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Accenture: Bennet Harvey

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Customer-centricity is the new imperative, but most organizations are not prepared to transform the way they work to deliver a relevant, personalized customer experience at scale. Designed for those who have been exposed to Journey Mapping, this interactive workshop will share Accenture’s Customer Journey Management framework for guiding the omni-channel customer experience with agility and at scale. During the session you will assess your organization’s design, governance and operating model dimensions to identify capability gaps in delivering on your vision of customer-centricity.

In a working session you will prioritize the gaps in your organization’s capabilities to implement the Customer Journey Management framework. The workshop will help you visualize how to manage the dramatic increase in data, segments, content, collaboration, and compliance that come with high-fidelity journey mapping and omni-channel marketing. We will discuss your specific challenges, as well as real world examples of operating model innovations from companies across industries and levels of maturity. This session will help you prepare your company to identify and respond to customer experience opportunities with new levels of agility and scale.

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Accenture: Bennet Harvey

  1. 1. Accenture Interactive Customer Journey Management: ActivatingYour Organization to Manage the End-to-End Customer Experience October 2015
  2. 2. 2 Agenda • Introduction – 5 min • Journey Mapping and Customer Journey Management Overview – 30 min – Exercise 1: Self-assessment of Operating Capability Gaps – 40 min • Mapping Journey Management Framework to Operating Gaps – 30 min – Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min • Wrap-up & Next Steps – 5 min Copyright © 2015 Accenture All rights reserved.
  3. 3. Introductions Bennet Harvey Bennetis a Senior Manager in Accenture Interactive’s Digital Strategy Group where he leads the delivery of our Customer Journey Managementsolution. Bennethas over 20 years experience implementing leading practices in Digital Marketing, eCommerce,and Customer Experience Management across Financial Services,Energy, Media and High Technology. He leads Accenture Interactive’s Organizational Design, Governance and Operating Model practice including the Customer Journey Management solution. bennet.harvey@accenture.com Ph: +1 415-537-7885 Office: San Francisco
  4. 4. Copy right © 2015 Accenture All rights reserv ed. 4 About Accenture Digital Helping over 4,000 clients in 49 countries re-orienttheir businesses to deliver dynamic analytics- driven digital experiences and achieve enduring customer relevance at scale. 28,000+ professionals combining digital strategy, analytics, design, technology, mobility, and operations in one business unit 186,000+ across 50 Accenture Global Delivery Network locations 34 Accenture Interactive design studios, R&D offices and COEs 23 Accenture Innovation Centers for Advanced Analytics, home to over 900 data scientists 13 Accenture Innovation centers for Mobility • 600+ Digital design & build specialists • Digital marketing / strategy / design • 150+ AEM specialists • eCommerce & content technologies • 250+ design specialists across 8 countries (US, UK, France, Spain, Germany, Sweden, Turkey, Finland) • Experience strategy & design • 2,000+ digital technology professionals • 10 Digital Service hubs • Based in Costa Rica • Global production design & delivery Includes acquisitions of key leaders in digital strategy, design, technology and operations.
  5. 5. 5 Agenda • Introduction – 5 min • Journey Mapping and Customer Journey Management Overview – 30 min – Exercise 1: Self-assessment of Operating Capability Gaps – 40 min • Mapping Journey Management Framework to Operating Gaps – 30 min – Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min • Wrap-up & Next Steps – 5 min Copyright © 2015 Accenture All rights reserved.
  6. 6. Copy right © 2015 Accenture All rights reserved. 6 B2B customers are empowered 80% choose companies offering simpler experiences Delight and disdain are broadcast Switching is easier than ever The playing field is evolving New competitors transforming products > services > experiences Pace of innovation unprecedented Engagement is on their terms The funnel is neither linear nor circular 98% work on tasks across devices Lines blurring between marketing, commerce and service B2B customer expectations are defining new imperatives
  7. 7. 7 Across all industries digital is driving organizational change and creating challenges Copyright © 2015 Accenture All rights reserved. Source: Growing the Digital Business: Accenture Mobility Research 2015
  8. 8. 85% of executives say their organization is not ready Executives expect that new digital technologies and customer expectations will transform their businesses, but many admit their companies are far from prepared to develop capabilities to meet their challenges. Source: The State Of Digital Business 2014,Forrester
  9. 9. Leaders focus on programs, not projects Leaders - Sustainable business value - Agility/Scalability - Customer-centric - POC/Portfolio Investment - Programs/Platforms Laggards - Web Site - Mobile App - Facebook - Competitor-focused - Product-centric - Technologies/Things
  10. 10. • The rate of change and innovation in the multi- channel customer experience is accelerating • The scale and agility required to manage highly targeted experiences far exceeds past one- size-fits-all customer journeys • A tipping point has been reached, beyond which past experience governance and operating models are no longer viable • Current Op / Org / Gov models have achieved incremental experience changes but not at scale or with agility • Aligning leadership and organization to one North Star accelerates transformational change Time Change 2000 2014 2019 Incremental Change Transformational Change Illustrative Traditional Org, Op Model, Governance Methods Customer Journey Management Customer expectations are driving demand for a new CX org, governance & operating model paradigm 10
  11. 11. Most companies do not consistently differentiate between four key concepts for effective customer-centric operation • Outlines how companies manage their people • Ensures everyone has a manager w ho understands their capabilities and can provide role and career support and direction • Lays out compelling career paths allow ing everyone in the company multiple directions for grow th • Allow s companies to efficiently and effectively manage the largest component of cost • May be stakeholder for role-related technologies • Aligns resource activity w ith business objectives • Ensures resources from across organizational functions w ork together effectively to execute complex, multi-disciplinary programs. • Ow ns and operates the prioritization and decision-making processes for Digital and facilitates fast and effective decisions in times of ambiguity. • Is accountable for program performance against high-level business value-related KPIs. • Model for day-to-day Digital operations including dynamic aspects of the Digital experience • Ensures clarity of operating roles • Defines the stakeholder engagement model • Documents key activities in Process Maps and RACI tables • Includes metrics for management against objectives • Includes operational resource mgmt. • Should include change mgmt Effective Org Design ensures a company has the right human resources to take advantage of market opportunities Effective Governance defines programs, aligns with business objectives, and increases probability of success A well-defined Operating Model ensures efficiency and quality of digital customer experience operations • Ensures predictable, consistent project/program delivery • Reduces risk and cost associated w ith project/program delivery • Reports on delivery progress against quality and efficiency KPIs • Includes detailed resource management Effective Project/Program Management deploys and manages resources against project objectives 11 Organizational DesignGovernance Operating Model Project/Program Management
  12. 12. Customer Journey Management transforms digital operations to meet multi-channel experience imperatives 12 From: To: The company journeyto CJM... Technology Focus Customer (User) Focus Touch Points Journeys Episodic Continuous • Enterprise orientation to an aligned Experience and operational “North Star” • Org, op modeland governance alignment around multi-channel journeys, customercentricity, agility and scalability • Faster recognition,response and validation of customer experience opportunities • Continuous performance improvementthrough multi-channel Test& Learn • Certainty of return on investments in integrated platforms by activating: • Seamless multi-disciplinary collaboration • Alignment around journey-based data, analytics and KPIs Companies have beendeveloping touchpoint-centric episodic journeys and individual digital capabilities for years, but must now connect them into an end-to-end experience and supporting operating model Outcomes
  13. 13. Customer Journey Management guides a holistic cross- channel experience operations methodology 13 • These Focus Areas cannot be separated or individually prioritized as they co-equally and interdependently drive success. • Collaboration, journey maps, dashboard tools and knowledge & insight managementmethods are key to aligning resources across the enterprise around commonobjectives. CustomerJourney Management (CJM) is a transformative method of organizing and operating to drive continuous experience improvementin near real-time. CJM integrates the four focus areas to eliminate roadblocks to end-to-end successacross the customer lifecycle,channels and organizational boundaries.
  14. 14. Customer journey management guides a holistic cross-channel experience operations methodology 14 The four focus areas each contribute key integrated capabilities to bring companies up the customerexperience managementmaturity curve TA JA SD BA • Governance Prioritization & DecisionModels • xOrg, Stakeholder & Partner Operating Model • Organizational Design & Capability Build • Experience Vision • Experience / Journey / Service Mapping • Opportunity Identification • Design & Execution • Customer-centric Data and Analytics Architecture • xChannel Experience Analytics • Journey-centric Test & Learn • Customer-centric Tech Architecture • End-to-end System & Data Integrations • New Solutions to Support Collaboration, Dashboards, Agility & Scale
  15. 15. 15 This new operating model changes ways of working from top to bottom of the organization Copyright © 2015 Accenture All rights reserved. • New, more dynamic understanding of customer experience opportunities and their impacts on Business Performance and KPIs • Customer-centric and journey-based strategic view of key investment opportunities and priorities C-suite and Business Unit Leads Digital / Customer Experience Operations Teams Digital Platform Project Delivery Teams Customer-facing Team Members(Call Center, Field, Service) • Common source of customer-centric digital platform requirements • Projects are packaged into programs that deliver complete new capabilities rather than point technologies • Stronger understanding of customer personas and related customer journeys supports better decision-making. • Ability to communicate how roles impact holistic customer success • Detailed process and job clarity Stakeholders How role will change under the operating model • Understanding of the key experience levers that will impact performance. • Provides agile heat map, prioritization and decision models, and agile processes to quickly identify and act on digital experience and marketing opportunities.
  16. 16. Baseline customer Journey Maps tell the story of outside-in customer perceptions Standardized customer lifecycle stages support enterprise-wide alignment Journey Research arranges customer CSAT ratings, interviews and focus groups on a consistent scale Current State and Target State experience curves reveal gaps and opportunities Pain Point and Opportunity highlights Segment / Persona quotes reveal perspectives Quotes broken down by enterprise segments Subjective experience data should be enhanced with objective Journey Analytics to accurately identify and prioritize specific hypotheses that will drive performance improvement. ILLUSTRATIVE
  17. 17. Service Blueprint documents back stage experience operations Standardized customer lifecycle stages aligns with the customer-centric Journey Map view Journey Research arranges employee CSAT ratings, interviews and focus groups on a consistent scale Current State and Target State experience curves reveal gaps and opportunities Pain Point and Opportunity highlights Heat Map shows prioritized opportunities The combination of perspectives from Journey Maps (outside-in) and Service Blueprints (inside-out) enable informed experience decision-making ILLUSTRATIVE
  18. 18. Journey Research makes journey maps actionable Journey Research creates an Experience Curve based on customer rating of touch points Interview and survey narrative feedback can provide color to ratings, pain point identification Aggregate ratings by allowing detailed understanding Segmentation of Journey Research helps to identify root causes and segment-based differences in a Heat Map view Journey Research includes subjective inputs including surveys, interviews and focus groups ILLUSTRATIVE
  19. 19. Visitor Display Email Store Sales Partners Support Search Website Journey Analytics Journey Analytics applies objective behavioral data to confirm Journey Research and to drive experience optimization through Test & Learn Cross-channel analytics provides objective data to balance subjective information provided by Journey Research. Both inputs are needed to identify and act on valuable opportunities for experience improvement. Journey Path Analysis Experience Opportunity Heat Map Cross-Channel Behavior Journey Maps and Dashboards
  20. 20. Hypothesis generation, test & learn Hypotheses for new / improved experiences are dependent on end-to-end data, Journey Analytics, and multi- disciplinary collaboration Hypotheses and testing opportunities are prioritized and sequenced into Quick Wins, Strategic and Cross-Channel programs ILLUSTRATIVE
  21. 21. 21 The Customer Journey Management operating model requires working in new ways that some companies find hard to adopt Copyright © 2015 Accenture All rights reserved. From: Old Culture To: Journey Management Culture Risk is to be avoided Tried, predictable, reliable Safety in numbers 3-Year Planning Cycle Rigorously tested, zero defects Broadcast One-way communication Defined interaction points Risk is chance to learn Dynamic, evergreen I act, influence, and own 3-Month planning cycle Agile, iterative delivery on MVP* Micro-segments from analytics Conversation and engagement Customer initiated channels Risk Ownership Approach Delivery Launch Audience Communications Channel Focus Planning Cycle *MVP means Minimum Viable Product.
  22. 22. 22 Agenda • Introduction – 5 min • Journey Mapping and Customer Journey Management Overview – 30 min – Exercise 1: Self-assessment of Operating Capability Gaps – 40 min • Mapping Journey Management Framework to Operating Gaps – 30 min – Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min • Wrap-up & Next Steps – 5 min Copyright © 2015 Accenture All rights reserved.
  23. 23. Copyright © 2015 Accenture All rights reserved. 23 Exercise 1 - Current State Multi-channel Experience Management Maturity In this exercise will capture your company’s Current State and Target State maturity across seven key operational attributes. As you consider each dimension we will share examples of our experiences. You will also prioritize the dimensions that are most important for your company and business model. Instructions:  Action: On the attached page capture your company’s Current State and Target State maturity for each of the seven key operational attributes. Then in the right column or on red Post-Its capture examples of Current State pain points and on green Post-Its capture examples of Target State objectives for each dimension.  Discuss: Your pain points and objectives with others in your group. Do they differ by industry? By business model?  Readout: As a group we will share examples of our Current State pain points and Target State objectives, and our thoughts about the gaps. Time Boxed - 30 min group exercise - 10 min debrief by table representatives In the next exercise we will discuss how the Customer Journey Management framework can help your company move to the right on each dimension.
  24. 24. Copyright © 2015 Accenture All rights reserved. 24 Exercise 1 – Experience Mgmt Maturity & Pain Points Exercise Output SAMPLE Identify your rough Current State and Target State on each of the following attribute dimensions. You can refer to the following maturity scale info to understand the appropriate levels. Ideally everyone wants to move all the way to the right, so Target State should take into consideration your company’s ability to adapt to change. Current Target Pain Points & Target State Objectives BU Experience Management Central Experience Management Tbd … Individual Experiences Omni-channel Experiences Tbd … Reactive Communications Proactive Communications Tbd … Point Solutions Integrated Capabilities Tbd … Expert Judgment Test & Learn Approach Tbd … Hierarchical Decisions Agile Decisions Tbd … Internal Resources Partnering Model Tbd … OperatingModelAttributes Current State Target State
  25. 25. Copyright © 2015 Accenture All rights reserved. 25 Exercise 1 – Experience Mgmt Maturity & Pain Points Exercise Output TEMPLATE Locate your rough Current State and Target State on each of the following attribute dimensions. You can refer to the maturity scale info on the next page to understand the levels for Basic, Competitive and Leading. Target State should take into consideration your company’s ability to adapt to change. Current B C L Target Pain Points & Target State Objectives BU Experience Management Central Experience Management Individual Experiences Omni-channel Experiences Reactive Communications Proactive Communications Point Solutions Integrated Capabilities Expert Judgment Test & Learn Approach Hierarchical Decisions Agile Decisions Internal Resources Partnering Model OperatingModelAttributes Current State Target State
  26. 26. Copyright © 2015 Accenture All rights reserved. 26 Exercise 1 – Experience Mgmt Maturity & Pain Points Level Attributes Operating Model Attributes Basic Competitive Leading Centralized vs. BU Experience Management De-centralized digital strategyand operations results in inefficiency,poor brand consistency, Some centralized CX strategy and shared services improve customer experience and efficiency When applicable,unified centralized CX operations with robuststakeholder engagementmodel drives maximum efficiency and performance Individual Experiences vs. Omni-channel Individual touch points designed in org silos or uncoordinated agencies. Design ofextended experiences,but within org solos like Marketing,Sales, Service. Full-integrated experience design across customer lifecycle and channels drives performance and accountability. Reactive vs. Proactive Responds to customer or market situations after the fact and slower than competitors. Mix of reactivity with pilots ofinnovation and analytics-driven proactivity. Strong strategic planning balanced with near real-time operational course corrections Point Solutions vs. Integrated Capabilities Poorly integrated collection of individual platform components,high IT costof ongoing integration Pre-integrated vendor platform lacking some components and with some challenges in data integration. Full pre-integrated vendor platform with some 360-degree customer data integration. Expert Judgment vs. Test & Learn Little ability to target, no testing, subjective experience decisioning Good ability to target across the experience,limited pilots ofAB testing Strong ability to target across the experience,culture and capabilityfor full- time AB and MV testing Hierarchical Decisions vs. Collaborative & Agile Old school governance ofcapabilities at the top of the org. Little or no agility in guiding CX operations. Well-defined cross-functional governance of capabilities and operational guardrails. Still operate in episodic release cycles Separation of platform/capabilities governance from CX operational governance. CX ops near real-time cross functional agility. Internal Resources vs. Partnering Model Scale limited entirelyby internal resources,digital competes with other groups for same pool. Some 3rd party vendors supportscale but ability to regulate volume is limited to step function, not agile. Well-defined vendor portfolio and SLAs allow for near real-time scaling on a virtually linear basis across critical path capabilities
  27. 27. Copyright © 2015 Accenture All rights reserved. 27 Dimensions Discussion Questions Central vs. BU Experience Management • Are most customer experiences crafted by a centralCX function, or by distributed business units? • Which activities should be centralized vs. w hich benefit fromspecialized, distributed expertise? • To w hat extent is brand consistency important? • How much effort is currently duplicated across businessunits, and in w hich functions? Individual Experiences vs. Omni-channel Experience • Are touch points designed individually, or are they orchestrated as part of customer journeys? • Is there value to linking experiences into journeys? • How do your customers use various channels to engage w ith you? • Who ow ns designed and deployment of customer experiences today? • If omni-channel experience orchestration is desired, w here should that planning live organizationally? Reactive vs. Proactive Communications • Does the organization more frequently seekw aysto anticipate customer needs, or w aysto respond to situations once they have occurred? • Is call deflection a priority? • What are some use cases for how customer issuescould be mitigated before the customer calls? • If call deflection is a goal, w hat channels and programs can be used to promote alternative solutions? Point Solutions vs. Integrated Capabilities • Are the company’s technologies and capabilities an assembly of individual solutions, or an integrated platform? • Is the culture focused on building and integrating solutions, or of acquiring best of breed solutions pre-integrated? • What are current pain points associated w ith the current levelof integration? • How does the level of application integration differ fromthe level of data integration? Expert Judgment vs. Test & Learn • Does the company have a test, learn and share discipline, or confidence that individual expertise w illdeliver positive results? • Is leadership committed to the value of analytics and testing? Hierarchical Governance vs. Collaborative (Agile, Fail Fast) • Are CX investments driven fromthe top of the org chart? • Does cross-disciplinary collaboration drive CX? • Is the cultural decision framew orkabout consensus, or failfast? • How empow ered are front line managers to make decisions about customer experience improvements? • Is there a methodology for prioritizing opportunities, is it ‘first come, first served”, or do politics drive priorities? Scale Internally vs. Partnering Model • Is the company’s ability to scale limited by internal resources or are partners integrated throughout the operating model? • Is the company experiencing pain around scaling operations to meet the demands of a personalized multi-channel customer experience? • How strong is Digital leadership in managing a complex ecosystem? • Is there a sufficient localmarket for needed skills? Exercise 1 - Discussion Topics
  28. 28. 28 Agenda • Introduction – 5 min • Journey Mapping and Customer Journey Management Overview – 30 min – Exercise 1: Self-assessment of Operating Capability Gaps – 40 min • Mapping Journey Management Framework to Operating Gaps – 30 min – Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min • Wrap-up & Next Steps – 5 min Copyright © 2015 Accenture All rights reserved.
  29. 29. Experience management target capability model Consulting Services Globalization Strategy Product Strategy Digital Strategy Innovation Scouting Content Optimization & Production Services Digital Asset Production Librarian Business Partners Product Managers Technology Platform Steering Content Creation Services ContentTagging Copyediting AssetDev. (Image/Video) Creative Services Front End Development User Experience Design Application Services Quality Assurance Template Development Site Enhancement Platform Services Network Design Infrastructure Support Server Configurations SEO Agencies Personalization Strategy ContentOpt. Scouting Marketing Strategy Content Strategy Reporting & Analytics Data & Tool Mgmt. Tagging Support Digital Reporting & Attribution Ad Hoc Analytics Cross Functional Services Governance Experience Vision Program Management Funding Model ContentLaunch Service (DPM) ProductionService Coordination Org Design Change Management Transition Management Training Knowledge Management Program Communications Support Services ContentMaint. & Publishing User Management Workflow Management Tier 1 / Tier 2 Support Localization Coordination Journey Mapping Campaign Mgmt. Service Platform Governance Testing & Optimization Overlay Dev. Experience Governance Collaboration Vendors Prioritization& Decision Models Brand Standards Journey Analytics
  30. 30. Digital organization design At each stage of digitalmaturity organizationsadoptone or a hybrid of organization models along a spectrum which balanceroles betweena centralizedDigital“Hub” and businessunit or regional“Spokes” 3 • customization and progressive socialization • Depending on a company’s industry, business model, culture and digital maturity, the right solution can vary widely • Many new roles have been emerging in recent years to support customer-centricity and end- to-end experience management • Senior leadership commitment is key to the success of organizational change
  31. 31. Digital organization models overview At each stage of digital maturity, organizations typically adopt one or a combinationof different organization models which balance roles between a centralized Digital “Hub” and business unit “Spokes” CorporateCorporate Potential other business acitivites Digital / eBusiness Decentralized Shared Services Center of Excellence Centralized Digital-only / Spin-Off Business Unit Business Unit Technical Infrastructure Digital strategy Digital strategy  Separate entity focused on digital only  eCommerce business  CoE prov ides expertise, rules & supports strategy  In cases, COE and Shared Serv ices (execution) can be integrated into one entity  Each BU manages digital strategy and deliv ery independently, with little exchange  BU manages digital business and priorities  Centralized shared serv ices f or excecution (IT-driven and output f ocused)  Complete f ocus on digital  Scale / agility / skills  In case of other activities, potential conf lict of positioning + -  Central access to digital skills/delivery combined with close business link  Digital ‘consistency’  Dual reporting, may lead to limited BU control  Requires heav y gov ernance  Single centralized unit  Unit may reside in other f unction e.g. Marketing, Channel f unction + -  Scale & agility ef fects f or digital inf rastructure  Strategy is close to BU  Cost ef ficiencies  Split accountability  Relies on business/IT collaboration + + -  Very close to BU/ f unction needs  Suitable when small digital business impact  Limited re-use/scale  Low f lexibility/long cycles  IT costs can explode + - Digital execution Digital execution Corporate Business Unit Business Unit Technical Infrastructure Digital strategy Digital strategy Digital execution (shared services) Corporate Business Unit Business Unit Technical Infrastructure Digital strategy Digital execution ( as Shared services) Digital CoE Corporate Business Unit Business Unit Technical Infrastructure Strategy & Execution Digital Digital is low priority / early stage Digital is minor priority Digital is major priority Digital is core to the business Digital is the business + ++  Digital growth/innov ation  Ef f ective skill allocation  Full integration across BUs and central entity  Potential disconnect with smaller BU or local needs & priorities + + + - + Digital strategy Digital Adoption and Maturity Increase --- ---
  32. 32. Digital Governance We begin TargetOperatingModel(TOM)engagementsby establishing and launching the latest governancestructures and protocols sothey can guide the implementationof org and op model changes 3 • Governance over capability and platform investments must be separated from oversight of the day-to-day customer experience • CX operational governance is composed of full-time experience-related team members and meets as often as daily. • Platform governance is more aligned with release cycles and meets on monthly or quarterly cycles • Governance is supported by clear membership roles and protocols, as well as tools including dashboards, prioritization and decision models.
  33. 33. Copy right © 2015 Accenture All rights reserv ed. 33 New agile & scalable 2-tiered governance model To enable agile and scalable operations it’s necessaryto empowerthe front lines of the organization to implement customerexperience priorities in agreed upon decisionmodels PRODUCT MANAGEMENT CHANNEL OPERATIONS CREATIVE SVCS MANAGER CAMPAIGN MANAGEMENT CUST EXPERIENCE STRATEGY CONTENT STRATEGY & OPS ANALYTICS & INSIGHTS CUSTOMER DATA STRATEGY MANAGER ACCOUNT MANAGEMENT Customer Experience Operational Governance Customer Experience Strategic Governance CUST EXPERIENCE STRATEGY CUSTOMER DATA STRATEGY MANAGER ACCOUNT MANAGEMENT BUSINESSUNIT STAKEHOLDER BUSINESSUNIT STAKEHOLDER BUSINESSUNIT STAKEHOLDER DIGITAL MARKETING COMM & CONTENT STRATEGY CUST EXPERIENCE STRATEGY CUSTOMER ANALYTICS & INTEL TRADITIONAL COE ROLES EMERGING ROLES
  34. 34. Experience Delivery Experience Operational Governance Platform & Capability Governance Platform & Capability Delivery1.0 2.0 Most companies have focusedon building their experience managementplatform. Specialized focus is now needed on Experience Operational Governance to deliver ROI targets. A second tier of governance is needed to ensure experience- centric focus
  35. 35. Experience governance ensures customer-centric focus Decision Model Stack Ranking Request / Need / Idea Generation Agile Impact / Effort Analysis Project Planning & Resource Mgmt Validation / Rationalization with UX Vision Project & Test Planning, Resource Mgmt Experience Delivery & Ops • Detailed Requirements • Final Funding and Resource Availability Checks • Update Journey Maps • Lock in Success Metrics • HL Impact from Finance model • HL Effort from Resource model • Governance balances model assumptions for agility vs. precision 2.1 2.2 2.3 2.4 2.5 2.6 Sources: Ops, Governance, Innovation Program In Scope and Fit with Existing UX Vision & Priorities? • Vision • Heat Map • Journey Maps • Service Blueprints • Use Cases Resources for Delivery Now? • Individual Resource Availability • Overall Capacity • Scenario Analysis 2.7 For Top-ranked Proposals: • Functional Requirements • HL Project Plan • HL Test Plan, Experiment Design • HL Resource Plan Launch Experience Delivery Gate Stage• Apply Prioritization & Decision Model • Generate Stack Ranked Prioritization Campaigns Content Touch Points Scripts Tests Products Journeys Identify Top-ranked Proposals • Quick Wins • Strategic Opportunities
  36. 36. Digital Operating Models Operating modelsdefine engagementacross groupswithin the Digital organization aswell as with Stakeholders,IT partners,and third parties includingagencies,vendorsand managedservice providers 3 • It is important to map engagement connections and negotiate Service Level Agreements (SLA) to maximize agility and scalability • Customer experience operating models break away from technology release cycles in order to identify and capitalize on opportunities in near real-time • Detail is key in building a successful operating model so that everyone has clarity about roles and accountability • Tools for collaboration, support for prioritization and decision models, and resource coordination also support agility
  37. 37. An agile means of estimating the Business Value of opportunities is key to rapid and effective decision-making 37 Lower marketing cost Reduction in mass marketing. Personalized 1-to-1 messaging and offers. Lower cost of handling customer interactions Better customer handling, better call management, improved social management Cost Reduction Higher awareness & relevance in target markets Target audiences (as well as individuals ) can be ring fenced and marketing & service made more relevant to drive sales Increased Revenue Performance ObjectivesLevers Increase in target acquistion Increased ability to identify and engage with target consumers and drive higher conversions Optimize sales performance 1-to-1 ability to convert interest to sales and on to advocacy Increase in offer conversion More, but lower volume promotions gives better uplift and ROI Increase in cross-sales Recommendation engines and cross-sale promotions drive higher sales True multi-channel capability 360 degree view of the consumer’s engagement = ability to select and use all channels based on customer preference Enhanced Capabilities Less dependence on retailers Building direct relationships direct with consumers removing disintermediation Speed to market & sales improved The ability to identify and engage with individuals allows fast launches to interested consumers through digital channels Higher loyalty & like-ability True ability to consistently deliver to consumers’ expectations drives repeat usage and brand advocacy Better data and insight Data quality and associated actionable insights are significantly improved enabling personal journeys to the brand Lower cost of promotional delivery Digital delivery of personalized offers reduces complexity and delivery cost Illustrative Metrics % increase in direct sales % increase in targeted campaigns % improv ement in promoters scores and f ans % increase perf ormance (e.g. $ sales v alue) % increase response rates % increase in conv ersion % increase in associated sales % integrated customer database/ customer master % decrease in operational promotional costs % reduction in time to launch (marketing dimension) % increase in micro-campaigns % improv ement in contact handling Number of integrated and pref erred channels f or consumer journey s
  38. 38. 38 Agenda • Introduction – 5 min • Journey Mapping and Customer Journey Management Overview – 30 min – Exercise 1: Self-assessment of Operating Capability Gaps – 40 min • Mapping Journey Management Framework to Operating Gaps – 30 min – Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min • Wrap-up & Next Steps – 5 min Copyright © 2015 Accenture All rights reserved.
  39. 39. Copyright © 2015 Accenture All rights reserved. 39 Exercise 2 - Capabilities to activate your target state of Customer Journey Management In this exercise we will identify a selection of Customer Journey Management capabilities that will fill the gaps you identified in Exercise 1 and help achieve your Target State “North Star”. Instructions: We will discuss your company’s capability gaps and the list of applicable solutions. Capture the ones that apply to your company in the supplied template.  Action: Remember the Current and Target States and Pain Points identified in Exercise 1. For each of the dimensions on the pages that follow, capture examples of Customer Journey Management capabilities that will fill your identified gaps.  Discuss: Which solutions are most applicable to your company’s gaps? Which are compatible with your company’s culture and context? Do overall solutions differ significantly by industry?  Readout: We will discuss examples of identified solutions, phasing considerations and approaches, and differences by industry. Time Boxed - 30 min group exercise - 10 min group discussion
  40. 40. Copyright © 2015 Accenture All rights reserved. 40 Exercise 2 TEMPLATE - Capabilities to activate your target state of Customer Journey Management Dimensions Current State Pain Points Target State Capabilities Gap Solutions CX Centralization Multi-channel Management Pro-activity We will work together to explore how Customer Journey Management capabilities and approaches can help your company achieve your target state objectives.
  41. 41. Copyright © 2015 Accenture All rights reserved. 41 Exercise 2 TEMPLATE - Capabilities to activate your target state of Customer Journey Management Dimensions Current State Pain Points Target State Capabilities Gap Solutions Platform Integration Test & Learn Decision Agility Scaling w/Partners We will work together to explore how Customer Journey Management capabilities and approaches can help your company achieve your target state objectives.
  42. 42. 42 Customer Journey Management key capabilities to fill identified gaps • Experience Vision • Experience Governance • Platform Governance • Prioritization & Decision Models • Funding Model • Brand Standards • Org Design • Journey Mapping • Campaign Management Service • Collaboration • Program Management • Digital Strategy • Personalization Strategy • Innovation Scouting • User Experience Design • Testing & Optimization • Ad Hoc Analytics • Digital Reporting & Attribution • Data & Tool Management • Knowledge Management • Program Communications Copyright © 2015 Accenture All rights reserved.
  43. 43. Copyright © 2015 Accenture All rights reserved. 43 Exercise 2 SAMPLE - Capabilities to activate your target state of Customer Journey Management Dimensions Current State Pain Points Target State Capabilities Gap Solutions CX Centralization • Good brand guidelines • Minimal Digital governance • Limited ability to execute digital strategy cohesively • Basic outbound communications capabilities • Leading social media capabilities • Basic content and contact management • No single 360 view of the customer • No clear operating model • No standards to manage internal resources, or third party vendors • No experience guidelines, journey management, or usability analysis capabilities • Robust Digital governance • Unified 360 view of the customer • Clearly defined operating model • Agile Digital resource management • Fully-mapped customer journeys to support planning and prioritization Multi-channel Management • Early customer research • CX activities are ad hoc and don’t drive tow ard a holistic customer strategy • Some competitive capabilities in digital marketing, mobile and online transactions • No capabilities in personalization and digital commerce • Robust qualitative (surveys)and quantitative (behavioral) customer research • Comprehensive journey mapping • Coordinated personalized experience-driving capabilities across channels and tools • Management of journeys to meet objectives Pro-activity • Minimal Digital governance • Ad hoc activity not driven by holistic CX strategy • Early customer research • No clear Digital transformation change plan • Strong in-house creative team not consistently used beyond basic reactionary maintenance • Digital governance in context of objectives, customer feedback, strategic planning • Continuous change management • Efficiently managed shared services in support of proactive execution.
  44. 44. Copyright © 2015 Accenture All rights reserved. 44 Exercise 2 SAMPLE - Capabilities to activate your target state of Customer Journey Management Dimensions Current State Pain Points Target State Capabilities Gap Solutions Platform Integration • No single 360 view of the customer • Customer intelligence efforts not coordinated • Information siloed or not captured and stored at all • Technology foundation offers “competitive” multi- channel sites (w eb & mobile), security, and performance • New integrated digital platform and w eb services layer needed to support a consolidated and consistent responsive UX • Provide the business w ith autonomy fromIT release cycles Test & Learn • Basic digital analytics • No single 360 view of the customer • Information siloed or not captured and stored at all • Capabilities limited for CX optimization • Robust digital analytics • Unified 360 view of the customer • Test & Learn core competency and tools Decision Agility • Minimal governance exists today • Can’t execute the digital strategy in a cohesive and collaborative manner • Basic digital analytics • CX activities are ad hoc and not driving tow ards a holistic customer strategy • No clear operating model or standards to manage internal resources, projects and third party vendors • Separation of CX capability and operations governance • Push CX decisioning dow n in the organization • Data democratization • Agile prioritization and decisioning models anchored in business value • Clearly defined collaboration circles and tools • Strong qualitative customer satisfaction research • Strong quantitative Digital analytics Scaling w/Partners • No clear operating model • No standards to manage third party vendors • Vendor selection and management is by team or business • Integrated operating model coordinating internal and 3rd party resources • Integrated standards, guidelines, style guide • Proactive governance &resource planning
  45. 45. 45 Agenda • Introduction – 5 min • Journey Mapping and Customer Journey Management Overview – 30 min – Exercise 1: Self-assessment of Operating Capability Gaps – 40 min • Mapping Journey Management Framework to Operating Gaps – 30 min – Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min • Wrap-up & Next Steps – 5 min Copyright © 2015 Accenture All rights reserved.
  46. 46. Thank you Bennet Harvey Bennetis a Senior Manager in Accenture Interactive’s Digital Strategy Group where he leads the delivery of our Customer Journey Managementsolution. Bennethas over 20 years experience implementing leading practices in Digital Marketing, eCommerce,and Customer Experience Management across Financial Services,Energy, Media and High Technology. He leads Accenture Interactive’s Organizational Design, Governance and Operating Model practice including the Customer Journey Management solution. bennet.harvey@accenture.com Ph: +1 415-537-7885 Office: San Francisco

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