The Value of Optimised Customer Experiences

It's difficult to argue that positive customer experiences don't provide benefits to both customers and business. When customers have a seamless, rewarding experience, the result is greater loyalty, improved customer retention and customer lifetime value (which invariably means greater customer spend). Having worked with businesses in a variety of industry verticals, it has always been exciting to demonstrate these principles when correlating CX scores with operational metrics, such as revenue or profit. And in reality, the points generally hold true.

Better customer experience also translates to lower operational cost to service the customer - this can be via lower complaints or through more efficient handling of customer queries/issues.

And because experiences are more difficult to replicate, than say a product feature, they can also be the ultimate competitive differentiator..

Where Traditional CX Falls Short

There is a "but" however. Simply measuring customer feedback, obtaining scores for your key metrics, and even correlating these with business outcomes, is no longer enough in today's hyper-connected world where an omni-channel approach to the customer journey is mandated.

I'm often reminded of my grandmother's ISP, who only offers support via a single channel, which isn't easily accessible for many people like her. But efficiently delivering a well-orchestrated omni-channel customer journey isn’t all that easy. Which begs the question; is it valuable to know that CX metrics for a given channel are on-target, if the customer is traversing many other channels to reach their goal? Or how do we know where the customer is dropping off and which journey path is actually the best for that individual customer?

And how does one bring together all experiences, touchpoints, and channels along the customer journey to ascertain (with a strong degree of confidence) where the pitfalls and opportunities are... all in real-time so that the customer can be engaged appropriately?

Add to this that often it is difficult to demonstrate tangible business value from traditional CX programs, within a reasonable lead time to ROI. Business leaders aren't merely interested in a CX-metric uplift; they want to understand what improvements mean in terms of increased acquisition, retention, and upsell revenue.

The need is for a better understanding of causality and improved control over customer outcomes along the journey i.e. Customer Journey Orchestration or better Customer Journey Management.

Customer Journey Orchestration

What really excites me about Customer Journey Management/Orchestration is that it provides a mechanism to help customers reach their goals, all while making it easier to demonstrate tangible business results to leadership. It all starts with a clearly-defined goal, followed by a mapping of the key journey points that customers traverse towards that goal (which are often done via customer Job To Be Done and Journey Mapping Workshops).

Like any CX or Customer Journey Management methodology, good data is the cornerstone of a successful program. However, where many methodologies and technologies miss out is the customer's context - there's a reason they say that "Context is King".

But context needs to extend beyond behavioural context (i.e. what the customer has done or what they are likely to do). It must include the customer's emotional context (what they think/feel), and this often requires a "conversation" or dialogue with the customer.

A good example of this was with an insurer's onboarding journey, where we were able to ask customers what they wanted to achieve in retirement. This simple additional emotional context allowed us to better understand the customers' context and thereby personalise the customer's journey accordingly. It facilitated personalised customer nudges along the onboarding journey, and the results spoke for themselves; with the test group cohort outperforming the control group by 34%.

Finally, Customer Journey Orchestration needs to extend beyond a single channel. Where customers need or want to switch channels, the methodology should allow them to do so. Think about my grandmother with her ISP. Alternatively, think of a customer that is going through the Application Journey and hits a snag when completing online forms. Typically, this customer might drop off if the effort is too high, but by managing the customer journey we can identify when the customer has gone idle and nudge them, perhaps by offering support via a different channel such as the call centre. There might be other points along the journey where the customer goes idle, and where different nudges/engagements would be appropriate, but the compounding effect of these incremental, contextual nudges adds immensely to the final result - customers reaching the goal.

Demonstrating Value

To my earlier point, business leaders need to demonstrate causality in order to prove the value of initiatives. Customer Journey Orchestration is no different, which is why an experimental design is best when first testing your program's impact. Experimentation in business is nothing new, with Harvard Business review writing about it back in 2014 already.

To ensure that you can more easily demonstrate the value of your journey programs, I find that it is best to consider the following design principles:

• Start small by selecting a customer journey (what others might often call a "micro journey") that has high business impact

• Embed test and control groups in the program design, at least until you've proven that your approach adds value

• Embrace Outside-In input by leveraging the expertise of people outside your domain to help uncover blind spots in your Customer Journeys and Engagements

• Be bold; to innovate by definition means to do something different. Many of our customers have realised immense value by trying new digital channels and nudges/engagements to help customers along their journeys

Getting Started

Customer Journey Management and Orchestration is as much a methodology as it is a technology-based approach. That is why we recommend starting with Journey Workshops, where we identify customer journey points, drop-offs, goal(s), as well as opportunities to engage and nudge the customer.

If you're as excited about Journey Management and Orchestration as I am, look out for one of our webinars or round-tables. Or, get in touch for a coffee & chat.