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B2B Customer Experience white paper
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https://twitter.com/E2ECustExphttps://twitter.com/search?q
=%23B2BCX&src=typd
Getting started
1. Empower CX leadership with P&L
Align customer experience accountability with P&L responsibility and decision-making authority to focus resources and improve processes.
5. Operationalize and standardize an industrial strength experience
Contact
Implement the customer experience with the same rigor as your most critical operations. Architect quality into CX from start to finish and as an end-to-end process.
B2B Customer Experience: Start Playing to Win and Stop Playing Not to Lose
B2B companies must change their "customer experience" (CX) approach:
Among the companies that prioritize CX, Accenture identified three groups. Rather than playing to win, the majority still plays not to lose, ineectively using up to 50% of CX investments.
Masters that play to win prioritize CX and deliver itboth strategically and operationally.
Play to win by moving beyond acknowledging CX's importance to taking action to perform well both strategically and operationally.
Disruption of B2B customer engagement
Consumerized experience.
Never a done deal.
agree that their customers' rising expectations for a consumer-like convenience experience impacts how to interact with them.
Accenture surveyed 1,450 executives globally in companies that provide products and/or services to other businesses.
Playing To WinMasters.
Achieve strongest revenue growth And excel in both CX strategy and execution. Yield highest return on CX investments
1. Walk the talk.Masters prioritize, invest and excel in key capabilities.
Strivers and Laggards, playing not to lose companies:
Place lower priority on key strategic and execution capabilities. Don't plan to increase CX investments as much as playing to win companies. Have substantial performance gaps in CX strategic and/or execution capabilities.
2. Know What Customers Notice and ValueMasters align metrics and experience eorts to areas that matter most to customers rather than relying on intuitive improvements.
Agree that their current customer metrics eectively provide actionable data to improve CX.
3. Fast forward with digitalbut dont forget analog
Masters understand how technology broadly aects their business. They consistently embrace digital technologies that aect customer experience (web, social, mobile and cloud), moving from being digitally disrupted to becoming digital disruptors.
In addition, Masters embed CX into day-to-day operations across both digital and analog channels and emphasize accountability across all of them for results.
Though Strivers and Laggards also recognize digitals importance, performance gaps are wider.
report CX delivery is a formal end-to-end business process.
2. Adopt a new customer model
Ensure you build on a solid foundation: Move from the traditional sales funnel to the Accenture B2B Nonstop-Customer Experience Model. Also, ensure you get customer experience basics right before adding new capabilities.
4. Target CX investments
To reduce performance gaps, develop and manage a structured approach to CX investments. Focus on what customers notice and value to drive impact and reduce complexity.
Playing Not To Lose Strivers.
Achieve moderate revenue growth But perform sub-optimally in strategy and/or execution.
Not in the gameTrying Hard/Laggards.
Yield low/negative revenue growth And have large performance gaps in CX strategy and execution.
3. Enable Born Digital, Stay Digital
Don't just bolt digital onto existing capabilities or force analog interactions after promising digital; rather, provide customers with digital options throughout their entire experience.
24% of companies
4. Focus on outcomes and preempt complexity
Rather than adding layer upon layer, Masters know which initiatives to turn o. They monitor eciency of multiple CX programs, they know whats working and whats not. They handle complexity better, focusing improvements on what drives outcomes.
5. Ensure leadership drives collaboration
Masters prioritize collaboration with other stakeholders, and do it well. Doing business is now a "team sport".
Not only do masters view collaboration with other stakeholders as vital, they also clearly outperform other company profiles. In terms of customer experience organization structure, there is no single best answer. However, leadership empowermentespecially proximity to the P&Land accountability are needed to successfully align diverging priorities.
Masters Strivers Trying hard/Laggards
Masters Strivers Trying hard/Laggards
Masters Strivers Trying hard/Laggards
Masters Strivers Trying hard/Laggards
Masters Strivers Trying hard/Laggards
88% 86% 74% 65% 49% 32%
Importance of selected capabilities
Performance of selected capabilities
confirm that customers always monitor and (re-) evaluate their suppliers, requiring a more flexible and ongoing engagement.
Focusing more on customer experience
Up to half of CX investments fail to deliver top results
Playing to Win
Strategic priority. It is here to stay.
view customer experience as critical to achieving their strategic growth priorities.
85%
71% 70%
agree that in two years customer-experience related considerations will play an even larger rolein the overall corporate strategy.
70%
67%
Open network.
say the way they engage is impacted because their customers get more influenced by what they hear from other customers, vendors and colleagues.
65% 24% 10%
92% 76% 48%
93% 70% 61%
90% 76% 55%
Perform well at tracking overall CX delivery to measure its value impact and identify improvements.
say collaboration (internally and externally) is critical.
03:00
48% of companies 28% of companies
Robert Wollan Senior managing directorAccenture Strategy, Sales & Customer Services [email protected]
Kevin Quiring Managing directorAccenture Strategy, Sales & Customer Services, North [email protected]
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@E2ECustExp #B2BCX 2014 Accenture All rights reserved.