These are some of the Frequently Asked Questions about Digital Customer Experience that I have come across in my experience. I hope these are helpful in getting you started on your DCX journey.

What are the key strategic business drivers behind the Digital Customer Experience program?

Based on our experience working with Fortune 500 enterprises and being a critical part of their multi-phased DCX roadmap, we have identified 3 major drivers behind the DCX program:

  1. There has been growing expectations around significant improvement in the customer satisfaction measures such as CSAT, CES, and NPS.
  2. There has been a constant push from the shareholders and senior executives to significantly reduce the operational cost by enabling Digital as a self-service channel and reducing the % of call volume going to IVRs and Call Centers.
  3. The cost of acquisition and retention has been consistently going upwards YOY, and it’s becoming extremely difficult for the large enterprises to meet their LTV targets for the SMB and Commercial Segments, and take proactive actions to meet their growth and profitability numbers.

How long does it take to execute a DCX program for a global decentralized organization?

Digital customer experience program is NOT a time-bound initiative. It encompasses series of cross-channel initiatives or projects that needs to be executed in an agile manner under the leadership of a Chief Digital Experience Officer. Most of these initiatives are designed with an objective to bring incremental improvements to the Satisfaction, Operational and Financial measures, and create a culture of continuous improvement.

In last 5 years, almost 95% of the DCX programs we executed lasted for minimum 2 years. Most of these programs were initiated by the enterprise Marketing and Digital Operations team with an immediate desire to reduce the operational cost, and improve the CSAT measures in comparison to the industry benchmarks.

What kind of initiatives and projects can be a good entry point in to a DCX journey?

Below mentioned are the 5 entry point initiatives to kick-start your DCX journey:

  • Validation of existing audience segments and gauging its fitment and adoption rate across multiple departments and regions.
  • Identification of audience personas and their journey mapping
  • Voice of Customer (VoC) Analysis leveraging Call Center, Reviews and Surveys data
  • Driver Analysis around satisfaction scores (CSAT, NPS etc.)
  • Identification of key factors which are becoming the show-stoppers in enabling Digital as a preferred self-service channel among existing audience segments.

Based on your past experience, what all departments can be shortlisted for the Proof-of-Concept?

We always recommend the clients to define and execute their Proof-of-Concept keeping 2 departments in mind such that; it could inculcate collaboration among other teams and enable them to go for shared satisfaction and operational goals. This is among the most important pre-requisites for starting a DCX journey. Below mentioned are the key combinations which can become a good case study for others:

  • Marketing + Operations
  • Marketing + Sales
  • Operations + Call Center

What are the key operational challenges organizations faces during their DCX journey?

Based on our past experience, there will be multiple challenges that would crop-up during the DCX journey, and below mentioned are some of the key challenges that almost every large enterprise encounters during their DCX journey:

  • There is an absence of Digital Customer Experience champion at client’s organization who has the authority and support from senior management to drive this multi-phase engagement.
  • The client’s business model is highly decentralized and the individual channels are much more powerful than the organization itself, and there is higher emphasis on inside to outside view.
  • Very limited understanding of the current audience segments, their personas and underlying journeys.
  • There an enterprise Datawarehouse collecting data from multiple sources but, the data is not synthesized and structured in a manner that it can be leveraged for Single View of Customer.
  • The Voice of Customer data is either not being stored or, even if it is; it’s not being leveraged for decision making due to its unstructured nature and high volume.
  • The cross-channel feedback loops are either not existing or, even if they are; they are not being leveraged smartly to influence the consumer experience and their journeys.

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