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Customer Experience Management

The customer needs should always be kept at the centre of any technology changes, whether these are being delivered to directly impact them, or to support them indirectly via other delivery of supporting platforms or to drive internal enterprise functions.

With the rise of multiple data sources (such as social, internet cookies, customer history) as well as ways to make sense of that data (big data, analytics, AI), organisations now have the ability to uniquely tailor services to smaller and smaller customer sets based on an ever-more complex set of metrics.

Customers increasingly understand how their data will be used and many are happy to accept trading their privacy for rewards in terms of tailored products and focussed offers. This drives expectations that the interactions that they have will be driven by their personalised context and information. The ultimate expression of this expectation is loyalty, or the lack of it - customers are prepared to take their custom elsewhere if they feel frustrated by the way they can interact with the organisation, or by an apparently limited understanding of their situation / needs.

For those companies willing to invest carefully, the potential here is limitless in refining offerings that delight customers by seamlessly managing all of their interactions and delivering products or services that are aligned to customer preferences – both those that are explicitly provided and those that can be inferred by looking at other data points about the customer and their behaviours.

There are many use cases across the customer lifecycle, from prospect, to candidate, to customer – in managing the sales and support experience seamlessly across different devices and channels that meets and exceeds each individual customer expectation.

Coeus, for example, worked with a financial services company to define key customer journeys across different products and channels, and advised on the right technology that would aid in tracking the efficacy of each channel, so that that the most appropriate way of interacting with each customer could be driven automatically.

Effectively managing customer experience is no longer an option in the digital age, and whatever products are offered, a strategy around how the customer edge will be managed is strongly advised. Such a strategy is far from one-size-fits-all. Organisations must take into account their product set, product and customer lifecycles, typical decision points, competition, social influencers and many other factors to ensure that their strategy will drive the right customer behaviour, at the right cost for the organisation. At all times organisations must also remain highly cognisant of data ownership.

Coeus recommends taking into account the following key considerations:

  • Look for ways to capture and understand rich/diverse data on prospects and candidate customers that can be provided to whoever needs to interact
  • Leverage the latest data and customer technology platforms (e.g. CRM), matching the functional capabilities as required to the value cases that need to be driven
  • Develop seamless omni-channel experiences, across different devices, where context and information is shared between channels
  • Ensure that data and preferences of current customers is of a high quality, and properly and securely stored and referenced
  • Segment customers carefully to apply different and relevant contact and product strategies that are personalised to the customer needs and wants
  • Measure the effectiveness of different strategies – for example using customer satisfaction, revenue, NPS, or other agreed metrics – and then tailor approaches accordingly

In addition, obviously suitable training needs to be provided wherever there is to be agent interactions. Whilst technology plays a huge role in nearly all interactions, this can be undermined by not getting the basics correct should the human touch be needed.