues: effort and data. People are now having to process so much information that they are less and less inclined to invest effort in something that they care little about. Their opinions in response to surveys are likely to be given on the fly, and consequently the quality of these responses will give rise to unreliable data. So how do companies obtain a realistic picture of what is happening and make appropriate decisions in response?
Although facts may be hard to come by, effective decision-making is still possible if a sufficient level of understanding can be achieved. This understanding cannot come from data alone, and even less from a single measure of data - it requires a combination of facts, opinions, feelings, and intuition. Importantly, it requires that we do not mistake opinions for facts.
Businesses now have access to unprecedented levels and sources of data generated by their customers. But data without context is just noise, and data used in isolation will lead to isolated decision-making. To achieve real understanding of a situation, companies need to find out what is actually happening as opposed to what they think is happening. Without a rich picture of opinions to corroborate or challenge survey data, businesses will only find what they are looking for, not what their customers are looking for.
And that’s a fact.
Posted on 22 Jun 2016 by Carl Lyon
Collaboration, cooperation or coordination?
Our next series of QoE discussions take place on
- Thursday 7th July CX Group at The Aviator, Farnborough
- Tuesday 12th July Half day London
- Thursday 4th August Digital Group at The Aviator, Farnborough
How can the internal functions of an organisation align to deliver one version of the truth to customers? And whose responsibility is it to make this happen?
Before omnichannel, there were fewer opportunities for customers to interact with a business. Delivering a consistent message was easier as organisations had more control over the availability of knowledge. But in a world of searchable knowledge, customers have unprecedented power to examine a business across multiple touchpoints. So how can an organisation ensure that only one version of the truth is available?
Today’s customers want and expect a consistent experience. Consistency increases trust in the brand, drives repeat business and is key to managing expectations. But how does a business coordinate its activity in order to deliver a consistent experience across all of its channels? And in an increasingly sophisticated service environment, how much control does a business have over the factors that affect consistency.
Discussions on this topic will focus on:
- What does a consistent experience look and feel like from an internal perspective?
- How do you deliver consistency across a business?
- Who is responsible for coordinating activity and ensuring consistency?
Should we be focusing on collaborating, cooperating, or coordinating? Find out by joining our July/August discussions.