Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The Digital Customer Experience: Why the Future of the Communications Industry will Pivot Around Customer Experience by Brian Solis


Published on

Brian Solis explores the impact of connected customers on the traditional funnel and the need for designing digital customer experiences (DCX). Today’s customers don’t think in terms of channels nor do they see departments. Digital customers simply want to interact with service providers in a consistent manner — wherever, whenever, and via whatever device they’re using. Even though the customer is changing, business models and approaches aren’t keeping up. Operators are not fully equipped technologically or philosophically to personalize customer touchpoints based on behaviors.

Published in: Business
  • Be the first to comment

The Digital Customer Experience: Why the Future of the Communications Industry will Pivot Around Customer Experience by Brian Solis

  2. 2. THE DIGITAL CUSTOMER EXPERIENCE Executive Summary Today’s customers don’t think in terms of channels nor do they see departments. Digital customers simply want to interact with service providers in a consistent manner — wherever, whenever, and via whatever device they’re using. Even though the customer is changing, business models and approaches aren’t keeping up. Operators are not fully equipped technologically or philosophically to personalize customer touchpoints based on behaviors. They have yet to shift investments from traditional, expensive contact centers to building customer connections in digital channels. As a result, they aren’t providing customers with the integrated, seamless, digital experiences they want. Despite the fact that 68% of buyers will pay more for a better customer experience, only 5% of customers feel that vendors consistently exceed their expectations.1 Below is a sample of real customer feedback shared on a service provider’s online message board that highlights the disconnect: “[Provider redacted], get a clue and hire some people to A) ask your customers what WE think, and B) fix your website, because it’s horrendous. Think of the millions of dollars that could be saved in live customer calls if your website actually worked so that we could do all these things ourselves.” There are clear benefits for delivering a great digital customer experience, but most operators still struggle to adapt. Digital environments have evolved over time with multiple vendors and technologies making it difficult to deliver a seamless coherent online experience. 2 Even though the customer is changing, business models and approaches aren’t keeping up. Operators are not fully equipped technologically or philosophically to personalize customer touchpoints based on behaviors.
  3. 3. Overcoming the environmental detractors requires an integrated digital platform; however, investing in technology alone is not the solution. It’s the why and how behind digital channel usage that should inspire us to think differently about our approach. Operators that invest more in learning about their customers’ digital behaviors, preferences, and expectations will distance themselves from laggard competitors. Our research found that any solution worth its salt must begin with building and optimizing the experience of the end user through testing and analyses. Any change must be done from a holistic point of view, with continuous monitoring of the right KPIs. This puts multiple departments on the same data page, all working toward common goals around improving the customer experience (CX). Without technology on the backend that can handle high transaction volumes and connect multiple data sources, it’s impossible to truly understand customer motivations, challenges, and needs in the digital channels. An end-to-end view of customer engagement leads to more informed channel investments, higher digital channel usage, and increased e-commerce conversion rates. 3 Operators that invest more in learning about their customers’ digital behaviors, preferences, and expectations will distance themselves from laggard competitors.
  4. 4. TABLE OF CONTENTS The Digital Customer Experience .............................................................. Customer Experience Is the New Customer Service ............................... “Invest in the Customer Experience, or You’ll Stay Stuck in the Past.” .... Customer Acquisition + Customer Loyalty = Success ............................... The Market Has Changed, and Service Perspective Must Too ............... Great Service Leverages Multiple Digital Channels .................................. The Power of Social Media as a Service Channel ...................................... Digital Service Is Better Than Traditional Service ...................................... The Digital Transformation Conundrum .................................................... Reinventing the Customer Journey for the Digital Customer ................. Improving the Customer Experience Is an Opportunity for Businesses to Be More Human ...................................................................................... The Future State of Customer Experience Starts With Leadership and Is Enabled by Key Technology Partners ........................................................ Top Service Provider Investments for Competing in a Digital Economy 2 5 6 6 7 8 9 9 11 12 13 13 15 4
  5. 5. 5 CUSTOMER EXPERIENCE IS THE NEW CUSTOMER SERVICE Service providers are beginning to move attention and resources toward improving customers experiences, one of the most significant and promising movements underway in business transformation today. CX can not only optimize and scale customer service and support for a new generation of connected customers, it can also lay the foundation for tremendous competitive advantage. Customers are four times more likely to buy from a competitor if the problem is service-related versus price or product-related. Bain & Co. found that customers are willing to pay more if they know that they will get a better experience.2 Bain & Co. also learned that a 5% reduction in the customer defection rate can increase profits by 5–95%.3 Today, businesses are increasingly reacting to customer experiences. Technology, human capital, processes, etc., are positioned to respond and scale with customer demand and needs. But, this is too passive. When companies invest in CX strategies and roadmaps, they do so with the intention of improving them without necessarily appreciating what needs improving and why. Customer experience represents the sum of all engagements a customer has with a company during the customer lifecycle at every touch point. Where CX holds its greatest promise is in the design of proactive experiences. Businesses often don’t understand that technology is not the complete solution to reducing negative customer experiences any more than a script in a call center effectively contends with consumer emotions. If we assess the customer experience infrastructure, we might find that there’s more of a prevailing attitude to “deal with” customers or just resolve their immediate problem and less of an approach to improve overall customer satisfaction. “You cannot create experience. You must undergo it,” Albert Camus, French Nobel Prize winning author, journalist, and philosopher
  6. 6. WE RECEIVED A MESSAGE FROM THE FUTURE. IT READS, “INVEST IN THE CUSTOMER EXPERIENCE, OR YOU’LL STAY STUCK IN THE PAST.” Customers have choices, and they’re exercising them in ways that threaten existing operator models. Outdated business philosophies and practices combined with patchwork, unaligned technologies make it difficult to not only compete for digital customers, but also recognize how they’re different. Unfortunately, when customer experience initiatives are led by operations-oriented executives with little CX expertise, it can result in decisions that neglect innovation and focus instead on the status quo. This leads to strategies that lean toward more legacy operating plans and traditional forms of customer communication, maintenance and acquisition, such as investment in brick-and-mortar stores and customer call centers. Harry Bennett, RVP of Mobility, Digital, and Care Solutions at Amdocs, helps leading telecom service providers invest in technologies that not only improve the scale and efficiency of customer engagement, but also the overall customer experience. Bennett is optimistic but admits that change will take work. “Many executives are not of the connected generations, so they invest in what they know,” says Bennett. “They love to have customers come in to touch and hold phones, but that’s not of particular interest to Millennials for example. It goes against the operator model of fixed costs associated with stores. This is counterintuitive to the digital era, which requires less stores and more digital channel engagement or mobile experience capabilities.” Yoav Guez, VP of Services R&D at Amdocs, believes there’s a cure for aging DNA. “When philosophies, technologies, and processes are aging, it’s difficult to come in with something completely fresh and make it happen quickly,” says Guez. “We have to understand the DNA of the organization to figure out how to drive something that’s fast, smart, and agile that will work within the existing company culture.” LOYALTY DRIVES CUSTOMER LIFETIME VALUE Customer loyalty is not easily earned; poor customer experience is a proven contributor to why customers leave.4 Loyalty is built by delivering consistency, by remembering customer’s preferences, and by reducing the effort needed to complete tasks throughout their journey with your company. Exceptional customer experience is more important than the value historically given to it. Somewhere along the way, business has lost sight of the true value of the customer and severe cost cutting has impacted the way customers want to do business. This is now becoming an issue, because yesterday’s customer has radically different expectations and behaviors than the customer of tomorrow — or, even today. 6 Loyalty is built by delivering consistency, by remembering customer’s preferences, and by reducing the effort needed to complete tasks throughout their journey with your company.
  7. 7. Admittedly, businesses haven’t lost track of the value of the customer when it comes to revenue- — just relationships. Customer support is no longer a form of customer relationship management, retention, or advocacy. In some companies, customer support evolved into a “cost center” measured against ROI rather than an investment in customer lifetime value and fostering brand affinity. Today, the state of customer service and ultimately customer satisfaction is dismal at best. After just one bad customer service interaction, 17% of customers will leave your company for a competitor, and 40% will leave after two mistakes.5 More so, despite efforts to go “above and beyond,” only 5% of Americans said companies were exceeding expectations when it came to customer service.6 Customers have the power to choose which companies they spend their money with, and there are usually several competitors to choose from. Customers demand tailored products, better services, and personal support at competitive prices. This means that good products and services are simply table stakes now. Customer experience can be the key differentiator among competitors. According to a recent report by Econsultancy, 70% of companies say it’s cheaper to retain a customer than acquire one and 49% say they achieve better ROI by investing in relationship marketing over acquisition marketing.7 Despite knowing this, service providers largely prioritize customer acquisition as a top business goal. Customer retention is, ultimately, more profitable than customer acquisition and that’s where effort must be focused. THE MARKET HAS CHANGED, AND SERVICE PERSPECTIVE MUST TOO When seeking service, today’s digital customers generally prefer not to talk on the phone or go to the store. When they do go to the store, they want to get in and out quickly, as they have already amassed an incredible amount of online information before ever setting foot inside. Digital natives are more likely to want to complete the purchase online, pick it at the store, and then return online for information on how to set up or activate a device. When digital customers need help online, operators need to make it simple and obvious, allowing customers to complete business in the channel. Traditional contact centers take on new roles by providing online support, which has implications for enabling service with newer technologies and for agents who now need to be more skilled in text responses. As customers have become increasingly digital, mobile devices have become their primary tool of choice. As such, Guez believes that operators must evolve to design with the mobile screen experience top-of-mind, as demonstrated by leading industries, such as banking and airlines do today. “Customers are increasingly mobile first and expect their service provider to be fully enabled, proactively anticipating customers’ service and transaction needs,” says Guez. However, when customers use a self-service app, there are often gaps because delivering a meaningful 7 Customers have the power to choose which companies they spend their money with, and there are usually several competitors to choose from.
  8. 8. 8 customer experience for mobile customers hasn’t been the priority. All it takes is spending time with digital/mobile customers to hear their frustration and then developing a sense of empathy and urgency. Here’s an example of a common complaint: “My phone died yesterday, and I’ve been trying unsuccessfully for the last 24 hours to get a new phone and contract … I can’t complete the order because once I log in, I get the redirect loop. I had chat-help with a sales person, and he gave me the number for account services ... The line was picked up by an answering machine telling me to call from my phone (which I can’t since it no longer works) or go to a store … Can anybody help me with this, or do I need to find a new provider?” – Online Message Board When we’re not wearing our professional hats, we can absolutely relate to these typical consumer problems and frustrations. After all, we’re all consumers of other companies, and often they do not meet our needs. We need to bring that perspective inside our organizations. GREAT SERVICE LEVERAGES MULTIPLE DIGITAL CHANNELS Web, mobile, email, social, and chat are having a profound effect on customer behavior and expectations. As customers have become more connected, they have become more informed and more demanding. They tend to be more impatient in the age of Google and instant answers. They want things their way. They want personalized engagement on the device of their choice. If they can’t get it from you, when and how they want it, then they’ll find it elsewhere. A growing number of customers will turn to search engines, online FAQs, instant messaging, online forums, social media, and YouTube rather than pick up a phone8 or send an email. Knowing this, it’s not surprising that 72% of consumers said they would replace traditional channels with mobile apps if the same customer service features were available.9 Many digital customers have multiple digital devices, laptops, tablets, and smartphones. Hopping from one to another throughout the day is normal. However, being able to pick up where you left off is nearly impossible. It’s these sort of expectations that consumers across a variety of devices and channels that should be teaching us how and where to deliver the required functionality and value. For example, when a connected customer has a problem, they may solve it differently than we expect. Many CX strategists expect customers to jump through the service hoops that are put in place. But for connected customers, the call center is a last resort, as is the company website. Both were created for a different era of engagement, not the least of which is helpful to the connected customer. From the end-user perspective, service provider websites and apps seem to deliver incredibly “unnatural/non-intuitive” user experiences. We’ve repeatedly heard about the inconsistency or the malfunctioning of service provider websites throughout every step of the customer journey, resulting in frustrated customer comments like this one: After all, we’re all consumers of other companies, and often they do not meet our needs. We need to bring that perspective inside our organizations.
  9. 9. 9 “This website is far and away the most difficult, non-user friendly, complicated, convoluted, unnecessarily circuitous site I have ever seen in my life. And it’s the ONLY site I have ever encountered that logs you out every time you click from one tab to another. It is absolutely maddening. Do they have a department called “Customer Experience?” If not, they sure as shooting, should. Do they have a department called Quality Assurance? Are they measured on customer satisfaction? Do they even measure customer satisfaction? I seriously doubt it.” – Online Message Board The great threat and opportunity inherent in an era of connected consumerism is that shared experiences travel faster, farther, and reverberate longer than ever before. Connected customers live in their own EGO-system, one where they are at the center of everything they do online. Not only do customers want a more connected, efficient, and personalized approach to service and engagement, but they also believe they’re entitled to it, and when they don’t receive it, they’re quick to share with their networks. THE POWER OF SOCIAL MEDIA AS A SERVICE CHANNEL Gartner reports that a failure to respond to customers on social media could lead to as much as a 15% increase in churn rate.10 In addition, consumers are 50% more likely to share bad customer service experiences on social media than post about positive experiences.11 Add to that, more than 88% of consumers are influenced by other consumers’ online comments.12 Here’s an example of a negative customer experience that traverses the Web and slowly but inevitably influences other consumers along the way: “I’ve always found the [provider redacted] website nearly impossible to navigate, but this week I had an experience so egregiously bad that I made a YouTube video to demonstrate how terrible the website is. The customer service rep who helped me with my issue said that [provider redacted] monitors their calls and therefore should be aware that customers and even reps have difficulty navigating the site.” – Online Message Board We all know that customers are going to share negative experiences; it’s human nature. They do so because they’re upset and may feel wronged, belittled, and/or undervalued. These shared negative experiences can have a tremendous impact on brand sentiment, word-of-mouth referrals, and customer satisfaction. On the flip side, research shows that loyal customers that engage with companies over social media spend 20% to 40% more money with those companies than other customers.13 DIGITAL SERVICE IS BETTER THAN TRADITIONAL SERVICE We have to get a jump on this consumer-led push to starting most interactions from their always- connected digital devices. Expecting customers to put up with clunky 10-year-old websites is becoming downright dangerous. Austin Teague, services product manager at Amdocs, similarly noted that antiquated intentions may hinder progress among operators. “Customers see the opportunity of digital with market-leading examples from Amazon, the Airlines, and banking industries, but the only thing operators seem to be interested in is keeping people on their website and avoiding the call center,” says Teague. “That’s their digital CX support model — containment online and reduction of problems from the digital experience.” The key
  10. 10. 10 to increasing digital adoption is continuous testing and optimizing while making help for customers only a click away. Global consulting firm McKinsey14 tracked the customer service journeys of consumers traversing key customer support/service touchpoints to resolve commercial or technical issues. This activity is illustrated in the graphic above. According to McKinsey’s research, roughly 11% of those who started and ended their service journey through traditional channels (the “traditionalists” as defined by McKinsey) achieved an overall satisfaction rate of 57%. Customers who underwent journeys that involved a series of traditional and digital channels (about 74%) shared a satisfaction rate that was only slightly higher (four to five points) than that of the traditionalists. However, 15% of connected customers who started and ended their service journeys through digital channels reported much higher satisfaction levels (19 points higher than that of the traditionalists). McKinsey’s data introduces compelling evidence that digital solutions (putting aside cost factors) drive higher customer satisfaction.15 Figure 1
  11. 11. 11 THE DIGITAL TRANSFORMATION CONUNDRUM: WHAT’S PREVENTING COMPANIES FROM ACTING Digital mobile technology, the Internet of Things, wearables — are perhaps the most significant trends pushing business and innovation forward. To keep up, executives need a digital transformation strategy that encourages their organizations to improve and optimize processes and services, as well as to introduce new models, systems, and ways to compete for digital customers. In a telling e-commerce report published by Intershop, 83% of service providers said change was driven by customer demand and expectations.16 Yet, digital adoption among operators remains low despite significant investment over the past 20 years. So, what’s preventing service providers from successfully exploiting digital transformation? In our research, we identified four core obstacles: 1. Distributed Ecosystem: From desktop to laptop, from dial up to broadband, from feature phones to smartphones, customers have become increasingly connected. The digital channel ecosystem for engagement now spreads to include multiple platforms, technologies, features, and services. The typical digital ecosystem now includes nearly 30 vendors and applications. This leads to inefficiencies across the board due to: a. High TCO for omni-channel deployment and disconnected services b. Long time to market for innovative monetization features c. Inconsistent customer experience across channels d. Lack of a single unified view of the customer and touchpoint repository 2. Misaligned Internal Organizations: Without a (resourced) digital leader championing collaborative efforts, operators are weighed down with too many digital projects operating in disparate silos. They lack a connected technology solution to provide the comprehensive data needed for decision-processing and personalization. a. A notable misalignment exists between business and IT on strategy, roadmap, and implementation of technologies and services. This leads to competing KPIs between departments and working groups, with no united front that truly understands how better servicing the connected customer improves the bottom-line. b. Marketing vs. care and lack of full lifecycle strategy for customer experience that transcends all channels and touchpoints is a typical organizational problem with marketing focused on branding and care being focused on cost to serve. Amdocs’s Bennett shared his views on how to align ROI with new customer-focused frontiers across departments. “Net Promoter Score (NPS), as one example, can be used to create traction as it’s not always just about call center cost,” says Bennett. “Metrics have to align with what they’re measured on in each particular group because ‘what gets measured, gets managed.’ Unfortunately, I haven’t seen that alignment of digital metrics across silos yet.” 3. Missed Monetization Opportunities: Heightened interruption to e-commerce transactions leads to low conversion rates (often as low as 2%, according to Amdocs), as well as missed opportunities to upsell and cross-sell relevant products and services. To date very little has been done to address these problems. a. The most common “solution” is simply pushing digital customers to convert via call center engagement or waiting for them to
  12. 12. 12 return to digital channels to complete their fractured experience. With mass incentives aimed at luring customers away from existing contracts, anything that impedes or degrades the customer experience will send customers to competitors. b. When customers have a seamless, stress-free, and easy-to-navigate digital experience, it becomes easier and more efficient to purchase/activate their services online. This results in shorter time to revenue than in offline channels. 4. Technology Limitations: Few technology solutions offer a comprehensive view of the cross-channel customer journey data that yields a better understanding of when/where/why customers are dropping off. Without such a holistic monitoring and reporting solution, service providers cannot solve for the real CX problems that can eventually lead to optimized revenue generation and drive more people to digital channels. One of the biggest challenges is that almost one-half (41%) of operators find it incredibly difficult to deliver intuitive and user-friendly interfaces and experiences across multiple touchpoints, including online stores and mobile apps.17 REINVENTING THE CUSTOMER JOURNEY FOR THE DIGITAL CUSTOMER As McKinsey demonstrated, when touchpoints are modernized and the supporting processes and systems are adapted to how digital customers want to do business, everything from conversions to sales to satisfaction increases. This requires investing in entirely new, intuitive, and native technologies to serve the digital customer in every step of the journey. Connectivity is part of everyday life and, as a result, the customer is now in control. Half of all of your customers engage with an average of two touchpoints in the discovery and purchase phases of the journey. And, more than one-third engage with an average of three. Other research from Appinions shows that shoppers can consult as many as 10 throughout their decision-making.18 This highlights the need for consistency across touchpoints, something customers cite as the most important feature of multichannel experiences. That means personal preferences must translate across channels, and activity in one touchpoint must be consistent and native across the others. The good news is that all of this is identifiable, removing the mystery in what you need to do next. Without investing in context at the right time in the right place, you can kiss one-third of your subscribers goodbye as they will be unsatisfied with your digital content when researching your products or services Connectivity is part of everyday life and, as a result, the customer is now in control. Half of all of your customers engage with an average of two touchpoints in the discovery and purchase phases of the journey.
  13. 13. 13 IMPROVING THE CUSTOMER EXPERIENCE IS AN OPPORTUNITY FOR BUSINESSES TO BE MORE HUMAN Unfortunately, many executives still see technology as the only way of increasing operational efficiencies, margins, and scale. This narrow view hinders the potential of digital transformation. Instead, we must use new technology to enhance customer relationships and experiences. Amdocs’ Guez believes that service providers should rethink the definition and promise of CX. “Customer experience has been defined one way in the communications industry, while outside industries and customers define it differently,” says Guez. “We need to think about how to provide an experience that takes service providers to the level of Amazon or others that are top-notch in their industry, rather than benchmark against ourselves.” Understanding technology’s relationship with customer behavior presents an opportunity to make business more human. Companies must implement the right technology platforms to get a clearer understanding of the customer’s thinking and behavior. Some of the questions that can be used to accomplish this include: • How are we segmenting our customer base? • What personas uniquely define the targeted experiences for our customers? • What are their most likely customer journey paths? • What are the touchpoints they frequent, how do they use them, and with what devices? • What are their expectations, what do they value, and how do they define success? • How are they influenced, and by whom? How and whom do they in turn influence? This level of digital transformation represents the future of business through the re-alignment of, or investment in, technology and business models to more effectively engage digital consumers at every touchpoint in the customer experience lifecycle. THE FUTURE STATE OF CUSTOMER EXPERIENCE STARTS WITH LEADERSHIP AND IS ENABLED BY KEY TECHNOLOGY PARTNERS If customer experience is the sum of all interaction throughout the lifecycle, in every moment of truth, service providers must explore a holistic solution that “leaves no interaction behind,” as coined by Amdocs. This means that when digital customers pause their transaction or are interrupted and re-engage on other channels, service providers must ‘remember’ where they left off and allow the customer to pick up the journey on any device in any channel. Examining customer journeys allows service providers to better understand and act on the fall out and disruptions within a larger marketing and monetization ecosystem. Partnering with the right technology vendor offers decision makers a holistic view of all customer interactions and creates insight needed to optimize each touchpoint experience. The key is to understand the customer as well as the business needs, and create the right ecosystem to deliver the right solution, with the best-in-class partners,” says Sharon Alalouf, Digital Service Business Lead at Amdocs. “A good vendor can both understand the task at hand, build the solution and manage the ecosystem. The vendor doesn’t necessarily has to have the expertise in each and every aspect of the design and development process, but must have the right vision, partnerships and operational capabilities to flawlessly deliver the entire package, in a way that is transparent to the service providers. Also, the right technology vendor should assist service providers in tracking and acting upon each
  14. 14. 14 engagement opportunity in order to increase customer satisfaction and, in turn, sales, when e-commerce conversion rates are increased. “Every monetization opportunity must be seized and captured by the service provider so customers don’t slip through the cracks and onto competitors,” says Manoel Menashe, Director of Service Innovation and Development at Amdocs. “If operators aren’t tracking which interrupted customers are left behind and why, it’s impossible to implement a solution that solves for the core problem(s).” This is where the role of leadership is so crucial. An executive sponsor must inspire, from the top-down, the importance of consolidating customer relationship technologies. This support ensures that appointed digital leaders will be given the manpower and monetary resources to build a digital hub (or “center of excellence”) with the foundational technologies needed to integrate multiple customer snapshots across the organization. A holistic view of customer engagement leads to more informed channel investments, higher digital channel usage, and increased e-commerce conversion rates. Leading the way toward digital excellence, where customers are fully enabled to do most interactions using their devices requires operators to undertake digital transformation initiatives. While the effort is challenging and seemingly infinite, the benefits are profound for ambitious leaders, providers, and also customers. The following recommended actions should be considered: Increase digital adoption to make it easy for all customers to participate. Improve digital e-commerce experience and raise conversion rates. Maximize profitability by monitoring (KPIs) and encourage continuous improvements. Improve data collection to identify cross/up-sell opportunities. Enhance data and analytics capabilities to create a unified customer view and full customer preference profile. Accelerate time to market for new products and services. Improve customer satisfaction with an active Voice of the Customer program that acts on customer feedback. Deliver consistency of experience across channels. Start a program of proactive personalization. Optimize operational efficiency — simplify, reduce customer effort, and make user-facing processes easy to do. Reduce silos — build a unified digital strategy across the organization. Reduce call center operational cost by increasing digital engagements. Simplify and standardize third-party participation in the digital ecosystem. 1 2 3 4 5 6 7 8 9 10 11 12 13
  15. 15. 15 TOP SERVICE PROVIDER INVESTMENTS FOR COMPETING IN A DIGITAL ECONOMY The path to success requires nothing less than complete digital transformation using the following waypoints to guide your journey: Map customer journeys: With the right data, the entire digital presentation can provide opportunities for optimization, personalization, and engagement. Start by assessing customer behaviors, expectations, and values for a unified customer view. Form a data collection and insights team as part of the digital transformation workgroup. Create new role/s necessary to collect, analyze, and help data tell a meaningful story. Form a digital transformation team: Identify candidates for a cross-functional transformation team. Assess the processes, policies, and systems that prevent success in engaging the digital customer. Pinpoint what it would take to overcome hurdles. Develop a RACI model for the cross-functional group and an ongoing collaboration schedule and reporting process. This enables prioritization and delegation of projects. Choose the right vendor and technologies: A centralized team of digital experts on your partnering team will offer a full view of all interactions from across channels, helping to identify the roadmap to digital maturity. Successful service providers also require a visibility layer that aggregates all interactions in a repository and provides insights that show key challenges and opportunities for enhancing customer experiences and driving digital adoption. Develop a roadmap to accelerate digital capabilities: Chart a path to digital maturity and omni channel guidelines by creating accountability for digital solutions around e-commerce, personalization, business process management, device management, digital content management, and multi-modal communication and collaboration to genuinely engage and serve connected customers. Invest in an efficient and meaningful customer experience: Create a smart interaction resolution center to handle real-time interactions that will encourage and convert a greater volume of monetization opportunities via cross/upsell promotions, campaign promotions or to facilitate seamless purchases. Additionally, there must be a centralized customer information hub that will serve customers by enabling them to get information digitally, obtain help, manage accounts and perform most engagements using their device. CONCLUSION One of the biggest movements in business today, including efforts in CX, is “digital transformation,” the act of rethinking and reinventing vision, processes, systems, and technologies to compete in a digital economy. Beyond customer experience, digital transformation sets out to improve every aspect of business, internally and externally, to become informed, inspired, and agile. Although technology is not the end-all-be-all solution to solving a service provider’s customer experience and support issues, the right technology can empower digital leaders with the ability to not only survive digital Darwinism, but thrive. In doing so, successful operators will deliver valuable customer experiences that improve retention, acquisition, relationships, monetization opportunities, and overall competitiveness in a digital economy.
  16. 16. 16 ENDNOTES 1 docs/2014x/2014-Global-Customer-Service- Barometer-US.pdf 2 should-change-the-business-world-but-havent/ 3 cutting_costs.pdf 4 docs/2014x/2014-Global-Customer-Service- Barometer-US.pdf 5 service-infographic 6 docs/2014x/2014-Global-Customer-Service- Barometer-US.pdf 7 cheaper-to-retain-a-customer-than-acquire-one/ 8 plug-on-call-centres-20130508-2j6m6.html 9 experience/mobile-apps-can-be-great-for-business/9 infographic 10 11 customer-service-interactions-more-likely-to-be- shared-than-good-ones-28628/ 11 customer-service-interactions-more-likely-to-be- shared-than-good-ones-28628/ 12 consumers-consult-reviews-when-making-a-purchase 13 social-media-to-work.aspx 14 sales/why_companies_should_care_about_ ecare?cid=DigitalEdge-eml-alt-mip-mck-oth-140 15 Higher satisfaction at lower costs: Digitizing customer care By: Francesco Banfi, Boris Gbahoué, Jeremy Schneider, McKinsey 16 17 the-nine-biggest-factors-driving-e-commerce- change-in-the-telco-sector 18 through%20Trust%20-%20Buyer%27s%20Journey.pdf DISCLAIMER ALTHOUGH THE INFORMATION AND DATA USED IN THIS REPORT HAVE BEEN PRODUCED AND PROCESSED FROM SOURCES BELIEVED TO BE RELIABLE, NO WARRANTY EXPRESSED OR IMPLIED IS MADE REGARDING THE COMPLETENESS, ACCURACY, ADEQUACY, OR USE OF THE INFORMATION. THE AUTHORS AND CONTRIBUTORS OF THE INFORMATION AND DATA SHALL HAVE NO LIABILITY FOR ERRORS OR OMISSIONS CONTAINED HEREIN OR FOR INTERPRETATIONS THEREOF. REFERENCE HEREIN TO ANY SPECIFIC PRODUCT OR VENDOR BY TRADE NAME, TRADEMARK, OR OTHERWISE DOES NOT CONSTITUTE OR IMPLY ITS ENDORSEMENT, RECOMMENDATION, OR FAVORING BY THE AUTHORS OR CONTRIBUTORS AND SHALL NOT BE USED FOR ADVERTISING OR PRODUCT ENDORSEMENT PURPOSES. THE OPINIONS EXPRESSED HEREIN ARE SUBJECT TO CHANGE WITHOUT NOTICE.
  17. 17. Brian Solis, Principal Analyst Brian Solis (@briansolis) is an award-winning author, prominent blogger, and keynote speaker. Solis works with enterprise organizations and technology vendors to research the state and direction of markets, competitors, and customer behavior. Through the use of proven frameworks and best practices, Solis analyzes trends, opportunities, capabilities, and areas for improvement to align new media initiatives with business priorities. AUTHOR 17 About Amdocs For 30 years, Amdocs has ensured service providers’ success and embraced their biggest challenges. To win in the connected world, service providers rely on Amdocs to simplify the customer experience, harness the data explosion, stay ahead with new services and improve operational efficiency. The global company uniquely combines a market-leading BSS, OSS, and network control and optimization product portfolio with value-driven professional services and managed services operations. With revenue of $3.6 billion in fiscal 2014, Amdocs’ workforce of more than 22,000 serves customers in over 80 countries worldwide. Contact info: Amdocs Headquarters 1390 Timberlake Manor Parkway Chesterfield, MO, 63017 @amdocs 314.212.7000 About Altimeter Group Altimeter is a research and consulting firm owned by Prophet Brand Strategy that helps companies understand and act on technology disruption. We give business leaders the insight and confidence to help their companies thrive in the face of disruption. In addition to publishing research, Altimeter Group analysts speak and provide strategy consulting on trends in leadership, digital transformation, social business, data disruption, and content marketing strategy. Contact info: Altimeter Group, A Prophet Company, One Bush Street, 7th Floor San Francisco, CA 94104 @altimetergroup 415 363 0004