Creating a CX measurement model that generates value and demonstrates ROI.
Businesses have spent millions investing in technology that promises to deliver the ultimate customer experience.
somehow they still find themselves slow to adapt to changing customer needs. CTOs struggle to justify investment into these platforms and are looking for increasingly creative ways to better utilise data to create competitive advantage. Businesses are also facing continual disruption, despite undertaking expensive, in depth digital transformation programmes. Why are they blind-sided by a startup that spots the gaps and hits the CX sweet spot?
Introduction.
Why do businesses still not have real-time insights and data, and why are they developing products on customer roadmaps that were conceived years ago?
A recent study conducted by CI&T found that spend on CX remains a priority. There is a continued shift towards greater personalisation and tailored experiences, but CIOs are evaluating the effectiveness of these solutions. The connected journey is how firms need to measure the CX impact and ROI. For example, incremental experiments based on A/B testing were necessary, but binary. Optimisation based on this only makes considerations upon points-of-interaction.
This article looks to explore these themes and provide a solution that draws together the key customer experience touch points. Creating a truly live monitoring experience that allows businesses to adapt their digital roadmaps according to a more complete view of the customer, and the jobs they are trying to accomplish.
Key Challenges in CX Measurement.
Over years of developing CX strategies and working on numerous digital transformation programmes with international brands, these are the core challenges that we have identified;
The Tech Team - A suite of systems and technical platforms have been purchased that deliver ‘true CX measurement’ and monitoring out of the box, but seldom do.
Lack of Training - No one really knows how to use the systems that have been purchased or how to tie them together to create meaningful insights.
Depth Research -An agency was employed to conduct interviews, surveys and focus groups. The insights were invaluable, but implementing changes and monitoring them has proven difficult.
Out of Date Backlog - Product and development teams are working to a backlog and prioritisation that is out of date. They are still creating and enhancing products that were mapped 2 years ago.
Product Reviews - Trustpilot and other product review platforms tell us something useful, but don't make it into the feedback loop, and have little significance in the grand scheme of product development.
Customer Service - Customer-facing associates that have their finger on the pulse of the customer are often ignored or have no feedback loop.
Investors and Boards - They want to understand the ROI on their investment into CX! $20m was spent implementing these initiatives but the visibility of results is poor.
Recommendation.
Map who the core customers are based on the jobs they are trying to do, not their persona. Use the jobs to be done method (JTBD) and plot the pains they experience and their desired outcomes.
Create a ‘Live Optimal Opportunity Experience Map’ (LOOEM)TM. A multitude of data points (both quantitative and qualitative) feed this simplistic metric. The position of the LOOEM determines the levers businesses should pull to maximise success.
Connect depth research and customer insights with live data feedback that informs rapid change in the business. Connect and measure the customer’s experience against a set of value stream objectives and key results (OKRs) automatically via a unique scoring metric.
Alignment across all divisions, business units and territories. A cross functional team that is aligned to the same group of customer types that are trying to achieve the same set of jobs and needs. Everyone is traveling in the same direction, working towards a unified and easily understood metric of success.