How documentation will save the world of cxm

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An abridged version of my presentation in the documentation track at SDL Innovate San Francisco, June 2014. I argue that the principles of structure, purity, and intelligence -- long features of technical writing and documentation practices -- will be indispensable for the effective adoption of customer experience management (CXM or CEM) on a broad scale.

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How documentation will save the world of cxm

  1. 1. The New Role for Documentation in Customer Experience Management SDL Innovate San Francisco | 11 June 2014 Tim Walters, Ph.D. | Partner, Principal Analyst twitter: tim_walters twalters@digitalclaritygroup.com www.digitalclaritygroup.com
  2. 2. DCG helps business leaders navigate the digital transformation and create competitive advantage from disruption.  2   About Digital Clarity Group @$m_walters  @just_clarity  
  3. 3. 3   @$m_walters  
  4. 4. The New Role for Documentation in Customer Experience Management SDL Innovate San Francisco | 11 June 2014 Tim Walters, Ph.D. | Partner, Principal Analyst twitter: tim_walters twalters@digitalclaritygroup.com www.digitalclaritygroup.com How Documentation Practices Are Going to Make CXM a Reality – Or Else
  5. 5. The presentation version of this deck begins with a summary of Stephen Greenblatt’s The Swerve (2011). That book relates how, in 1417, a “book hunter” named Poggio Bracciolini found perhaps the last extant copy of Lucretius’ On The Nature of Things (~58b.c.). Greenblatt convincingly argues that the rediscovery this great poem, which celebrated and extended the Greek atomist philosophy (all things made up of indescribably small particles that combine, dissolve, and recombine in an endless cycle) either literally or symbolically triggered the renaissance. Thus the medieval scriptorium, and the nameless scribes who copied and recopied the manuscript over more than 1000 years, arguably saved the world from the constraints of the dark ages and made modern culture and civilization possible. 5   Note to the abridged version
  6. 6. How DITA and Documentation Practices Are Going to Make CXM a Reality. Seriously. SDL Innovate San Francisco | 11 June 2014 Tim Walters, Ph.D. | Partner, Principal Analyst twitter: tim_walters twalters@digitalclaritygroup.com www.digitalclaritygroup.com
  7. 7. §  The CXM Imperative §  What do empowered consumers want? §  Why do companies struggle to deliver it? §  How does CXM affect documentation? §  How do documentation practices effect CXM? (Or, Why You’re the Superheroes) §  First steps 7   Flow @$m_walters  
  8. 8. 8   A strategic inflection point Source:  Based  on  Andy  Grove,  Only  the  Paranoid  Survive,  1996   @$m_walters   STATUS  QUO   Business   failure   Business   success  
  9. 9. “Strategic inflections can come from anywhere: new technologies, new competition, new regulations, new customer values and habits, etc. – anything that has a significant impact on the business itself or the industry as a whole.” – Andy Grove 9   @$m_walters  
  10. 10. 10   CXM is today’s “fundamental” SI Business   success   STATUS  QUO   Business   failure   §  Digital disruptions §  Era of empowered consumers §  Basic shift in the business environment §  Impacts every firm, regardless of industry Impact:  Failure  to  provide   superior  customer  experiences   leads  to  irrelevance  and  business   decline   @$m_walters  
  11. 11. “Consumers are empowered by information and shared opinions, and they are emboldened by choice. They have developed an appetite for rich and rewarding interactions, and they rarely hesitate to seek alternatives when disappointed. Increasingly, companies will succeed and fail according to the quality of the digital experiences that they offer.” - The CEM Imperative: Experience Management in the Age of the Empowered Consumer Digital Clarity Group 11   @$m_walters  
  12. 12. 12   Consumers gain voice and choice @$m_walters  
  13. 13. §  Accelerates the flow of information §  Democratizes the production of information §  Dissolves the monopoly over information “As the industrial revolution was defined by radical efficiency in production, the digital revolution is defined by radical efficiency in information transmission” -- Mike Aruz (e.g., Uber, Airbnb) 13   Digital disruption . . .
  14. 14. 14   Empowered consumers by the numbers Source:  hOp://ciooQhefuture.com/5-­‐shiQs-­‐that-­‐will-­‐shape-­‐the-­‐future-­‐of-­‐it/  
  15. 15. Only   15   1%   feel  their   expecta$ons   for  good   customer   service  are   always  met     Source:  Harris  Interac$ve  survey  of  North  American  consumers,  2011.     Among U.S. consumers @$m_walters  
  16. 16. 16   Say they have switched business to a competitor due to poor customer experience Source:  Haaris  Interac$ve  survey  of  North  American  consumers,  2011..  Commissioned  by  RightNow.   @$m_walters  
  17. 17. How much is at stake? $5,900,000,000,000 17  Source:  Accenture,  2013  Global  Consumer  Pulse  Research.    Photo:  hOp://www.t-­‐na$on.com/free_online_ar$cle/most_recent/ train_like_a_man_5_the_real_paleo_exercise  
  18. 18. #CXM isn’t the Next Big Thing. It is the Next Only Thing. 18  
  19. 19. 19   Consumers expect insight Source:  Dynamic  Markets  study  for  Experian,  January  2012.   “Understanding” means, e.g., “taking account of preferences, purchase history, and other provided information.” 84% said they would no longer buy from a company that failed to “understand.” @$m_walters  
  20. 20. 79% Companies  “asking  same  ques$ons  or   marke$ng  same  offer”  across  channels   Sources of consumer frustration 65% Inconsistent  offers  or  content   74% Site  content  that  “has  nothing  to  do  with  their   interests”   Source:  Accenture  Global  Consumer  Pulse  Report,  2014.   @$m_walters   79% Companies  “secng  false  promises”  
  21. 21. 21   onsistent oherent ontextual Consumers reward the three Cs . . . @$m_walters   informa$on  and  messages   narra$ve  and  brand  rela$onship   knows  and  understands  me  
  22. 22. Omni is a good word for it
  23. 23. #CXM means: Embracing the shift from #CRM to #CMR. 23   Source:  hOp://sapinsider.wispubs.com/Assets/Ar$cles/2014/January/SPI_Feature_From-­‐CRM-­‐to-­‐the-­‐Customer-­‐Managed-­‐Rela$onship   .   CMR  =  Customer  Managed  Rela$onships,  coined  by  Jamie  Anderson    
  24. 24. 24  
  25. 25. §  In Forrester’s 2014 CX Index, 11% of companies received a top grade §  Accenture surveyed over 13,000 consumers in 33 countries about 10 industries –  Despite investments and initiatives, no CX metric “has improved consistently in the past five years.” –  All metrics “lost ground in 2013” –  Companies “have been playing not to lose” 25   Answer: You suck Source:  Accenture  Global  Consumer  Pulse  Report,  2014.  hOp://blogs.hbr.org/2013/06/new-­‐research-­‐youre-­‐doing-­‐custo/  
  26. 26. Documentation and technical content breaks out of the customer support jail, and may now engage consumers in various formats across the entire customer journey. 26   How CXM affects documentation
  27. 27. 27  
  28. 28. Empowered, “AORTA” consumers can and will demand documentation content at the time, place, format, channel, and device of their choosing. Sellers must not only respond, they must anticipate such new uses. 28   Takeaway AORTA  =  Always  On  Real  Time  Access;  coined  by  Mark  Anderson    
  29. 29. Content and asset creation, management, orchestration, reuse, tracking, and optimization as practiced/supported by documentation teams is the only way for companies to reasonably COPE with CXM. ~ or ~ Ask not what documentation can do for CXM, ask how CXM is made possible by documentation practices. 29   How documentation effects CXM
  30. 30. 30   COPE = Create Once Publish Everywhere Content   Web   Print   Social   App   RSS   Video   Thanks  to  Deane  Barker.  See:  hOp://www.slideshare.net/blendinterac$ve/copeing-­‐mechanism-­‐the-­‐peril-­‐and-­‐promise-­‐of-­‐create-­‐once-­‐ publish-­‐everywhere    
  31. 31. 31   CXM is COPE-IER = COPE for segments, in journeys Content   Social   Video   Print   Web   App   RSS   Thanks  to  Deane  Barker.  See:  hOp://www.slideshare.net/blendinterac$ve/copeing-­‐mechanism-­‐the-­‐peril-­‐and-­‐promise-­‐of-­‐create-­‐once-­‐ publish-­‐everywhere     A   B   C   D   B   C   B   C  
  32. 32. “We can’t afford to be thinking about creating content for any one platform. We can’t be thinking about crafting a website. Instead, we have to think about how are we going to put more effort into crafting the description of our content, how are we going to put more effort into explaining all the different bits of our assets. And what that’s going to allow us to do is reuse our content more effectively and get more value out of it.” – Nic Newman, BBC 32   It’s all about Adaptive Content Thanks  to  Karen  McGrane  See:  hOp://karenmcgrane.com/2012/09/04/adap$ng-­‐ourselves-­‐to-­‐adap$ve-­‐content-­‐video-­‐slides-­‐and-­‐ transcript-­‐oh-­‐my/once-­‐publish-­‐everywhere    
  33. 33. The message ! trumps the MEDIUM 33   In other words . . .
  34. 34. §  Structure §  Purity §  Intelligence 34   Omnichannel CXM needs content with:
  35. 35. STRUCTURE §  MRU (“minimum reasonable unit,” re Deane Barker) §  Discrete, flexible, agile, freely combinable, reusable experience assets 35  
  36. 36. PURITY §  WYSIWYG? ROTFLMAO! §  Create messages, narrative elements, “engagement legos” – not pages, print, or any other format 36  
  37. 37. 37   Thanks  to  Deane  Barker.  See:  hOp://www.slideshare.net/blendinterac$ve/copeing-­‐mechanism-­‐the-­‐peril-­‐and-­‐promise-­‐of-­‐create-­‐once-­‐ publish-­‐everywhere    
  38. 38. INTELLIGENCE §  Experience architecture(s) §  Taxonomy, metadata, tagging §  Governance §  Describe/track/verify how, when, where, why assets have been combined/deployed, and to what effect 38  
  39. 39. 39   So it’s really just ?
  40. 40. Summary §  What your produce plays a significant role in CXM across journey stages, formats, devices, and segments. §  However: How you produce it – DITA and other structured processes – is far more important for the operationalization of on-going, effective CXM. §  Orchestration of exceptional omnichannel experiences – this is the consumer demand – is impossible without structured, pure, intelligent assets – and the mature, reliable process for producing, combining, deploying, tracking, and analyzing them. §  In other words, Lucretian atomism. §  It’s up to the scriptorium to save the world. Again. 40   @$m_walters  
  41. 41. §  Touchpoints (web site, app, call center) are too specific §  Customer lifecycle is too broad and unpredictable §  Customer journey is just right – it combines end-to-end experience with clear outcomes and team responsibilities 41   Where to start? @$m_walters  
  42. 42. 42   Selected journeys (McKinsey)
  43. 43. Tim Walters | Partner, Principal Analyst @tim_walters twalters@digitalclaritygroup.com www.digitalclaritygroup.com
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