Posted on

Breaking Down Silos in Insurance With No-Code Technology

In recent years, Insurers have sought to digitalize their processes and improve their customer experience, making it more seamless and tailored to the needs of today’s digital consumers. Many large incumbents have partnered with insurtechs and invested in technology platforms to digitalize their selling or claims management process, establish virtual payment options, or improve their websites’ usability with chatbots.

While digitalizing parts of the customer journey was a great initial step, it did not address the industry’s core problem. That is, adopting a truly digital-first mindset, rather than offering unchanged products with an online quote and bind journey and putting band-aid solutions on outdated business models.

 

Silos Across Business Lines and Distribution Channels

 

Purchasing insurance products is a cumbersome process, and most customers utilize both offline and online channels to research their options and gather the necessary information before they are confident of making a purchase.

For this reason, digitalizing processes in insurance companies should not be seen as a replacement for the existing agency model. On the contrary: digital technology should help insurers to automate standard processes and enable the agent as they advise the client to add an extra layer of personalized services. From a productivity perspective, digital technology can free up the human workforce to focus on more value-added tasks and extend the capability of selling insurance at the point of sale or through non-traditional partners, let it be for valuables, travel, mortgage insurance, or SME risk covers.

As Manisha Bhargava, Head of Global Sales at Innoveo explains, “Consumers are merely covering their risk to insulate themselves, their families and their lifestyle from potentially disruptive events that may impact them financially. They are not seeking to buy “insurance”. Innovative Insurers should put their customer first as they build products, with the changing customer lifestyle at the center of their offerings.”

To achieve that, insurance companies have a lot of customer data on their hands. The trouble is that it is siloed across multiple legacy systems. For example, when it comes to the integration of online and offline distribution channels, a 2019 McKinsey survey concluded that in the vast majority of cases, insurance customers who switch between digital and non-digital channels still cannot continue their journeys online. In other words, even though many insurers have some type of lead routing from their landing page to their offline sales and service channels, due to the lack of channel integration, this usually remains a one-way street, leaving customers with a broken digital journey. Those who have compared product offerings online and then called an agent to seek in-person advice, no longer have the possibility to get back to the digital buying journey that they started in the first place.

 
Source: McKinsey & Company: Moving to a user-first, omnichannel approach, January 7, 2021.
 

Strong Demand for Digital-native Insurance Products

 

As E&Y points out, the penetration rate of both life and non-life insurance segments already had a declining tendency years before COVID-19, especially in the USA. The number of policies sold has fallen, as products that were once attractive to consumers no longer meet their needs.

Traditionally, large insurance carriers operate with separate business lines, based on the type of risk that they cover. This operational logic does not reflect our current lifestyle, where we make decisions in a digital space and expect to have instant access to information. As consumers are getting used to seamless online journeys like ordering products on Amazon or signing up for Netflix based on their individual preferences, it is logical that they would expect the same, sophisticated experience when looking for insurance coverage online.

Despite the increasing demand for digital-native products, the percentage of insurers who offer more complex insurance products for purchase online remains low, according to another recent McKinsey research for the European market. McKinsey also finds that approximately 66 percent of insurtechs specialize in select parts of the value chain, such as data collection, while less than 10 percent aim to disrupt the full business model. If we add the fact that most of the industry still relies on face-to-face interactions, we can see that there is a huge opportunity for digital disruptors and those who are willing to embrace new technology.

 

The Relevance of No-Code for Insurers

 

To maximize customer lifetime value and increase conversion rates, it is key to reduce the complexity of the buying journey for customers and agents alike, and this is where no-code platforms come into play. If an agent or broker wants to scale his business, it is no longer sustainable that three different customer calls’ data would land in three different CRM systems. To connect the dots across those data silos, insurance companies need software that could sit on top of all their legacy systems.

“Because of hard-coded legacy systems that incumbents depend on for specific product lines, their adaptability is painful and expensive. A no-code platform like Innoveo Skye® has a pivotal role in making this digital transformation smooth and incredibly fast”, Manisha Bhargava argues. “When you adopt a broader, turn-key solution like Innoveo’s no-code platform, an insurance product becomes nothing but a data model. And the moment you abstract the process this way, you will be able to make systematic improvements and break silos across the whole value chain.”

Overall, no-code platforms present an untapped opportunity for the insurance industry. With Innoveo Skye®, insurers can have all their business lines, agents, brokers, and customers in one platform, creating an omnichannel experience. The platform also lets them configure private and public channels and define which functionality is available to each one of them, which provides the flexibility to combine and package various products for their customers.

If insurance companies truly want to get closer to their customers and cater to their needs, then it is crucial to increase the frequency of touch with their end customers and understand that they are looking for an effective, secure, and easy way to cover their risk. They want products that offer holistic coverage, and they expect insurance providers to be proactive in risk prevention, by using the data available in their possession.

In the words of Manisha, “True digitalization in insurance means to deliver on the 5Es (excite, educate, enable, execute and empower the buyer) through the buying journey without the need for any physical interaction.”

Written by Barbara Péterfi, Content Marketing Manager, and Manisha Bhargava, Head of Global Sales at Innoveo.

Posted on

Understanding The Tech Challenges of Retail Giants

With more and more people embracing digital and smart shopping experiences, the retail market is scrambling to adopt new retail technology to remain viable and sustain growth in a rapidly changing landscape.

In this article, we’ll highlight some of the major challenges businesses are facing and the solutions they are looking for. For a more in-depth look at the trends of the retail industry, head over to our Retail Investment 2021 report.

 

Challenge 1: Evolving and Enhancing CX

 

Customer experience is expected to shift even more in 2021 and as consumers become more conscious of their spending, retailers will need to optimize every step of the customer journey to maintain loyalty, and spark growth.

Improving customer journey optimization will involve significant investments in retail technology trends, a key touchpoint of which will be the tech that improves process efficiency such as AI, automation, and customer touchpoints (as well as mapping them out).

A quick view at the core focuses among retail leaders shows that many organizations are prioritizing smart solutions and digital competency to handle customer needs and ensure quality CX.

 
 

What Are They Looking For

 

Improving the experience for customers by delivering fast and accurate responses through CX software which integrates marketing automation, customer service, CRM, CPQ, sales force automation (SFA) solutions, and customer data platform (CDP)

 

Challenge 2: Deciphering The Data

 

Achieving effective customer journey optimization will require targeted investments in retail technology and a high priority tech among retail leaders is data and analytics.

With the influx of data available due to rapid digital transformation, organizations are scrambling to adopt big data and real-time data analytics to better refine their business actions according to customers’ needs and profiles.

As the global big data market is forecasted to be worth $103 billion by 2027, data analytics is no longer just a buzzword, but an important retail technology investment needed for day-to-day efficiency in organizations and individuals.

Given the current talent gap, however, businesses will still look to third-party solutions in terms of building an infrastructure that allows them to utilize data analytics effectively.

 

What Are They Looking For

 

Platforms that implement easy-to-use analytics, data mining, and automated forecasting. Department-specific data such as marketing, sales, and customer analytics will also be a key factor for many businesses.

 

Challenge 3: Digitalizing Stores and Scaling e-Commerce

 

A shift towards improved digital storefront experiences is in line with customer market behavior as globally, 49% of the population is shopping online more now compared to pre-COVID times.

Nevertheless, customers still prefer shopping on-location, with a recent survey done by Shekel showing that 87% of customers prefer to shop in stores, but with touchless or seamless self-checkouts.

As such, improving the infrastructure for businesses’ e-commerce platforms and brick-and-mortar stores has become a race. Those who are able to achieve seamless online shopping experiences and frictionless smart payments will get the lion’s share of the market.

 

What Are They Looking For

 

The ability to transition from an analog business model to a digital, omnichannel model through cloud solutions or optimizing current digital channels such as mobile apps, IoT, and smart shopping.

 

Challenge 4: Improving Digital Security

 

Machine learning and cloud computing continue to be high priorities in tech adoption for retail leaders. Cybersecurity, however, has seen a significant rise due to demands for safer and more secure digital/smart shopping.

The confusion caused by the coronavirus and the massive shift towards digital/remote working has led to cyberattacks becoming frequent with large data breaches increased by 273% in the first quarter of 2020.

 
 

Retailers will face an uphill battle in the “new normal” of post-COVID to assimilate all the necessary digital security strategies, be it upgrading vulnerable software and hardware components or strengthening customer data protection, to ensure customer confidence and loyalty.

However, with the global market for cyber security software expected to grow to $230 billion in 2021, they can expect exponential growth in the practices and solutions for digital security.

 

What Are They Looking For

 

A simplified platform that allows them to reduce security risk through robust privileged access management (PAM) and optimal solutions for customer data storage and protection that comply with GDPR.

 

Overcoming The Challenges

 

At the start of 2021, it’s clear that retail giants are making big investments when it comes to innovative retail technologies. Certain technologies, such as digital transformations, continue to be a major priority for retailers.

The big changes, however, come from renewed interest in improving customer journeys through data analytics and scaling up digital channels via e-commerce or smart shopping experiences.

For any organization, it’s essential to identify which areas of retail technology they are trailing behind, then network with the right solution provider, invest in skilled talents and have the necessary tools to maintain growth in a soon-to-be revitalized industry.

Posted on

How to Fully Utilize Data for Improved Customer Experience

Every great business recognizes the importance of customer experience (CX) – a critical strategy in engaging and retaining customers to your brand.

With the e-commerce landscape booming amidst impacts from COVID-19, it’s apparent that CX has transcended through both digital and physical sales channels, and is a key competitive differentiator for brands.

But with the extensive research and analyses on achieving great customer experience, why is CX still an ongoing concern for businesses?

 

THE CX CHALLENGE

 

However, as straightforward as it may sound, it’s becoming harder for companies to achieve the customer experience that consumers expect due to:

 
 

Customer touchpoints are especially significant as these are the areas in the customer journey where the consumer interacts with your brand, and have a direct impact on their overall experience.

 
 

According to customer service provider, Help Scout, “a poor experience at one touchpoint can easily degrade the customer’s perception of multiple positive historical experiences at other touchpoints.” And Qiigo claims that it can take between 13 to 20 touchpoints, or touches, to convert a prospect into a customer. 

Fortunately, as businesses become more digitized, it’s much easier to identify customer behavior patterns and to improve touchpoints in their journey.

However, the amount of raw data available combined with the challenge of analyzing and acting on customer insights are factors as to why organizations are still lacking in quality customer experience.

 

PREDICTIVE ANALYTICS IN CX

 

Unlike prior generations, the consumers of today have higher expectations and a clear idea of what they want and how they want companies to deliver it to them.

But 71% of consumers are still receiving “An offer that clearly shows they do not know who I am” while 41% are seeing “Mistakes made about basic information about me.”

Such errors are taken as signs that the brands are ‘intentionally’ not placing importance on their customers when actually, it shows that organizations are not using their customer data to the fullest potential.

 

Pre-Purchase, Purchase and Post-Purchase

 

By leveraging data and artificial intelligence (AI), companies can improve all stages of their CX journey.

One example given by Capgemini showed how Amazon used AI and predictive analytics, before the browsing prospects even made a purchase, to:

 
 

Qymatix Solutions also emphasized the cruciality of using predictive analytics in the pre-purchase and purchase stages through predictive lead scoring while utilizing churn and cross–selling predictions in the post-purchase phase.

Micro-Segmentation and Personalization

 

In the past, segmentation was sufficient to deliver an ‘adequately personalized customer experience’, but today, brands need to micro-segment their potential consumers for hyper-personalization.

Using machine learning, predictive modeling and data mining, predictive analytics help to:

 
 

In a use case by Wavicle Data Solutions, a restaurant chain’s consumers were segmented into multiple groups and clusters based on gathered data. Following that, “predictive analytics and machine learning created both macro and micro-segments of customers, with matching customized offers for each audience”.

At the end of their process, the restaurant chain was able to develop personalization and loyalty programs that engage customers with more customized offers and meaningful messages, increase customer retention, and grow revenue.

 

Resource Efficiency For Higher CX

 

Aside from giving consumers exactly what they need, predictive analytics also help in the efficient allocation of your resources. 

For instance, a coffee shop saved 38% of their marketing costs by predicting which of their customers were more likely to churn and sending them targeted offers to convert them into loyal customers.

Other examples, given by MarTech Series, show how predictive analytics can reduce resource wastage and streamline costs by planning staffing levels in advance for smoother and more timely customer experience, and upgrade delivery timelines by conveying transport route adjustments for on-time deliveries.

These efficiency strategies not only lead to savings for the company, but also ultimately improve the interactions and experience of the consumers.

But predictive personalization cannot be made without quality data, and data strategy is where some organizations face roadblocks.

 

MAPPING ORGANIZATIONAL DATA JOURNEY

 

While businesses often map out their customer journey, companies should also map out their internal data journey, which can involve multiple functions and C-suites, to determine weak areas in the sharing of their CX data.

For instance, are there information silos between the business departments? Which function has decision authority over data?

In a CX team proposed by TechTarget, the Chief Customer Officer (CCO) is responsible for the customer experience metrics and research while the Chief Experience Officer (CXO) “creates customer journey maps that use data to predict future consumer actions”.

On the other hand, Dion Hinchcliffe, Vice President and Principal Analyst at Constellation Research and Brian Hopkins, Vice President and Principal Analyst at Forrester Research, both talked about data-sharing and partnerships between different C-suites.

Hinchcliffe mentioned that the Chief Information Officer (CIO) and Chief Marketing Officer (CMO) each have a vital part to play in delivering quality customer experience.

Meanwhile, Hopkins believes that the Chief Data Officer (CDO) and CIO can form a powerful partnership to drive data strategy, where IT supports the CDO to maximize the impact of customer data.

To quote Hopkins, “The bottom line is that control over data is neither a pure tech decision nor a pure data decision.”

With more specialized C-level roles and functions emerging, organizations need to tear down data silos and establish active communication between all business functions for a joint effort towards better customer experience.

Posted on

TOPdesk: The Secret To Great Customer Experience

Customer experience – a crucial impression of a customer towards your company that can either make or break the brand.

From the early days of trading to the modern business era, customer experience (CX) retains as one of the most important aspects of a successful business. However, while many companies know why customer experience is important, they lack the strategy and technology to fully optimize their customers’ experience.

TOPdesk, a supplier of service management software in the Netherlands, shares its thoughts with Management Events on how organizations can provide great customer service experience.

 

A Snippet of TOPdesk

A provider of service tools, TOPdesk started in 1993 and has since garnered 10 million active users.

With 15 offices worldwide, the company offers service solutions that include enterprise service management, IT service management and facility management. TOPdesk also provides consultancy, tailored implementations and support to help their clients in service delivery.

 

DEFINING CUSTOMER EXPERIENCE

Different companies have distinctive definitions of customer experience. For TOPdesk, customer experience is a combination of culture, capabilities, and systems.

“The three aspects work in tandem, therefore, lacking in one of these areas results in tarnishing the customer and supplier relationship.”

Harvard Business Review echoes this sentiment, stating that oftentimes businesses either don’t have the systems and technology, processes and operational capabilities, or most importantly, customer-centric organizational culture.

TOPdesk also voices the vitalness of customer-centricity in a company, expressing that, “The client values interactions with a vendor that go beyond the services they provide. This is where company culture comes in.”

“Working in partnership with clients allows us to have a better understanding of the customer to drive continual improvement of products and services based on their needs.”

 

PUTTING CUSTOMERS AT THE CORE

In the past, customer experience and satisfaction were thought to be attained by the product itself or by the service given during the sale. What companies failed to realize at the time was that every encounter with a customer, from raising brand awareness to aftersales, is crucial in building and nurturing client relationships.

Today, businesses have to go even further in order to become a truly customer-centric organization, especially amid the COVID-19 pandemic.

“Being customer-centric means focusing on the client’s needs and adapting based on these. And we believe that creating an open dialogue with the customer is key.”

“This is the best way to get to know each and every customer, creating a personal connection, and understanding what they expect from us as an organization.”

“Facilitating this open conversation means taking an outside-in approach instead of inside-out – using customer feedback to drive changes and improvements.”

For TOPdesk, one of the most important characteristics of a customer-centric organization is transparency.

Other key characteristics include a highly engaged team that exists to learn, share knowledge, and form partnerships.

“Without the entire team buying into this method of service delivery, it is impossible to succeed.”

 

CUSTOMER EXPERIENCE EXCELLENCE OF TODAY

Over the years, there have been many customer experience optimization strategies with the core focus on building relations. But how is customer experience today? What has changed?

“While nurturing and serving customers has always been at the forefront of service delivery,” TOPdesk reveals, “the changes we have seen are in this being a priority during the initial stages of the sales funnel to the entire customer journey.”

“It’s no longer enough to just provide a service. It’s now expected that we go the extra mile.”

“For example, talk with each customer about how they define a successful relationship and involve them in shaping the process.”

This practice is highly encouraged at TOPdesk as the company understands the importance of providing a space for customers to share experiences with one another.

“This can come in the form of a customer event where clients can share stories, projects, and get new ideas to enhance their service experience. Or setting up a call between two customers in need of help and advice, or writing a case study to further promote their journey.”

Another key customer experience excellence trend is customer journey mapping, both internally and with the customers themselves. At TOPdesk, the customer journey maps look beyond the implementation of a tool to how they can continually support clients by identifying gaps.

“Service delivery is never ending. We must always be looking for ways to improve our offering and share our knowledge.”

 

ENHANCING DIGITAL CX CAPABILITIES

The arrival of the digital era brought great changes to the field of customer service, increasing organizations’ ability to maximize customer experience through technological innovations.

“The digital landscape offers a lot of scope when it comes to delivering great customer experience.”

TOPdesk observes that, “Digital tools provide an outlet for collecting both qualitative and quantitative data to influence improvements in customer experience.”

One example TOPdesk provided was their use of digital surveys to get product feedback, which can be passed onto the stakeholders in product development to prioritize enhanced features.

The company further believes that digital resources are also key for achieving great customer experience, naming podcasts, webinars, virtual events, blogs, ebooks, and case studies as top sources to help customers expand their knowledge and utilize their service better.

 

TOWARDS SEAMLESS CUSTOMER EXPERIENCE

With the multiple channels and stages of customer service, companies need to ensure that they provide a seamless customer experience throughout the entire customer’s journey.

As Forbes stated in their article, “Customers who love your solutions buy more and become natural brand advocates [while] customers who have a poor experience with your brand will take their money to your competitors. It is critical to provide a seamless and unforgettable customer experience across the various channels your brand uses.”

That’s why TOPdesk has experts at every touch point along the journey.

“For example, at the beginning of the TOPdesk sales cycle, our account managers must be attentive and be able to answer any commercial questions the customer may have.”

“Then, when implementation of the tool begins, a consultant must be on hand to provide knowledge, assist learning, and give advice on processes.”

“Once the typical sales cycle and implementation is complete, the customer support shouldn’t end.”

“This is where the TOPdesk customer success manager comes in. The customer success manager will reach out on a regular basis, is always available for a call, and able to triage any questions or problems to the right person or team.”

“Additionally, the TOPdesk support team is able to work harmoniously alongside the customer success manager, offering quick and effective technical solutions to ensure that the customer experience isn’t tainted by issues with the tool.”

However, TOPdesk emphasizes that internal communication is also crucial in order for the customer journey to be truly seamless.

“This way, everybody will understand the customer’s needs and be able to take the right approach in their service delivery.”

 

IMPROVING CUSTOMER EXPERIENCE

Customer service is continually evolving because customers themselves are constantly changing. Therefore, it’s essential for all businesses to be ready to make customer experience improvements, whether on the product or the level of service.

“TOPdesk values the feedback of our customers dearly, whether it’s service or tool-related. Via labs, we regularly consult our clients on new functionalities before they are released.”

“We also want to know how customers experience our support services and, therefore, ask for feedback after every incident.”

“Recently, the support team was rated out of 10 for: customer friendliness (9.6), knowledge level (9.4), and solution time (9.6).”

 

TOPDESK CX APPROACH

The first impression that a customer gets from a brand is crucial, regardless of which stage of the sales funnel they come in. At TOPdesk, customer experience starts at the first moment of interaction, not when they sign the papers and become a client.

“From the beginning of the sales funnel, we are focused on how each individual aspect of the TOPdesk tool can enhance the experience of an organization, its employees, and clients.”

“Our customer success managers are there to make sure that our customers are having the best possible TOPdesk experience, both with the software and the company.”

“We understand that people don’t want to have to rely on a service provider every time they come across a problem, which is why we strive to make our clients self-reliant: using the train-the-trainer approach.”

“But it doesn’t stop there –  we encourage TOPdesk users to empower their customers through an accessible self-service portal and comprehensive knowledge base.”

TOPdesk is always looking for new ways to improve, and they want their users to do the same.

“We carry out health checks and maturity assessments to provide customers with the knowledge of where they’re at, what projects to take on, and how they can grow.”

TOPdesk upholds three core pillars, which make up the company’s DNA and shape the way they deliver services: standard and simple, shared service management, and service chain integration.

“We believe these are fundamental to the experience and satisfaction of our clients, therefore we aim to excel at each pillar to provide superior customer experience.”

Posted on

Dr Gero Decker: The Path To Customer Experience Excellence

Customer Experience Transformation

With today’s increased focus on customer experience (CX), it’s hard to believe that customers were once seen as an afterthought to products.

But business process management (BPM) software vendor, Signavio, has long understood the importance of client satisfaction, building services around their ‘passion’ statement: Create products that people love to use.

Deep diving into the customer-centricity of Signavio, Co-Founder and CEO Dr Gero Decker shares with Management Events on the characteristics of a client-oriented organization and the aspects of customer experience excellence.

 

A SNIPPET OF SIGNAVIO

SignavioOffering solutions such as BPM tech, RPA and ERP since 2009, Signavio has been constantly recognized for their exceptional services.

Some notable awards and rankings include 2018 Inc. 5000 Europe, Deloitte Technology Fast 50 for 3 years, 2015 EY Founders Ranking, and the BPM2ThePeople Award for their BPM project with the daycare centre, Kita Am See Groß­bettlingen.

 

DEFINING CUSTOMER EXPERIENCE

 

“Concentrate on the areas that can have the greatest effect
on customer experience.”

 

There are many factors that contribute to customer satisfaction, from the company’s culture and staff capabilities to the processes and systems of the organization. For Signavio, what defines customer experience?

Dr Gero Decker“All of these factors play a role in customer experience,” Dr Decker (picture left) relates. “Of course, some things are beyond the control of individual employees or companies. Just look at the unprecedented impacts of the COVID-19 pandemic.”

“That’s why it’s essential to concentrate on areas that can have the greatest effect on customer experience, often for a relatively low effort,” he discloses.

“Focus on your customer journey, including all the interactions, moments of truth and emotions. Then, concentrate on your processes that deliver against that journey.”

“Your capabilities and systems flow from this strong foundation, which then work together to reinforce a customer-centric approach, and help your company culture move from customer service to customer excellence.”

 

ESSENTIAL CUSTOMER-CENTRIC CHARACTERISTICS

 

“Build lasting relationships that are more than mere interactions.”

 

With customer satisfaction becoming an increasing differentiator among businesses, organizations are focusing on effective CX strategies to gain competitive advantage.

In fact, according to Gartner, two thirds of surveyed marketing leaders state that they are “currently competing partly or mainly on the basis of customer experience.” But what makes an organization truly customer-centric?

“It’s all about building lasting relationships, which are more than mere interactions: it’s about trust,” Dr Decker emphasizes. “The only way to ensure success is to reorient everything your business does around the customer.”

 

The story behind Signavio

 

He further stresses how employees are an integral part of executing a successful customer journey and helping to improve customer experience.

 

“Does everyone in your organization know
what the company’s customer-oriented goals and objectives are?”

 

“Do they understand what they do and how they do it impacts the customer? Do they have access to all the information they need to serve the customer immediately?”

“And, crucially,” Dr Decker questions, “do they have the authority and ability to solve problems as they arise, without constant checks for permission?”

“If your answer to all these is ‘yes’, then you’re probably well on the way to becoming a customer-centric organization. If your answer is ‘no’, your customer experience efforts are likely too disconnected from your operational excellence efforts to be genuinely effective.”

 

CREATING A SEAMLESS CUSTOMER JOURNEY

 

“You need a ‘single source of truth’.”

 

Today, businesses are using multiple platforms to communicate and market to their target audience. But if the company doesn’t have a proper customer journey map in place, the omnichannel experience can be inconsistent and unsatisfactory.

Signavio

Based on industry research, over 70% of customers see experience as a key part of their purchasing decision, but many of them state that companies deliver only an ‘ok’ experience.

Other research found that a high majority of customers expect consistent interactions across channels. So how can organizations provide a steady and seamless customer experience?

“Beyond the potent combination of process mining with CJM technology,” Dr Decker shares, “the most important capability to deliver a seamless customer experience is clear communication across your business.”

 

“This is not only with the customers themselves, but internally.”

 

“You need a ‘single source of truth’, a standard that is understood by all staff, and delivered consistently no matter where and how customers interact with your business.”

“At the same time,” he informs, “a common understanding of “how we do things” will allow for clearer communication within your business, and give customer-focused staff and projects a solid foundation.”

“Enabling widespread communication means leaders can pull insights from across their organizations, and make more informed decisions that will ultimately benefit the customers.”

 

CONNECTING CUSTOMER FOCUS & OPERATIONS

 

“Companies need to bring together the Customer Experience practice
with their Operational Excellence efforts.”

 

The interaction between people and businesses has roots all the way to the pre-industrial revolution, when relationship-building was simple and a loyal customer base was typical of every business.

While CX has a much broader meaning today, what is truly new about building client relations and customer experience excellence?

“Indeed, customer experience is not a new topic,” Dr Decker agrees, “But what is different now is that companies realize that they need to bring together the Customer Experience practice with their Operational Excellence efforts.”

 

“As Kasper Rorstedt, the CEO of adidas, said:
Customer Experience is not just about a sexy front-end
but equally as much about great processes.”

 

“By viewing customer-centric imperatives through the lens of operational excellence, the connection between customers, their touchpoints, and your underlying business processes is always visible and traceable.”

 

 

“In other words,” he explains, “to succeed in becoming truly customer-centric, we must connect our business processes directly to the drive to delight customers.”

“This means refreshing our way of thinking about interactions, and focusing on deep changes down to the process level.” 

“Being able to manage and fill process gaps across an entire company lays the groundwork for leadership to clearly understand the necessary changes for improved customer relationships.”

 

TOWARDS INTELLIGENT CUSTOMER EXPERIENCE

 

“Digital plays a critical role in retrieving customer data.”

 

Since the explosion of big data and digital technologies, industries from retail to healthcare have been utilizing analytics and adopting intelligent innovations to improve their customer experience.

Data analyticsAs Dr Decker proclaims, “We have much more data available to understand our customers. On a daily basis, we can see customer behavior changing, sentiments going up or down, and the effects of changes that we implement in our processes.”

But how does digital capabilities and smart technologies help in delivering great customer experience?

“Digital plays a critical role in retrieving relevant data,” Dr Decker elaborates.

 

“On top of that, intelligent technology allows us to implement more customer touchpoints than ever.”

 

“Twenty years ago, the webshop was a big novelty, allowing customers to get informed and place orders 24/7. Now, almost all touchpoints can be automated, for instance through apps, in-product messaging and conversational interfaces.”

“The big realization these days, however, is that technology not only provides for a great user interface to the customer but that it is at least as critical for providing smooth and fast operations in the background.”

The findings from an IDC research further confirms Dr Decker’s point, which found that a majority of CEOs are shifting their focus to more modern and digital strategies to deliver better experiences to their customers.

 

SIGNAVIO’S CX APPROACH

 

“Customer experience is not simply a project; it’s the way we do business.”

 

Every company has their own unique CX strategy, and the recent coronavirus outbreak has brought significant changes in customer behaviour, pushing businesses to re-emphasize their customer relations.

But for Signavio, customer experience has always been a top priority.

“We pride ourselves on offering a customer experience second to none, and high levels of satisfaction to our own customers,” Dr Decker expresses. “For us—as it should be for all organizations—customer experience is not simply a project; it is the way we do business.”

“We closely track customer engagement, success and relationship health so that we can proactively influence the relationships we have with our customers, and rally everyone on the team behind the important moments of truth for our customers.”

 

“For us, now more than ever is the time to maintain customer trust, and work to add customer value while communicating with empathy.”

 

To support businesses during these trying times, Signavio is offering a free 30-day trial of their all-in-one Business Transformation Suite that helps optimize business processes and drive intelligent transformation.

From real-time insights to quick operational change, the Business Transformation Suite offers customers continuous improvements and efficiency to their daily business tasks.