Customer experience is one of the most used keywords to define what is happening to business in recent years. Today, the DCX is clearly a priority, but you need to understand how to invest in it to prevent it has not a real impact on your strategy.
What are the top priorities when you start investing in the creation of the best possible experience? Tricky question, especially if your objective is to deliver relevant, personalized experiences. One hint? Start with improving the relationship.
Over the last two years, we have repeatedly referred to a series of statistics by Gartner, still valid today: 89 percent of companies expect to compete mostly on the basis of customer experience, that will eventually overtake price and product as the primary pillar of differentiation between Brands.
By 2018, more than 50 percent of organizations will redirect their investments to customer experience innovations. Where should you start? One thing is sure: doing things the way you have always done them or relying on old marketing practices will not solve a completely new set of problems.
From the very first day Internet entered our houses and smartphone took its place in our hands, the experience has become “the experiences”. Digital technologies multiply the points of contact between a brand and a customer and disrupt the concepts of space and time when it comes to the buying process.
The DCX is the result of all interactions a customer has with your organization and its products or services over a specific period of time. The entirety of these different experiences defines the overall relationship, in terms of intensity, relevance, and duration.
When it comes to planning new investments, the focus is usually on the inside: policies, restrictions, roles, and everything that could put the sticks between the wheels. This is important to highlight some key relationships (i.e. with investors, employees, partners).
We know, however, that – in order to be successful – a marketing strategy must start with the customers, their journeys, and touchpoints. The ability to step into your customer’s shoes and adopt a holistic approach to the experience strategy is essential to overcome the limitations of siloed departments.
Yet despite all the customer-centric statements and the alleged obsession for customers, few companies actually have a long-term vision that aligns the planning and management of the experience with a business strategy that connects the various departments into a coherent unity.
In a recent report, Altimeter unveiled this discrepancy between what the Brands think they are doing and what is ultimately perceived by the customer:
“Experience is thus not about unicorns, rainbows, or soft fuzzy ideas. Instead, it is about a shared value proposition with customers that aligns to your business. (..) Experience is the mechanism through which your business strategy and brand value proposition are activated with customers.”
A successful and relevant experience can happen only “when customer experience strategy focuses on and is measured by the strength and nature of the customer relationship. (…) In the end, you can only satisfy people if you deliver what it is that they want, at the time they want it, understanding what is relevant to them at that particular time and place.”