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Architecting Customer Experienceto Engage and Transform theOrganizationDavid WheableVice President and Principal ConsultantApril 2016
What Is Customer Obsession?
Becoming A Customer ObsessedCompany Is A JourneyTransform thecustomer experienceDrive businessgrowth with privacyCustomerObsessedCompaniesTurn big data intobusiness insightsAccelerate yourdigital businessEmbrace themobile mind shift 2016 Forrester Research, Inc. Reproduction Prohibited4
Customer experiencesshape perceptions ofvalue & drive loyalty 2016 Forrester Research, Inc. Reproduction Prohibited5
The Three “E’s” Of Customer ExperienceSource: June 26, 2014 “Introducing Forrester's Next-Generation Customer Experience Index” report 2016 Forrester Research, Inc. Reproduction Prohibited6
There are two sides to the CX storyNewsources ofvalueNewexpectations 2016 Forrester Research, Inc. Reproduction Prohibited7
You must combine DCX and DOX DigitalConnectorsDigitalPredatorDigital PreyDigitalOperatorsSource: Forrester: March 2015 “Digital Predator Or Prey” 2016 Forrester Research, Inc. Reproduction Prohibited8
to uncover sub-standard experiences and igital/Phone/In personengageDiscover 2016 Forrester Research, Inc. Reproduction Prohibited9
People create a digital value ecosystem thatrepresents the real worldSource: "How To Craft A Better Digital Vision" Forrester report2016 Forrester Research, Inc. Reproduction Prohibited10
People create their digital value ecosystem to satisfy theirdesiresSource: "How To Craft A Better Digital Vision" Forrester report2016 Forrester Research, Inc. Reproduction Prohibited11
Customer value hinges on implementingagile business technologySource: March 2014 “Unleash Your Digital Business” Forrester report 2016 Forrester Research, Inc. Reproduction Prohibited12
How to build a better customerexperienceImperatives for Raising Customer Experience Capability1. CREATE BETTER EXPERIENCESCustomerStrategyUnderstandingDesign2. DELIVER BETTER EXPERIENCESMeasurementGovernanceCultureSource: Forrester, The Path To Customer Experience Maturity, June 27, 2013 2016 Forrester Research, Inc. Reproduction Prohibited13
To mature from break-fix to breakthrough customer experience capabilityCustomer Experience QualityCommon Path to Customer Experience MaturityDifferentiateDefine and deliver an experience that is trulyuniqueOptimizeApply a more sophisticated CX toolkit acrossthe organizationElevateMake delivering good customer experience thenormRepairFind broken customer experiences, fix them,measure resultsTimeSource: Forrester, The Path To Customer Experience Maturity, June 27, 2013 2016 Forrester Research, Inc. Reproduction Prohibited14
Align Customer And OperationalProcess MetricsConvenienceEngagementAdvocacy Time to complete Abandoned carts Channelsengaged Systemworkarounds Visitor frequency Number ofattempts Shadow processes Social sentiment 2016 Forrester Research, Inc. Reproduction Prohibited Net promoterscores15
We’re In An Era That Values FastDelivery Projects take too long. Processes are inflexible. Change is too expensive & slow. Talents are out of date. 2016 Forrester Research, Inc. Reproduction Prohibited16
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Adopt Approaches That Prioritize FastChangeEnterprise process normsCustomer process ningCommunity support 2015 Forrester Research, Inc. Reproduction ProhibitedTest and learnIntuitive now19
Balance Fast And Sustainable DeliveryFast Delivery Minimum viable products, iteration Experiments Long-tail & disposable appsSustainable Delivery Hyper-adoption Application lifecycle management Design best practices 2016 Forrester Research, Inc. Reproduction Prohibited20
Empathy Is Your Secret Weapon ForCustomer Obsession“How can weimprove theprocessexperience foronboarding newcustomers?” 2016 Forrester Research, Inc. Reproduction Prohibited21
��Relieved”InstallService“Anxious”Billing 2016 Forrester Research, Inc. Reproduction ProhibitedDeliveryProcessServicingProcessProcess redesignopportunity #1Process redesignopportunity #2“Frustrated”22
Recommended Next Steps› Partner with marketing and sales roles to identifycustomer process pain-points› Reframe operational process metrics to alignwith critical customer metrics› Replace traditional process methods withapproaches that emphasize speed 2015 Forrester Research, Inc. Reproduction Prohibited23
Thank youDavid Wheabledwheable@forrester.comTwitter: @DavidWheableforrester.com
Source: Forrester, The Path To Customer Experience Maturity, June 27, 2013 To mature from break -fix to break-through customer experience capability Time y Common Path to Customer Experience Maturity Repair Find broken customer experiences, fix them, measure results Elevate Make delivering good customer experience the norm Optimize
