Customer Experience

Transform your customer experience

March 2019

Whilst customer experience transformation may be part of continuous improvement it is likely that it has come about through the strategic direction of the organisation, probably sponsored by senior management. This might be as a result of poor previous customer performance and fines, or as a bid for greater digital centricity, innovation and differentiation from competitors.

What does a customer experience programme include?

A customer experience programme will typically involve:

  • A vision statement - why is (customer experience driven) change important and what customer experience vision and principles are being targeted?
  • A defined method - How will customer experience ideas, propositions, prototypes and fully scaled ideas be developed? How will decisions be made between initiatives?
  • A well governed programme - How will the programme itself be governed? What resources are needed and what will be the internal costs to the business?
  • What measures and KPIs will be used - What mechanisms will be used to evidence and share progress?
  • Change and transformation - How will people and organisational change be managed and controlled? How will it be sustained and implemented
  • Roadmapping - What is the roadmap of opportunities across all workstreams and how and when will they deliver the target customer experience vision?
  • Sequencing - How will the whole of the business be engaged? Area by area or cross business? How will ideas be scaled up?

Ultimately a customer experience programme is a 'living' thing. It's either developing and growing, productive or in decline. Momentum is fundamental to the programme and realising the desired change. If your programme is struggling, consider the need for:

Ownership

You will need a single person in your business who is ultimately responsible for the success and quality of the customer experience programme. This should be someone senior enough to act as a Sponsor and with a vested interest in championing the outputs

Resources

You will need people on the ground who can do the legwork your programme will require. This might involve analysts and researchers to gather and make sense of customer research; facilitators who can guide the overall approach; subject matter experts in aspects such as mobile application design and integration; transformation and change agents who understand how to motivate and support your people.

This doesn't all need to be in place from day one of course but make sure you have the right experts to guide you.

A clearly defined scope

Don't try to solve the world with your customer experience programme. Keep your initiatives aligned to the vision and budget and resist your business trying to constantly reshape or add to them, impacting your ability to deliver anything. It?s far better to deliver a 'minimum viable' solution and then grow it from there rather than spend a long time trying to get something complex delivered.

A consistent approach

We'veseen all too many examples of customer experience programmes being touted by an executive team as the 'next big thing' only for them to flounder when that support is withdrawn or when the business leadership team focuses on something else.

You might need to use a transformation programme to gain momentum but work to embed customer experience in your organisational DNA so that it is an integral and enduring part of how you do business. Customer needs will constantly evolve and your response to them will need to also.

Delivering transformation

Your ability to deliver a road map of enduring customer experience improvements will depend on many factors - the way you have structured your programme, the benefits case, the sponsorship and engagement you have in place and the alignment of the programme with the priorities of your business.

Don't be a victim of short term priorities to get 'quick wins' at the expense of more enduring change and transformation. Construct a road map that delivers short term rapid improvements but in the medium term is self-funding (and should be sustained) and in the longer term delivers against value drivers that are important to both your customers and your business.

Understanding the pace of change

Your customer experience road map will need to be well considered and balanced to ensure:

  • The pace of change is acceptable to your business (whether phased roll out or big bang)
  • The resource and capacity loads on your business are understood
  • Quick wins are an immediate priority but more difficult mid-term opportunities are included and show that transformation is happening
  • Your roadmap touches all of your customers (albeit sequenced in a way that makes sense for your business)
  • Early improvements are used to fund more complex or time consuming improvements (those requiring IT investment or significant process change)
  • You have change capability embedded in your programme team ready to help your business adopt desired ways of working in a structured manner
  • You have considered other in-flight projects and programmes in your organisation, particularly those on which you will have a dependency

We built On My Way to allow customers to see all the information they need to know about their planned service appointment. This includes appointment address, time and delivery window, technician name and their badge ID and photograph alongside the real-time location of the service engineer shown graphically on a live map.

On My Way also lets you get direct feedback from customers who have used the service. This feedback is taken during the service transaction itself, whilst the customer is viewing and interacting with On My Way and waiting for their service engineer to arrive.

Why not take a look and speak to us for more information.

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