1
https://twitter.com/E2ECustExp https://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, ineffectively using up to 50% of CX investments. Masters that play to win prioritize CX and deliver it—both 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 Win” Masters. • 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 Value Masters align metrics and experience efforts to areas that matter most to customers rather than relying on intuitive improvements. Agree that their current customer metrics effectively provide actionable data to improve CX. 3. Fast forward with digital…but don’t forget “analog” Masters understand how technology broadly affects their business. They consistently embrace digital technologies that affect 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 digital’s 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 game” Trying 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 off. They monitor efficiency of multiple CX programs, they know what’s working and what’s 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 empowerment—especially proximity to the P&L—and 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 role in 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 director Accenture Strategy, Sales & Customer Services lead [email protected] Kevin Quiring Managing director Accenture Strategy, Sales & Customer Services, North America [email protected] Learn more Visit the Microsite http://www.accenture.com/b2bcx Join the conversation Follow us on Twitter , or use www @E2ECustExp #B2BCX © 2014 Accenture All rights reserved.

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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]

    Learn moreVisit the Micrositehttp://www.accenture.com/b2bcx

    Join the conversation Follow us on Twitter , or use

    www

    @E2ECustExp #B2BCX 2014 Accenture All rights reserved.