The document discusses the evolution of customer communication management (CCM) maturity through three levels. The first level involves a document-based approach led by IT, while the second level sees ownership transition to lines of business seeking faster customer interactions through preferred channels. The final, most mature level prioritizes the customer experience through analytics and tailored, timely communications across all channels based on a customer's journey. Reaching this level requires overcoming silos to make all communications part of a comprehensive strategy with a customer-centric vision.

1. Advancement of CCM: New Customer Communication
As consumer expectations increase around timely, instant access to relevant
information, the customer communications industry is gearing up to meet them.
As a result, Customer Communication Management (CCM) has grown rapidly
into a new, omnichannel reality over the past few years.
Where customer communications included static, one-way messaging, today’s
communications solutions can help organizations realize the promise of real,
measurable, all-channel customer interaction based on in-depth analysis.
But not all businesses have evolved to solidify CCM.
1. Lead Customer Communications
At least in adult organizations, representing 30% of the companies surveyed in
research, IT users make contact decisions. These businesses maintain a
document-based approach and invest in CCM only if it returns to a corner due
to regulatory changes or equipment failure.
At this lowest level of maturity, CCM’s progress is based on strategy rather than
strategy. For example, IT-led organizations may invest energy and capital in a
push toward digital migration, but efforts will be less visible to meet concrete
(but limited) goals or emerging regulatory needs.
2. Line of Business (LOB) — Lead Communications
60% of businesses that find themselves amid a transition have handed over
Customer Communications ownership to Line of Business (LOB) customers and
have entered the second phase of CCM maturity. The investment in this
intermediate phase focuses on securing the agility and adaptation required to
achieve the fastest time for the market through the customer’s preferred
communication channel.
While cost reduction is important to fund these new initiatives, the primary
goal is high customer satisfaction. However, problems arise when businesses

2. reach a goal with an insular approach that does not consider the needs of real,
real-world consumers.
For example, a healthcare provider can spend a lot to set up a mobile app
without having to hesitate to download their old customer base app or do
sensitive business through it. At an even more basic level, while empowering
helps organizations increase business value, internal silos often stay in place and
prevent them from becoming completely customer centric.

3. Your organization may be in the second stage of CCM maturity if:
 You have some limited personal nature of messaging and channel.
 You are working for timely communication but sometimes miss the mark.
Your communications are data-driven, but you realize you can do more with
customer analytics
3. Lead Customer Interactions
In the third and final stage of maturity, CCM prioritizes the customer
experience through real data analytics and travel insights. Each communication
is checked to make sure it is relevant, tailored to the user’s location on the user’s
journey, and calibrated to provide maximum lifetime value.
Recent CCM research found that only 10% of businesses worldwide have
achieved this level of CCM maturity. Going forward, these businesses will begin
to adopt a vision that is visible from the outside, which will allow real
consumers to shape their communication and control in the hands of central CX
teams, which will reach consumers.
As an adult CCM organization:
Your conversations are deeply personal, timely, and relevant, as they are based
on the full insights of the customer.
All customer communications are part of a multi-stage, comprehensive
customer communication strategy.
Messages reach users via their favorite channel or device, and your focus is on
emerging channels and developing preferences.
Accelerate your CCM evolution
A wise investment is an important part of CCM’s journey to maturity, but an

4. organization cannot go its way to success. Because the customer experience is a
combination of all interactions throughout the life cycle, the only real change is
to develop technology to fully understand customer behavior and secure the
ability to communicate in a channel and device-agnostic way.
Real change requires organizational changes to overcome functional silos and
improve coordination and collaboration between business units, as well as to
promote more efficient and automated workflows and processes. According to
Forrester Research, these changes can be complex, but the rewards are
significant, as focused businesses earn 5.7 times the revenue of their less
customer-obsessed peers.