Customer Journey – How to plan for more change (Networx Podcast)

Customer Journey – How to plan for more change (Networx Podcast)
September 17, 2019 Brendan Cox

Recently I had an amazing time speaking at a Networx Event on Customer Journeys and how you can plan for change together with some great industry experts, Sueanne Carr (Customer Strategy Superhero, Customer Frame), Mark James (Founder and Strategist, Customology), and Liam Fitzpatrick (Founder & Head of Communications, Commswork).

You can check out the live-recorded podcast at:

Networx Podcast: https://lnkd.in/g4w6HUf

Spotify: https://lnkd.in/ghxEw48

Or, listen right here!

Below are some key insights from the podcast.

 

Strategy

  • There are so many organisations that still buy Technology first without a Strategy in place. This is why over 80% of Digital Transformation projects fail.
  • Get defined corporate and marketing objectives with clear success metrics from the executives. Don’t go into any planning until this is done. Needs to come from the top down.
  • Put yourself in the customers’ shoes. Many organisations don’t even shop from themselves. How would they know the customer’s experience?
  • We can’t change the Customer Journey because they are on their own journey. What we can change is the Customer Experience.
  • The leadership team must be involved in the earliest stages of building the strategy. Make sure they are in all the meetings at the beginning stages.
  • Look at your existing data to understand the current state of your customers. You will have tons of existing data already and most likely you have not analysed it. You will be surprised by what you find.
  • Have quarterly reviews on the Strategy because it is highly likely that something has changed and things need to be realigned.
  • Customer Loyalty is not just about giving free product or services. You have nailed Customer Loyalty if you are the first brand they think of when they are in need.

 

Customer Journeys

  • A customer journey without a clearly defined objective and success metric should not be built.
  • Map out all the journeys and communications you send to customers across Acquisition, Onboarding, Engagement, Retention, and Lapsed/Winback. How do you know what you are doing otherwise?
  • Make sure you understand the current metrics that each of the journeys and communications are achieving.
  • There should never be “always-on journeys”. Journeys should always be monitored and optimised by using the data and how customers are interacting with your journey.
  • Ask your customers and get feedback. When is the last time you asked your real customers?
  • Make sure all digital activities are tracked even if you have to collate this manually for now. Invest in a tool or otherwise you won’t be able to quickly find optimisation opportunities.
  • Test and Learn. There is no such thing as best practice journeys these days as everyone is on their own journey.
  • The most important customer lifecycle stage is in the Onboarding stage. Customers are the most engaged when they become a customer for the first time. They will always remember this experience when they need you again.

 

Operations

  • Digital Transformation is less about Digital – it’s everything about People.
  • It is common to see differences in job descriptions of employees to the actual work they do. Alignment is key with your employees!
  • Skills Gap Assessments are required so that organisations can understand what skills or capacity are missing before they start any transformation.
  • Take the whole team on the journey with you by building training and career development plans aligned to the projects they will be working on.
  • There is no such person as a ‘Unicorn’. Accept this and find a team that can work together to achieve the outcome.
  • Use an agency while you build internal capability. Trying to find highly experienced and skilled resources will not only be hard, but they will usually be out of the budget range and normally don’t like working on one brand.
  • Conduct internal surveys and get feedback from your employees. Understand what everyone is driven by and how they would like to contribute to the business.

 

Technology

  • Choose a Technology Partner, not a tool
  • Pick the Technology only after the Strategy has been defined, you have a full understanding of your Operations, and you have clearly mapped out Customer Journeys. Once this is done, picking the technology is easy.
  • Have a documented technology architecture diagram that all key stakeholders can access. This will stop duplicate systems and databases to exist.
  • Make sure all Key Stakeholders agree on any Technology purchases.
  • Choose where the central source of truth for data lives. There should be only one place at any moment of time. This is how you can drive seamless experiences.
  • Cleanse your data immediately. If you don’t, you are working with poor data that will direct you in the wrong direction. Garbage in, garbage out.

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