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Experience management is about designing and reacting to customers to meet or exceed their expectations.
Why is experience management so important?
Businesses in all industries face constant uncertainty; managers are very focused on the three main areas that have a direct effect on a company:
- Increase revenue.
- Reduce costs.
- Improving their organizational culture to attract and retain top talent.
Regardless of the current environment, consumers expect organizations to deliver the best products, services and experiences. However, the opposite is true for managers who expect to meet their business objectives.
Emilio Fares of Medallia in Puro Marketing magazine states that the new customer experience is digital and omnichannel. So when channels work and digital channel and contact center team members work in sync, companies improve customer loyalty and make businesses more profitable.
The only strategic initiative today that has the potential to meaningfully deliver on all three business objectives and meet consumer expectations is to connect across all aligned teams, technologies and touch points around customer experience management.
This is how enterprise organizations can drive revenue growth, profitability and talent retention.
How does this change happen?
The catalyst for this change can be driven by any member of the enterprise leadership focused on customer experience. These leaders can unite the entire enterprise, driving its transformation, and deliver results beyond Net Promoter Score (NPS®) and employee satisfaction.
But that’s not the real customer experience. For them, the customer experience is made up of each and every customer interaction within the enterprise.
Customers expect a seamless experience across all of these touch points. They want brands to meet them across all channels and deliver seamless interactions.
The only way to meet the expectations of tomorrow’s consumers is to become an experience-centric organization today. By connecting experience across the enterprise, organizations can turn information into impact and drive the outcomes that matter most to senior management:
- Increase revenue.
- Improve profitability.
- Reduce costs.
- Increase productivity.
Proper experience management.
Experiences that are not designed, executed and managed horizontally across the organization result in poorly optimized customer experiences.
It is an unfortunate reality for most companies that for the most part experiences are designed and optimized individually across business units.
While companies may be trying to optimize experiences there can be silos of information. Rarely is there a single person or team that takes responsibility for connecting experiences so that the customer has a better experience across the enterprise.
Silos across departments fracture experiences. When experiences are not connected:
- Operational risk for companies.
- Slower time to insights.
- Additional costs to the organization.
Currently, many companies make technology decisions in organizational structures, with tools linked to business units and not used throughout the organization tools such as Allswers. It centralizes information from all surveys conducted in the organization.
Finally, as the Discoverthenew blog points out a common missing piece is a universal description of customer experience success. It is not enough to tell leaders to focus on the customer or to announce the goal of “exceeding customer expectations” when those well-intentioned goals are not defined with meaningful criteria for success.
