Accenture: Bennet Harvey

Accenture InteractiveCustomer Journey Management: Activating Your Organization

to Manage the End-to-End Customer ExperienceOctober 2015

2

Agenda

• Introduction – 5 min

• Journey Mapping and Customer Journey Management Overview – 30 min

– Exercise 1: Self-assessment of Operating Capability Gaps – 40 min

• Mapping Journey Management Framework to Operating Gaps – 30 min

– Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min

• Wrap-up & Next Steps – 5 min

Copyright © 2015 Accenture All rights reserved.

Introductions

Bennet

Harvey

Bennet is a Senior Manager in Accenture Interactive’s Digital Strategy Group where he leads the delivery of our Customer Journey Management solution. Bennet has over 20 years experience implementing leading practices in Digital Marketing, eCommerce, and Customer Experience Management across Financial Services, Energy, Media and High Technology. He leads Accenture Interactive’s Organizational Design, Governance and Operating Model practice including the Customer Journey Management solution.

[email protected]

Ph: +1 415-537-7885

Office: San Francisco

mailto:[email protected]

Copy right © 2015 Accenture All rights reserv ed. 4

About Accenture DigitalHelping over 4,000 clients in 49 countries re-orient their businesses to deliver dynamic analytics-

driven digital experiences and achieve enduring customer relevance at scale.

28,000+ professionals combining digital

strategy, analytics, design, technology,

mobility, and operations in one business

unit

186,000+ across 50 Accenture Global

Delivery Network locations

34 Accenture Interactive design studios,

R&D offices and COEs

23 Accenture Innovation Centers for

Advanced Analytics, home to over 900

data scientists

13 Accenture Innovation centers for

Mobility

• 600+ Digital design & build specialists

• Digital marketing / strategy / design

• 150+ AEM specialists

• eCommerce & content technologies

• 250+ design specialists across 8 countries (US, UK, France, Spain, Germany, Sweden,

Turkey, Finland)

• Experience strategy & design

• 2,000+ digital technology professionals

• 10 Digital Service hubs

• Based in Costa Rica

• Global production design & delivery

Includes acquisitions of key leaders in digital strategy,

design, technology and operations.

5

Agenda








Copy right © 2015 Accenture All rights reserved. 6

B2B customers are empowered

80% choose

companies offering

simpler experiences

Delight and disdain

are broadcast

Switching is easier

than ever

The playing field is evolving

New competitors

transforming products >

services > experiences

Pace of innovation

unprecedented

Engagement is on their terms

The funnel is neither

linear nor circular

98% work on tasks

across devices

Lines blurring

between marketing,

commerce and

service

B2B customer expectations are defining new imperatives

7

Across all industries digital is driving organizational change

and creating challenges


Source: Growing the Digital Business: Accenture Mobility Research 2015

85% of executives say their organization is not ready

Executives expect that new digital technologies and customer expectations will

transform their businesses, but many admit their companies are far from

prepared to develop capabilities to meet their challenges.

Source: The State Of Digital Business 2014, Forrester

Leaders focus on programs, not projects

Leaders- Sustainable business value

- Agility/Scalability- Customer-centric

- POC/Portfolio Investment

- Programs/Platforms

Laggards- Web Site- Mobile App- Facebook- Competitor-focused- Product-centric- Technologies/Things

• The rate of change and innovation in the multi-channel customer experience is accelerating

• The scale and agility required to manage highly

targeted experiences far exceeds past one-size-fits-all customer journeys

• A tipping point has been reached, beyond

which past experience governance and operating models are no longer viable

• Current Op / Org / Gov models have achieved

incremental experience changes but not at

scale or with agility

• Aligning leadership and organization to one

North Star accelerates transformational changeTime

Change

2000 2014 2019

Incremental

Change

Transformational

Change

Illustrative

Traditional Org, Op Model,

Governance Methods

Customer

Journey Management

Customer expectations are driving demand for a new CX org,

governance & operating model paradigm

10

Most companies do not consistently differentiate between four

key concepts for effective customer-centric operation

• Outlines how companies manage

their people

• Ensures everyone has a manager

w ho understands their capabilities

and can provide role and career

support and direction

• Lays out compelling career paths

allow ing everyone in the company

multiple directions for grow th

• Allow s companies to eff iciently and

effectively manage the largest

component of cost

• May be stakeholder for role-related

technologies

• Aligns resource activity w ith

business objectives

• Ensures resources from across

organizational functions w ork

together effectively to execute

complex, multi-disciplinary

programs.

• Ow ns and operates the

prioritization and decision-making

processes for Digital and facilitates

fast and effective decisions in times

of ambiguity.

• Is accountable for program

performance against high-level

business value-related KPIs.

• Model for day-to-day Digital

operations including dynamic

aspects of the Digital experience

• Ensures clarity of operating roles

• Defines the stakeholder

engagement model

• Documents key activities in Process

Maps and RACI tables

• Includes metrics for management

against objectives

• Includes operational resource

mgmt.

• Should include change mgmt

Effective Org Design ensures a

company has the right human resources to take advantage of

market opportunities

Effective Governance defines

programs, aligns with business objectives, and increases

probability of success

A well-defined Operating Model

ensures efficiency and quality of digital customer experience

operations

• Ensures predictable, consistent

project/program delivery

• Reduces risk and cost associated

w ith project/program delivery

• Reports on delivery progress

against quality and eff iciency KPIs

• Includes detailed resource

management

Effective Project/Program

Management deploys and manages resources against

project objectives

11

Organizational DesignGovernance Operating ModelProject/Program

Management

Customer Journey Management transforms digital operations

to meet multi-channel experience imperatives

12

From: To:

The company journey to

CJM...

TechnologyFocus

Customer(User) Focus

Touch Points Journeys

Episodic Continuous

• Enterprise orientation to an aligned Experience and operational

“North Star”• Org, op model and governance alignment around multi-channel

journeys, customer centricity, agility and scalability

• Faster recognition, response and validation of customer experience opportunities

• Continuous performance improvement through multi-channel Test & Learn

• Certainty of return on investments in integrated platforms by

activating:• Seamless multi-disciplinary collaboration

• Alignment around journey-based data, analytics and KPIs

Companies have been developing touchpoint-centric episodic journeys and individual digital capabilities

for years, but must now connect them into an end-to-end experience and supporting operating model

Outcomes

Customer Journey Management guides a holistic cross-

channel experience operations methodology

13

• These Focus Areas cannot be separated or

individually prioritized as they co-equally and interdependently drive success.

• Collaboration, journey maps, dashboard tools and

knowledge & insight management methods are key to aligning resources across the enterprise

around common objectives.

Customer Journey Management (CJM) is a transformative

method of organizing and operating to drive continuous experience improvement in near real-time.

CJM integrates the four focus areas to eliminate

roadblocks to end-to-end success across the customer lifecycle, channels and organizational boundaries.

Customer journey management guides a holistic cross-channel

experience operations methodology

14

The four focus areas each contribute key integrated capabilities to bring

companies up the customer experience management maturity curve

TA

JA

SD

BA• Governance Prioritization & Decision Models

• xOrg, Stakeholder & Partner Operating Model

• Organizational Design & Capability Build

• Experience Vision

• Experience / Journey / Service Mapping

• Opportunity Identification

• Design & Execution

• Customer-centric Data and Analytics Architecture

• xChannel Experience Analytics

• Journey-centric Test & Learn

• Customer-centric Tech Architecture

• End-to-end System & Data Integrations

• New Solutions to Support Collaboration, Dashboards,

Agility & Scale

15

This new operating model changes ways of working from top

to bottom of the organization


• New, more dynamic understanding of customer experience opportunities and their impacts on Business Performance and KPIs

• Customer-centric and journey-based strategic view of key investment

opportunities and priorities

C-suite and Business Unit Leads

Digital / Customer Experience Operations

Teams

Digital Platform Project Delivery Teams

Customer-facing Team Members (Call Center,

Field, Service)

• Common source of customer-centric digital platform requirements

• Projects are packaged into programs that deliver complete new

capabilities rather than point technologies

• Stronger understanding of customer personas and related customer journeys supports better decision-making.

• Ability to communicate how roles impact holistic customer success

• Detailed process and job clarity

Stakeholders How role will change under the operating model

• Understanding of the key experience levers that will impact performance.

• Provides agile heat map, prioritization and decision models, and agile processes

to quickly identify and act on digital experience and marketing opportunities.

Baseline customer Journey Maps tell the story of outside-in

customer perceptions Standardized customer lifecycle stages support

enterprise-wide alignment

Journey Research arranges customer

CSAT ratings, interviews and focus groups on a

consistent scale Current State and Target State experience curves reveal gaps and

opportunities

Pain Point and Opportunity highlights

Segment / Persona quotes reveal perspectives

Quotes broken down by

enterprise segments

Subjective experience data should be enhanced with objective Journey Analytics to accurately identify

and prioritize specific hypotheses that will drive performance improvement.

ILLUSTRATIVE

Service Blueprint documents back stage experience operations

Standardized customer lifecycle stages aligns with

the customer-centric Journey Map view

Journey Research arranges employee CSAT

ratings, interviews and focus groups on a consistent scale

Current State and Target State experience curves

reveal gaps and opportunities

Pain Point and Opportunity highlights

Heat Map shows prioritized

opportunities

The combination of perspectives from Journey Maps (outside-in) and Service Blueprints (inside-out)

enable informed experience decision-making

ILLUSTRATIVE

Journey Research makes journey maps actionable

Journey Research creates an Experience Curve based on

customer rating of touch points

Interview and survey narrative feedback can provide color to

ratings, pain point identification

Aggregate ratings by allowing detailed understanding

Segmentation of Journey Research helps to

identify root causes and segment-based

differences in a Heat Map view

Journey Research

includes subjective

inputs including

surveys, interviews and focus groups

ILLUSTRATIVE

Visitor

Display

Email

Store

Sales Partners

Support

Search

Website

Journey AnalyticsJourney Analytics applies objective behavioral data to confirm Journey Research and to drive

experience optimization through Test & Learn

Cross-channel analytics

provides objective data to

balance subjective

information provided by

Journey Research.

Both inputs are needed to

identify and act on

valuable opportunities for

experience improvement.

Journey Path Analysis

Experience Opportunity Heat Map

Cross-Channel Behavior

Journey Maps and Dashboards

Hypothesis generation, test & learn

Hypotheses for new / improved experiences are dependent on

end-to-end data, Journey Analytics, and multi-

disciplinary collaboration

Hypotheses and testing opportunities are prioritized and

sequenced into Quick Wins, Strategic and Cross-Channel

programs

ILLUSTRATIVE

21

The Customer Journey Management operating model requires

working in new ways that some companies find hard to adopt


From:

Old Culture

To:

Journey Management Culture

Risk is to be avoided

Tried, predictable, reliable

Safety in numbers

3-Year Planning Cycle

Rigorously tested, zero defects

Broadcast

One-way communication

Defined interaction points

Risk is chance to learn

Dynamic, evergreen

I act, influence, and own

3-Month planning cycle

Agile, iterative delivery on MVP*

Micro-segments from analytics

Conversation and engagement

Customer initiated channels

Risk

Ownership

Approach

Delivery

Launch Audience

Communications

Channel Focus

Planning Cycle

*MVP means Minimum Viable Product.

22

Agenda








Copyright © 2015 Accenture All rights reserved. 23

Exercise 1 - Current State Multi-channel Experience

Management Maturity

In this exercise will capture your company’s Current State and Target State maturity across seven key operational

attributes. As you consider each dimension we will share examples of our experiences. You will also prioritize the

dimensions that are most important for your company and business model.

Instructions:

Action: On the attached page capture your company’s Current State and Target State maturity for each of the seven

key operational attributes. Then in the right column or on red Post-Its capture examples of Current State pain

points and on green Post-Its capture examples of Target State objectives for each dimension.

Discuss: Your pain points and objectives with others in your group. Do they differ by industry? By business model?

Readout: As a group we will share examples of our Current State pain points and Target State objectives, and our

thoughts about the gaps.

Time Boxed

- 30 min group exercise

- 10 min debrief by table representatives

In the next exercise we will discuss how the Customer Journey Management framework can help your company move to

the right on each dimension.


Exercise 1 – Experience Mgmt Maturity & Pain Points

Exercise Output SAMPLE

Identify your rough Current State and Target State on each of the following attribute dimensions. You can refer to the

following maturity scale info to understand the appropriate levels. Ideally everyone wants to move all the way to the right,

so Target State should take into consideration your company’s ability to adapt to change.

Current Target Pain Points & Target State Objectives

BU Experience

ManagementCentral Experience Management

Tbd …

Individual

ExperiencesOmni-channelExperiences

Tbd …

Reactive

CommunicationsProactive Communications

Tbd …

Point

SolutionsIntegrated Capabilities

Tbd …

Expert

JudgmentTest & Learn Approach

Tbd …

Hierarchical

DecisionsAgile Decisions

Tbd …

Internal

ResourcesPartnering Model

Tbd …

Op

era

tin

g M

od

el A

ttri

bu

tes

Current State Target State



Exercise Output TEMPLATE

Locate your rough Current State and Target State on each of the following attribute dimensions. You can refer to the

maturity scale info on the next page to understand the levels for Basic, Competitive and Leading. Target State should

take into consideration your company’s ability to adapt to change.

Current B C L Target Pain Points & Target State Objectives

BU Experience

Management

Central Experience

Management

Individual

ExperiencesOmni-channelExperiences

Reactive

CommunicationsProactive Communications

Point

SolutionsIntegrated Capabilities

Expert

JudgmentTest & Learn Approach

Hierarchical

DecisionsAgile Decisions

Internal

ResourcesPartnering Model

Op

era

tin

g M

od

el A

ttri

bu

tes

Current State Target State



Level Attributes

Operating ModelAttributes

Basic Competitive Leading

Centralized vs. BU Experience Management

De-centralized digital strategy and operations results in inefficiency, poor brand consistency,

Some centralized CX strategy and shared services improve customer experience and efficiency

When applicable, unified centralized CXoperations with robust stakeholder engagement model drives maximum

efficiency and performance

Individual Experiences vs. Omni-channel

Individual touch points designed in org silos or uncoordinated agencies.

Design of extended experiences, but within org solos like Marketing, Sales, Service.

Full-integrated experience design across customer lifecycle and channels drives performance and accountability.

Reactive vs. Proactive Responds to customer or market situations after the fact and slower than competitors.

Mix of reactivity with pilots of innovation and analytics-driven proactivity.

Strong strategic planning balanced with near real-time operational course corrections

Point Solutions vs. Integrated Capabilities

Poorly integrated collection of individual platform components, high IT cost of ongoing integration

Pre-integrated vendor platform lacking some components and with some challenges in data integration.

Full pre-integrated vendor platform with some 360-degree customer data integration.

Expert Judgment vs. Test & Learn

Little ability to target, no testing, subjective experience decisioning

Good ability to target across the experience, limited pilots of AB testing

Strong ability to target across the experience, culture and capability for full-time AB and MV testing

Hierarchical Decisions vs. Collaborative & Agile

Old school governance of capabilities at the top of the org. Little or no agility in guiding CX operations.

Well-defined cross-functional governance of capabilities and operational guardrails. Still operate in

episodic release cycles

Separation of platform/capabilities governance from CX operational governance. CX ops near real-time cross

functional agility.

Internal Resources vs. Partnering Model

Scale limited entirely by internal resources, digital competes with other groups for same pool.

Some 3rd party vendors support scale but ability to regulate volume is limited to step function, not agile.

Well-defined vendor portfolio and SLAs allow for near real-time scaling on a virtually linear basis across critical path capabilities


Dimensions Discussion Questions

Central vs. BU Experience Management

• Are most customer experiences crafted by a central CX function, or by distributed business units?

• Which activities should be centralized vs. w hich benefit from specialized, distributed expertise?

• To w hat extent is brand consistency important?

• How much effort is currently duplicated across business units, and in w hich functions?

Individual Experiences vs. Omni-channel

Experience

• Are touch points designed individually, or are they orchestrated as part of customer journeys?

• Is there value to linking experiences into journeys?

• How do your customers use various channels to engage w ith you?

• Who ow ns designed and deployment of customer experiences today?

• If omni-channel experience orchestration is desired, w here should that planning live organizationally?

Reactive vs. Proactive Communications

• Does the organization more frequently seek w ays to anticipate customer needs, or w ays to respond to situations once they have occurred?

• Is call deflection a priority?

• What are some use cases for how customer issues could be mitigated before the customer calls?

• If call deflection is a goal, w hat channels and programs can be used to promote alternative solutions?

Point Solutions vs. Integrated Capabilities

• Are the company’s technologies and capabilities an assembly of individual solutions, or an integrated platform?

• Is the culture focused on building and integrating solutions, or of acquiring best of breed solutions pre-integrated?

• What are current pain points associated w ith the current level of integration?

• How does the level of application integration differ from the level of data integration?

Expert Judgment vs. Test & Learn

• Does the company have a test, learn and share discipline, or confidence that individual expertise w ill deliver positive results?

• Is leadership committed to the value of analytics and testing?

Hierarchical Governance vs. Collaborative

(Agile, Fail Fast)

• Are CX investments driven from the top of the org chart?

• Does cross-disciplinary collaboration drive CX?

• Is the cultural decision framew ork about consensus, or fail fast?

• How empow ered are front line managers to make decisions about customer experience improvements?

• Is there a methodology for prioritizing opportunities, is it ‘f irst come, f irst served”, or do politics drive priorities?

Scale Internally vs. Partnering Model

• Is the company’s ability to scale limited by internal resources or are partners integrated throughout the operating model?

• Is the company experiencing pain around scaling operations to meet the demands of a personalized multi-channel customer experience?

• How strong is Digital leadership in managing a complex ecosystem?

• Is there a suff icient local market for needed skills?

Exercise 1 - Discussion Topics

28

Agenda








Experience management target capability model

Consulting

Services

Globalization

StrategyProduct

Strategy

Digital

Strategy

Innovation

Scouting

Content

Optimization &

Production

Services

Digital Asset

ProductionLibrarian

Business

Partners

Product

Managers

Technology

Platform

Steering

Content Creation

Services

Content Tagging

CopyeditingAsset Dev.

(Image/Video)

Creative

ServicesFront End

DevelopmentUser Experience

Design

Application

Services

Quality

AssuranceTemplate

Development

Site

Enhancement

Platform

Services

Network

DesignInfrastructure

Support

Server

Configurations

SEO

Agencies

Personalization

Strategy

Content Opt.

Scouting

Marketing

Strategy

Content

Strategy

Reporting &

AnalyticsData & Tool

Mgmt.Tagging

Support

Digital Reporting &

Attribution

Ad Hoc

Analytics

Cross Functional

Services

GovernanceExperience

Vision

Program

Management

Funding

Model

Content Launch

Service (DPM)Production Service

Coordination

Org Design

Change

Management

Transition

ManagementTraining

Knowledge

Management

Program

Communications

Support

Services

Content Maint. &

Publishing

User

Management

Workflow

Management

Tier 1 / Tier 2

Support

Localization

Coordination

Journey

Mapping

Campaign

Mgmt. Service

Platform

Governance

Testing &

Optimization

Overlay Dev.

Experience

Governance

Collaboration

Vendors

Prioritization &

Decision ModelsBrand

Standards

Journey

Analytics

Digital organization design

At each stage of digital maturity organizations adopt one or a hybrid of organization models

along a spectrum which balance roles between a centralized Digital “Hub” and business unit or regional “Spokes”

3

• customization and progressive socialization

• Depending on a company’s industry, business

model, culture and digital maturity, the right

solution can vary widely

• Many new roles have been emerging in recent years to support customer-centricity and end-

to-end experience management

• Senior leadership commitment is key to the success of organizational change

Digital organization models overviewAt each stage of digital maturity, organizations typically adopt one or a combination of different

organization models which balance roles between a centralized Digital “Hub” and business unit “Spokes”

Cor porateCor porate

Potential other

business acitivites

Digital /

eBusiness

Decentralized Shared Services Center of Excellence Centralized Digital-only / Spin-Off

Business Unit

Business Unit

Technical Infrastructure

Digital strategy

Digital strategy

Separate entity focused on digital only

eCommerce business

CoE prov ides expertise, rules & supports strategy

In cases, COE and Shared Serv ices (execution) can be

integrated into one entity

Each BU manages digital strategy and

deliv ery independently,

with little exchange

BU manages digital business and priorities

Centralized shared serv ices f or excecution (IT-driven

and output f ocused)

Complete f ocus on digital

Scale / agility / skills

In case of other activities, potential conf lict of positioning

+

-

Central access to digital skills/delivery combined

with close business link

Digital ‘consistency’

Dual reporting, may lead

to limited BU control

Requires heav y

gov ernance

Single centralized unit

Unit may reside in other

f unction e.g. Marketing, Channel f unction

+

-

Scale & agility ef fects f or digital inf rastructure

Strategy is close to BU

Cost ef ficiencies

Split accountability

Relies on business/IT

collaboration

+

+

-

Very close to BU/ f unction needs

Suitable when small digital business impact

Limited re-use/scale

Low f lexibility/long cycles

IT costs can explode

+

-

Digital execution

Digital execution

Cor porate

Business Unit

Business Unit


Digital strategy

Digital strategy

Digital execution (shared services)

Cor porate

Business Unit

Business Unit


Digital strategy

Digital execution( as Shared services)

Digital CoE

Cor porate

Business Unit

Business Unit


Strategy & Execution

Digital

Digital is low priority / early stage Digital is minor priority Digital is major priority Digital is core to the business Digital is the business

+++

Digital growth/innov ation

Ef f ective skill allocation

Full integration across

BUs and central entity

Potential disconnect

with smaller BU or local needs & priorities

+++

-

+

Digital strategy

Digital Adoption and Maturity Increase

---

---

Digital Governance

We begin Target Operating Model (TOM) engagements by establishing and launching the latest

governance structures and protocols so they can guide the implementation of org and op model changes

3

• Governance over capability and platform investments must be separated from oversight

of the day-to-day customer experience

• CX operational governance is composed of full-time experience-related team members

and meets as often as daily.

• Platform governance is more aligned with release cycles and meets on monthly or

quarterly cycles

• Governance is supported by clear membership

roles and protocols, as well as tools including dashboards, prioritization and decision

models.

Copy right © 2015 Accenture All rights reserv ed. 33

New agile & scalable 2-tiered governance modelTo enable agile and scalable operations it’s necessary to empower the front lines of the organization to

implement customer experience priorities in agreed upon decision models

PRODUCT

MANAGEMENT

CHANNEL

OPERATIONS

CREATIVE SVCS

MANAGER

CAMPAIGN

MANAGEMENT

CUST EXPERIENCE

STRATEGY

CONTENT

STRATEGY &

OPS

ANALYTICS &

INSIGHTS

CUSTOMER DATA

STRATEGY

MANAGER

ACCOUNT

MANAGEMENT

Customer Experience

Operational Governance

Customer Experience

Strategic Governance

CUST EXPERIENCE

STRATEGY

CUSTOMER DATA

STRATEGY

MANAGER

ACCOUNT

MANAGEMENT

BUSINESSUNIT

STAKEHOLDER

BUSINESSUNIT

STAKEHOLDER

BUSINESSUNIT

STAKEHOLDER

DIGITAL

MARKETING

COMM & CONTENT

STRATEGY

CUST

EXPERIENCE STRATEGY

CUSTOMER

ANALYTICS & INTEL

TRADITIONAL COE

ROLES EMERGING ROLES

Experience DeliveryExperience Operational

Governance

Platform & Capability

Governance

Platform &

Capability Delivery1.0

2.0

Most companies have focused on building their experience management platform. Specialized focus is now

needed on Experience Operational Governance to deliver ROI targets.

A second tier of governance is needed to ensure experience-

centric focus

Experience governance ensures customer-centric focus

Decision Model Stack Ranking

Request / Need / Idea Generation

Agile Impact / Effort Analysis

Project Planning & Resource Mgmt

Validation / Rationalization with UX Vision

Project & Test Planning, Resource Mgmt

Experience Delivery & Ops

• Detailed Requirements• Final Funding and

Resource Availability Checks

• Update Journey Maps• Lock in Success Metrics

• HL Impact from Finance model • HL Effort from Resource model• Governance balances model

assumptions for agility vs. precision

2.1 2.2

2.3

2.4

2.5

2.6

Sources: Ops, Governance, Innovation Program

In Scope and Fit with Existing UX Vision & Priorities?• Vision• Heat Map• Journey Maps• Service Blueprints• Use Cases

Resources for Delivery Now?

• Individual Resource Availability

• Overall Capacity• Scenario Analysis

2.7

For Top-ranked Proposals:• Functional Requirements• HL Project Plan• HL Test Plan, Experiment

Design• HL Resource Plan

Launch Experience Delivery

Gate

Stage• Apply Prioritization & Decision Model

• Generate Stack Ranked Prioritization

CampaignsContent

Touch PointsScriptsTests

ProductsJourneys

Identify Top-ranked Proposals• Quick Wins• Strategic Opportunities

Digital Operating Models

Operating models define engagement across groups within the Digital organization as well as with

Stakeholders, IT partners, and third parties including agencies, vendors and managed service providers

3

• It is important to map engagement connections and negotiate Service Level Agreements

(SLA) to maximize agility and scalability

• Customer experience operating models break away from technology release cycles in order

to identify and capitalize on opportunities in near real-time

• Detail is key in building a successful operating

model so that everyone has clarity about roles

and accountability

• Tools for collaboration, support for prioritization and decision models, and resource

coordination also support agility

An agile means of estimating the Business Value of

opportunities is key to rapid and effective decision-making

37

Lower marketing cost Reduction in mass marketing. Personalized 1-to-1 messaging and offers.

Lower cost of handling customer interactionsBetter customer handling, better call management, improved social management

CostReduction

Higher awareness & relevance in target marketsTarget audiences (as well as individuals ) can be ring fenced and marketing & service made more relevant to drive sales

IncreasedRevenue

Performance ObjectivesLevers

Increase in target acquistionIncreased ability to identify and engage with target consumers and drive higher conversions

Optimize sales performance1-to-1 ability to convert interest to sales and on to advocacy

Increase in offer conv ersion More, but lower volume promotions gives better uplift and ROI

Increase in cross-salesRecommendation engines and cross-sale promotions drive higher sales

True multi-channel capability360 degree view of the consumer’s engagement = ability to select and use all channels based on customer preference

Enhanced Capabilities

Less dependence on retailersBuilding direct relationships direct with consumers removing disintermediation

Speed to market & sales improv edThe ability to identify and engage with individuals allows fast launches to interested consumers through digital channels

Higher loyalty & like-ability True ability to consistently deliver to consumers’ expectations drives repeat usage and brand advocacy

Better data and insightData quality and associated actionable insights are significantly improved enabling personal journeys to the brand

Lower cost of promotional deliv eryDigital delivery of personalized offers reduces complexity and delivery cost

Illustrative Metrics

% increase in direct sales

% increase in targeted campaigns

% improv ement in promoters

scores and f ans

% increase perf ormance

(e.g. $ sales v alue)

% increase response rates

% increase in conv ersion

% increase in associated sales

% integrated customer

database/ customer master

% decrease in operational

promotional costs

% reduction in time to launch

(marketing dimension)

% increase in micro-campaigns

% improv ement in contact

handling

Number of integrated and

pref erred channels f or consumer journey s

38

Agenda









Exercise 2 - Capabilities to activate your target state of

Customer Journey Management

In this exercise we will identify a selection of Customer Journey Management capabilities that will fill the gaps you identified

in Exercise 1 and help achieve your Target State “North Star”.

Instructions: We will discuss your company’s capability gaps and the list of applicable solutions. Capture the ones that

apply to your company in the supplied template.

Action: Remember the Current and Target States and Pain Points identified in Exercise 1. For each of the

dimensions on the pages that follow, capture examples of Customer Journey Management capabilities that will fill your

identified gaps.

Discuss: Which solutions are most applicable to your company’s gaps? Which are compatible with your company’s

culture and context? Do overall solutions differ significantly by industry?

Readout: We will discuss examples of identified solutions, phasing considerations and approaches, and differences

by industry.

Time Boxed

- 30 min group exercise

- 10 min group discussion


Exercise 2 TEMPLATE - Capabilities to activate your

target state of Customer Journey Management

Dimensions Current State Pain Points Target State Capabilities Gap Solutions

CX Centralization

Multi-channel Management

Pro-activity

We will work together to explore how Customer Journey Management capabilities and approaches can help your

company achieve your target state objectives.


Exercise 2 TEMPLATE - Capabilities to activate your



PlatformIntegration

Test & Learn

Decision Agility

Scaling w/Partners

We will work together to explore how Customer Journey Management capabilities and approaches can help your

company achieve your target state objectives.

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Customer Journey Management key capabilities to fill

identified gaps

• Experience Vision

• Experience Governance

• Platform Governance

• Prioritization & Decision Models

• Funding Model

• Brand Standards

• Org Design

• Journey Mapping

• Campaign Management Service

• Collaboration

• Program Management

• Digital Strategy

• Personalization Strategy

• Innovation Scouting

• User Experience Design

• Testing & Optimization

• Ad Hoc Analytics

• Digital Reporting & Attribution

• Data & Tool Management

• Knowledge Management

• Program Communications



Exercise 2 SAMPLE - Capabilities to activate your



CX Centralization

• Good brand guidelines

• Minimal Digital governance

• Limited ability to execute digital strategy cohesively

• Basic outbound communications capabilities

• Leading social media capabilities• Basic content and contact management

• No single 360 view of the customer

• No clear operating model

• No standards to manage internal resources, or third

party vendors• No experience guidelines, journey management, or

usability analysis capabilities

• Robust Digital governance

• Unified 360 view of the customer

• Clearly defined operating model

• Agile Digital resource management

• Fully-mapped customer journeys to support planning and prioritization

Multi-channel Management

• Early customer research

• CX activities are ad hoc and don’t drive tow ard a

holistic customer strategy

• Some competitive capabilities in digital marketing,

mobile and online transactions• No capabilities in personalization and digital

commerce

• Robust qualitative (surveys) and quantitative

(behavioral) customer research

• Comprehensive journey mapping

• Coordinated personalized experience-driving

capabilities across channels and tools• Management of journeys to meet objectives

Pro-activity

• Minimal Digital governance

• Ad hoc activity not driven by holistic CX strategy

• Early customer research

• No clear Digital transformation change plan

• Strong in-house creative team not consistently used beyond basic reactionary maintenance

• Digital governance in context of objectives,

customer feedback, strategic planning

• Continuous change management

• Efficiently managed shared services in support of

proactive execution.


Exercise 2 SAMPLE - Capabilities to activate your



PlatformIntegration


• Customer intelligence efforts not coordinated

• Information siloed or not captured and stored at all

• Technology foundation offers “competitive” multi-

channel sites (w eb & mobile), security, and performance

• New integrated digital platform and w eb services

layer needed to support a consolidated and

consistent responsive UX

• Provide the business w ith autonomy from IT

release cycles

Test & Learn • Basic digital analytics


• Information siloed or not captured and stored at all

• Capabilities limited for CX optimization

• Robust digital analytics

• Unified 360 view of the customer

• Test & Learn core competency and tools

Decision Agility • Minimal governance exists today

• Can’t execute the digital strategy in a cohesive and

collaborative manner

• Basic digital analytics

• CX activities are ad hoc and not driving tow ards a holistic customer strategy

• No clear operating model or standards to manage

internal resources, projects and third party vendors

• Separation of CX capability and operations

governance

• Push CX decisioning dow n in the organization

• Data democratization

• Agile prioritization and decisioning models anchored in business value

• Clearly defined collaboration circles and tools

• Strong qualitative customer satisfaction research

• Strong quantitative Digital analytics

Scalingw/Partners

• No clear operating model

• No standards to manage third party vendors

• Vendor selection and management is by team or

business

• Integrated operating model coordinating internal

and 3rd party resources

• Integrated standards, guidelines, style guide

• Proactive governance & resource planning

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Agenda








Thank you

Bennet

Harvey

Bennet is a Senior Manager in Accenture Interactive’s Digital Strategy Group where he leads the delivery of our Customer Journey Management solution. Bennet has over 20 years experience implementing leading practices in Digital Marketing, eCommerce, and Customer Experience Management across Financial Services, Energy, Media and High Technology. He leads Accenture Interactive’s Organizational Design, Governance and Operating Model practice including the Customer Journey Management solution.

[email protected]

Ph: +1 415-537-7885

Office: San Francisco

mailto:[email protected]

Software

Accenture: Bennet Harvey