Architecting Customer Experience to Engage and Transform the Organization David Wheable Vice President and Principal Consultant April 2016
What Is Customer Obsession?
Becoming A Customer Obsessed Company Is A Journey Drive business growth with privacy Transform the customer experience Customer Obsessed Companies Turn big data into business insights Accelerate your digital business Embrace the mobile mind shift 2016 Forrester Research, Inc. Reproduction Prohibited 4
Customer experiences shape perceptions of value & drive loyalty 2016 Forrester Research, Inc. Reproduction Prohibited 5
The Three E s Of Customer Experience Source: June 26, 2014 Introducing Forrester's Next-Generation Customer Experience Index report 2016 Forrester Research, Inc. Reproduction Prohibited 6
There are two sides to the CX story New sources of value New expectations 2016 Forrester Research, Inc. Reproduction Prohibited 7
You must combine DCX and DOX Digital Connectors Digital Predator Digital Prey Digital Operators Source: Forrester: March 2015 DigitalPredator Or Prey 2016 Forrester Research, Inc. Reproduction Prohibited 8
to uncover sub-standard experiences and outcomes Journey Experience touchpoints engage Use Buy Explore Discover Digital/Phone/In person 2016 Forrester Research, Inc. Reproduction Prohibited 9
People create a digital value ecosystem that represents the real world Source: "How To Craft A Better Digital Vision" Forrester report 2016 Forrester Research, Inc. Reproduction Prohibited 10
People create their digital value ecosystem to satisfy their desires Source: "How To Craft A Better Digital Vision" Forrester report 2016 Forrester Research, Inc. Reproduction Prohibited 11
Customer value hinges on implementing agile business technology Source: March 2014 Unleash Your Digital Business Forrester report 2016 Forrester Research, Inc. Reproduction Prohibited 12
How to build a better customer experience Imperatives for Raising Customer Experience Capability 1. CREATE BETTER EXPERIENCES Customer Strategy Understanding Design 2. DELIVER BETTER EXPERIENCES Measurement Governance Culture Source: Forrester, The Path To Customer Experience Maturity, June 27, 2013 2016 Forrester Research, Inc. Reproduction Prohibited 13
To mature from break-fix to breakthrough customer experience capability Customer Experience Quality Common Path to Customer Experience Maturity Repair Find broken customer experiences, fix them, measure results unique Optimize Apply a more sophisticated CX toolkit across the organization Elevate Make delivering good customer experience the norm Time Source: Forrester, The Path To Customer Experience Maturity, June 27, 2013 Differentiate Define and deliver an experience that is truly 2016 Forrester Research, Inc. Reproduction Prohibited 14
Align Customer And Operational Process Metrics Convenience Time to complete Channels engaged Number of attempts Engagement Abandoned carts System workarounds Shadow processes Advocacy Net promoter scores Visitor frequency Social sentiment 2016 Forrester Research, Inc. Reproduction Prohibited 15
We re In An Era That Values Fast Delivery Projects take too long. Processes are inflexible. Change is too expensive & slow. Talents are out of date. 2016 Forrester Research, Inc. Reproduction Prohibited 16
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Adopt Approaches That Prioritize Fast Change Enterprise process norms Customer process norms Cycles Years Months Weeks Releases Annual Quarterly Weekly Methods Waterfall Water-scrum-fall Test and learn Adoption Training Community support Intuitive now 2015 Forrester Research, Inc. Reproduction Prohibited 19
Balance Fast And Sustainable Delivery Fast Delivery Minimum viable products, iteration Experiments Long-tail & disposable apps Sustainable Delivery Hyper-adoption Application lifecycle management Design best practices 2016 Forrester Research, Inc. Reproduction Prohibited 20
Empathy Is Your Secret Weapon For Customer Obsession How can we improve the process experience for onboarding new customers? 2016 Forrester Research, Inc. Reproduction Prohibited 21
Customer Journey Sales Process Delivery Process Servicing Process Initiate Contact Worried Evaluate Options Overwhelmed Order Service Relieved Process redesign opportunity #1 Install Service Anxious Process redesign opportunity #2 Billing Frustrated 2016 Forrester Research, Inc. Reproduction Prohibited 22
Recommended Next Steps Partner with marketing and sales roles to identify customer process pain-points Reframe operational process metrics to align with critical customer metrics Replace traditional process methods with approaches that emphasize speed 2015 Forrester Research, Inc. Reproduction Prohibited 23
Thank you David Wheable dwheable@forrester.com Twitter: @DavidWheable forrester.com