Why going digital isn’t enough for the new customer experience (CX)

Why going digital isn’t enough for the new customer experience (CX)

By Brian Solis

2020 ushers in the customer’s superpower of discovery and choice. From cultivating virtual relationships to relying on apps, customers now clearly perceive interactions through a digital-first lens, with higher expectations for integrated, intuitive interactions. and personalization.

Based on McKinsey, three-quarters of American consumers have changed something significant about the way they shop, such as trying new brands, retailers, or ways of shopping. Brand loyalty is increasingly elusive as more than 80% of consumers intend to continue this experiment.

This is why simply digitizing existing business processes is not enough to compete in the post-pandemic economy. In fact, the majority of business and consumer customers (69%) want companies to offer new digital ways to obtain existing products and services, using digital platforms. digital to expand the way it attracts customers (54%) and offers new types of products and services (54%), according to Salesforce 2020”Status of connected client” report.

With the flexibility of brand loyalty and customer expectations beyond digital touchpoints, it is clear that companies must re-imagine customer experience (CX) practices by integrating integrate functions, processes, and systems to create positive interactions they want customers to remember.

Customer-Centered Companies Prioritize CX in Digital Transformation and Operations

Today’s customers demand personalization beyond great products and services, experience across transactions, innovation, and new value creation rather than basic digitization. But how do companies deliver?

Of the nearly 1,100 executives who answered one Harvard Business Review Analysis Service (HBRAS) survey, only 15% says it has both a single (360-degree) view of customer data and an organizational structure to leverage those insights. The same, similar, only 17% say their organization excels at insights, engagement, or both. What is the missing link?

Operating models must adapt to put the customer at the center of everything. Customer-centric companies build great CX based on a 360-degree view of their customers, identify useful insights in real-time, and consistently deliver the right level of engagement at each contact point.

But very few companies are organized to operate at this level: 53% of respondents to the HBRAS survey said organizational vaults are the top five barriers to improving CX.

Enterprises cannot continue CX as usual without connecting internal and external points. Customers expect nothing less.

Connecting silos and organizing around customers

In a new economy defined by artificial intelligence (AI)-enabled personalization and anytime, anywhere commerce, CX and digital transformation now take on a new mission and purpose. Customer-centricity is about seeing the world through the eyes of the customer and delivering an empathetic, relevant, and personalized experience at every step.

A truly customer-centric company serves customers by understanding them. Each discipline in the organization no longer functions in isolation, but like a relay jockey passing a baton: data sharing, insights, and opportunities to personalize and mesmerize. It includes 360-degree data, insights, processes, systems and organizational models to focus on the customer.

So who owns this initiative?

Traditional silos are directed by functional leaders – service, marketing, commerce – but customers expect a unified approach to CX. Building a customer-centric organization requires operational innovation, and existing models don’t scale. CDOs, CMOs, CIOs and CxOs – supported by the CEO, CFO, COO and board members – must build a coalition: a working group or steering committee that is accountable and accountable for understanding Know and commit to customer focus, unity and cooperation.

Finally, a customer-centric organization needs a leader who may not be the CEO but a director. experience employee: a dispatcher with day-to-day leadership, accountability, and a tireless focus on personal touch in recreated analog, digital, and hybrid customer journeys.

It requires day-to-day leadership, accountability, and tireless focus. Companies that lead in CX are more than twice as likely to have an experienced director than those with less progress.

Whether you create a shared or dedicated CXO role, your customers deserve a leader in your organization who is live and customer-centric, supported by a Law brings that promise to life. Someone has to be the driver for the personal, relevant, and interconnected links in the reimagined analog, digital, and hybrid customer journeys.

The age of fiction calls for invention to solve yesterday’s challenges while seizing tomorrow’s opportunities.

Read Playbook Convert to learn how to change your company mindset, connect silos and focus on your customers.

Brian Solis is a Global Innovation Evangelist at Salesforce. He’s also a world-renowned digital anthropologist, keynote speaker, and eight-time bestselling author.

https://hbr.org/sponsored/2021/07/why-going-digital-isnt-enough-to-meet-the-new-customer-experience-cx-imperative?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29 | Why going digital isn’t enough for the new customer experience (CX)


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