The problem of customer orientatino is largely solved if you have the will to implement
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The document discusses the challenges of providing exceptional customer experiences in a digital economy. It states that while the problem of being customer-focused has largely been solved, the challenge is integrating all of the necessary components to enable this capability. These components include customer experience design, customer information systems, influencing organizational operations to prioritize customers, and developing platforms to systematize customer-centric behaviors and make the organization efficient. It also notes that customer orientation must be balanced with other business priorities and influence organizational strategy through change leadership.
The problem of customer orientatino is largely solved if you have the will to implement
- 1. Solving the “Customer Focused" Challenge The problem of being customer oriented in a digital economy has been largely solved. The problem is integrating all of the pieces that enable this capability.
- 2. Exceptional customer experience doesn’t happen by accident. While you can’t dictate to your customers why their ideal experience consists of, you must design and maintain an idealise optimal experience for each of your customer archetypes. The voice of the customer comes in many forms. You have to listen to your customers. But you also have to listen to those in your organisation who listen to your customers. You also have to read the tea-leaves in your data that properly integrated and interpreted tell you what your customers are thinking, experiencing, or about to do - either individually, in aggregate, or by proxy either before or after they do. Customer Experience Design The Customer Information The Customer Organisational Unit The Influence on Operations The Platform(s) The platform goes beyond technology. It is about systemisation, reinforcing behaviours. It’s about making customer orientation efficient. Organisations are influenced by the needs of many stakeholders and economic forces. Uplifting your organisation’s customer orientation is by definite at odds with the incentives, behaviours, and decisions which have evolved from the other forces. Customer orientation cannot disregard these other business imperative however, it must be part of the rebalancing of the organisation as a whole. Without influence all talk of customer orientation is veneer.
- 3. Customer Trends Customer Life-Cycles Brand Experience Competition Content Touch-points & Episodes NPS Customer Profile Multiview & Matching Experience Instances Customer Touchpoint Integrity Concepts Information Characteristics Integrated Accurate Timely Customer Experience Design Amplification & Remediation Doing it ... Evidence-based decision making Sustaining it… Architecting for Agility … right The Customer Organisational Unit Customer Advocacy Office Actionable Context Customer Experience Campaigns Strategy versus Design versus Implementation Content The Customer Information Differentiation Information Life-Cycle Management & Governance … Governance Chief Executive Customer Detect-andRespond Long-term allocation of resources Influence on strategy The Influence on Operations Change design Organisational Change Leadership Operational Governance A governed body of information for decision making Resource Allocation & Action The Platform(s) Effective use of technology MDM Multi-View of Customer Data Integration Appropriate use of technology DHW vs Enterprise Integration Business Intelligence & Analytics Efficient use of technology Mini Allocation of Resources BPM & Operational Governance Product Customisation Influence on products Change readiness & implementation Organisational Change Management