How to <quickly> onboard omnichannel solutions in your organization

Omnichannel Customer Experience

Playbook

This playbook can help you get started A search for “omni-channel” and “omnichannel” returns over 28 million results, with terminology definitions leading page one results, alongside surveys detailing how dissatisfied consumers are with omnichannel sales and service experiences. The goal of this playbook is to provide some simple ideas to demystify what omnichannel is, why it’s important and provide some guidelines for onboarding omnichannel customer experience solutions within your organization, without breaking the bank or creating a political quagmire.

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What is Omnichannel?

Omnichannel connects channels around customer needs

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Omnichannel CX solutions seamlessly connects physical and digital channels and should provide:

•  Context: proactively anticipate & personalize solutions

•  Choice: through whichever channel is convenient to your customer

•  Continuity: while making the experience connected from channel-to-channel

Store

Web

Social Phone Mobile Phone

Social

Web

Mobile Store

Multichannel Omnichannel VS

All channels available to the consumer…

…but not themselves integrated.

All channels available to the consumer…

…and are connected.

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Why should I care about omnichannel customer

experience?

CONSUMERS

DON’Tthink about CHANNELS

Forrester: Customer Experience Investment Pays Off

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h(ps://solu0ons.forrester.com/age-­‐of-­‐the-­‐customer  

A stock portfolio of Forrester Customer experience leaders significantly outgained those firms classified as customer experience laggards.

Customer experience leaders develop holistic solutions that enhance the customer experience, leading to sustained loyalty, and resulting in increased business performance.

Great Customer Experience = value > effort required

You need to disrupt or die We’re read the narrative over and over again – Disruption is eating traditional businesses for lunch.

Travel, news, television, music, real estate, shopping, recruitment went first. Other industries will come next.

Driven by evolving consumer behaviors – time shifting, on-demand living, P2P, mobile first, cord-cutting, channel hopping, experience craving.

Lending Club loans out billions and doesn’t own a bank, Airbnb hosts millions of guests and doesn’t own a single room, Uber has a $40B valuation.

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Digital Disruption “Changes enabled by digital technologies that occur at a pace and magnitude that disrupt established ways of value creation. social interactions, doing business and more generally our thinking” (Riemer, 2013)

The customer journey is increasingly non-linear and expectations are at an all-time high – organizations can drive more relevancy by having a laser-focus on customer pains. But it’s a challenge for many companies. a

We live in a collaborative economy The Internet always been inherently social – even early websites had chat, message boards and forum type functionality. But we were stuck on dial-up, using bad interfaces, and mobile evolution at that time meant flip phones with bad interfaces, not these fabulous phablets.

Digital has always had to the power to connect likeminded people around an idea, a cause or a passion or interest. Now, ripe with confidence, powered by always-on mobile connections, customers are just starting to tap into the potential of peer-to-peer connections, avoiding or marketing around those organizations that don’t follow the ease-of-use paradigm, don’t operate in an authentic and transparent manner.

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Leverage your unique CX advantages You can disrupt the disruptors via customer experience differentiation – creating value for your customers through convenience, reducing effort, and saving them time.

Just as startups have fully embraced always-on digital DNA, so can your company, while also leveraging your unique advantages – scale, decades of analytics & insights, and your human capital.

Omnichannel is complex topic, with a lot of stakeholders, so don’t boil the ocean.

Think big, start small, scale fast – put some quick wins on the board.

You need to collaborate with all your customer facing personnel, and leverage their insights and experience.

What follows are some ideas to help organize your company for success.

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Source:  Backbase  

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That sounds great, but how do I get started?

10 things you can start doing tomorrow to drive omnichannel CX success

Ten things to start doing tomorrow

Adopt an omnichannel mindset

Create customer journey maps

Build a business case

Create your CX team

Look to scale programs

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Create customer personas

Define your CX KPIs

Create your CX charter

Decide where to focus first

Break down your organizational silos

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Adopt an omnichannel mindset

Move from a product to persona orientation to become truly customer-centric.

We must understand that consumers don’t care about our websites, don’t care that we’re organized in silos that hamper omnichannel continuity.

They want to get their jobs done, through whichever channel or device is most convenient to them at any given time. They consume content through a myriad of different sources. They expect that the context of previous interactions will be understood from channel to channel, and they’re loyal to those companies that make the overall experience seamless.

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COMPLEXITY  of  CX  MAGNIFIED  BY  THE  IoT:  Cisco  es(mates  that  50  billion  devices  an  objects  will  be  connected  to  the  Internet  by  2020.  Yet  today,  more  than  99  percent  of  things  in  the  physical  world  remain  unconnected.

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Phone

Social

Mobile Store

Web

“Move from a product to persona orientation to become truly customer-centric.”

Create customer personas

Create personas for your key customer segments to demonstrate an in-depth knowledge of their goals and challenges.

Use your depth of customer insights and analytics, integrate all customer-facing feedback into one holistic profile view, and analyze social media conversations in real-time to define:

•  What jobs are they trying to get done in interacting with your company?

•  What is their psychographic and demographic profile?

•  How do they consume media?

•  Which channels do they typically use?

•  Where are they typically getting stuck?

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h(ps://blog.kissmetrics.com/customer-­‐who-­‐doesnt-­‐convert/  

Create customer journey maps Financial services example

For each detailed persona, create a customer journey that outlines channels and friction areas for each step of and ensure all customer-facing teams participate. To reduce customer effort, target those friction areas that are most impactful to a great holistic customer experience, and is likely impacting your sales and service goals. Steps to creating journey maps: •  Collect internal/external insights •  Research detailed customer needs •  Analyze research – how customers interact, what are they trying to accomplish? •  Translate analysis into visual representation of the

customer journey, outlining key areas of friction to ID pilot opportunities

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Define your CX KPIs

Evaluate pre-purchase (acquisition, order value, conversions) and post purchase (churn, retention, LTV, loyalty) scenarios to identify the key KPIs you want to measure around CX improvement.

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Create a scorecard with sample KPIs such as: •  Are we cost effectively acquiring new

customers through improved CX?” •  Acquisition online – total and % of

total •  “Are we using CX to establish deeper,

customer-centric relationships?” •  Multi-platform adoption – mobile

usage •  “Are we effectively using CX to reduce

the cost of doing business with us?” •  Savings from paperless statement

enrollees or lowering AHT •  “Are we effectively using CX to positively

impact the perception of our brand?” •  NPS or customer satisfaction scores

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Build a business case – right now

Customer experience improvements are challenging since almost every department influences the customer experience.

The way to rally cross-functional teams is to get buy-in from senior management – document a business case that presents qualitative research, outlines competitive pressures, identifies the cost of inaction and the ROI of basic CX improvements (sales conversion example shown to the right)

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Average  web  site  traffic  –  visitors  /  year  

24M  

Sales  Conversion  Rate   3%  

Average  Order  Value   $120  

With  CX  improvement  X      

Increased  Sales  Conversion  Rate  

3.03%  

Increased  Conversion  Cost  per  Sale  

$10  

Average  Order  Value   $132  

Value  Added  by  CX   More  than  $750,000  /  year  

 

Business agility is an absolute necessity in the age of digital disruption - In this age of rising customer expectations and disruptive innovation, you need to move fast – work with existing platforms and reuse existing infrastructure.

You can maximize internal systems, but also find solutions where platforms/systems can extend into new domains or customer touchpoints.

Document guidelines or best practices from inside your organization, and next practices from outside for a fresh perspective.

Talk to your partnership ecosystem – are there coalition types of CX programs that add value for both firms?

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Create CX charter – Address key challenges

Create a charter that identifies key opportunities and challenges to a successful Omnichannel CX program

Document how you are addressing key challenges: resources, budget, buy-in, internal knowledge

Charter outline: purpose of charter, purpose of governance team, membership roster, roles and responsibilities, key initiatives and KPIs

Each council member should have CX collaboration as a component of their development plan.

Publish a C-Level mandate, such as: “We aim to be the leading CX company in our category within two years, with the highest NPS and c-sat scores”.

Commit to a training program to up-skill the organization. Document guidelines and best practices.

*Contact us for a sample CX charter

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Create your CX team Work across functions and departments

Organize capabilities development and best practices sharing via “ambassadors” who work in CX Center of Excellence model

•  Prevents unnecessary duplication of effort and $$$ •  Sets standards, guidelines and priorities for all CX

touch-points •  Helps share knowledge and content across BUs and/

or regions •  Creates a systematic sharing culture, versus ad hoc •  Leverages tools already used for knowledge

management •  A knowledge management system helps build

sustainable best practices

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Customer  Experience  Council  

IT  

Sales  

Marke0ng  

Customer  Servicez  

Retail/Branch  

Finance  

Customer  Experience/innova0on  

\ The CX team prioritizes initiatives based on agreed

upon customer friction areas Demonstrate that ...

•  Some ideas should take priority over others •  The best ideas are ones that achieve business

objectives across most business units •  Agility matters – start small, measure, scale

fast Encourage participation to ...

•  Confirm prioritization criteria •  GAUGE VALUE:

-­‐  Customer impact -­‐  Business impact -­‐  Scalability

•  GUAGE ORGANIZATIONAL READINESS: -­‐  Ability to technically execute -­‐  Likelihood of adoption -­‐  Resource & budget implications

VALUE  

TIME  TO

 MARKET  

Develop  technical  founda0on    

Priori0ze  for    development  

Set  aside  for  future  development    

Monitor  for  changing  consumer  preferences  

IniQaQve  1   IniQaQve  2  

IniQaQve  3  

Decide where to focus first / ID pilots

Example  

Low  

High  

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Look to scale pilot programs

Start by deciding to not rip apart existing systems and infrastructure.

Prioritize new solutions that scale across a variety of brands, business units and regions.

Also lay foundations for new CX capabilities – built around “jobs to be done” and customer use cases

Find brands, business unit or regions to serve as pilot leads, then share learnings in real-time with fast follower teams from around the org

Create a central CX fund for a library of content, templates or campaign assets for multi-regional or brand programs ( “innovation fund”)

Host an annual CX best practices meeting to share wins, failures and lessons learned

Scaling what’s working 70%

Laying foundations 20%

Test and learn 10%

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Jacada Example of Scaling CX Solution Started with one business unit and use case, now leveraged within three business units in multiple geographies

Solution Target Better Customer Experience Through Personalized and

Rich Services

Consumer Interfaces

Drive improved mobile experiences

Implementation Time 2 months to first Live production

Reduced Customer Effort

4.2min reduced to 1.2 min

Net Increase in Self Service

Customer Satisfaction

$2.5M Savings Annually ROI in only

3.5 Months

11%

Good to remember

Break down your organizational silos; in an age of product commoditization, companies who differentiate around holistic customer experiences will win

Abandon all the sacred totems; we all must be willing to reinvent our business models

Start small, measure furiously, scale fast

Demand agility – look for CX improvements that can be achieved in weeks, not months (or years)

Avoid the concept: “that’s not our core competency”

Beware of the naysayers and non-collaborators

Establish customer-centric KPIs in the development plan of all CX staffers

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Summary Consumers are twice as likely to share a negative experience they’ve had with a brand, product or service than share a positive experience and most choose to immediately leverage their social platforms to share negative experiences.

Products are becoming more and more commoditized and it is very difficult to innovate at the product level. However, by focusing on CX improvements, even moderate ones, across the customer journey to save customers’ time while eliminating friction areas is one immediate way to drive bottom line results and increased loyalty.

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www.jacada.com  

Resources to help References and resources for further exploration:

• Jobs-To-Be-Done framework• https://strategyn.com/customer-

centered-innovation-map/

• Forrester’s business impact of CX• http://solutions.forrester.com/Global/

FileLib/Forr_Perspective_/Forrester-Perspective-CX-2.pdf

• Creating customer journey maps• http://www.smashingmagazine.com/

2015/01/all-about-customer-journey-mapping/

Contact us for various samples

WWW.JACADA.COM

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Thank you!

www.jacada.com