It’s difficult to imagine implementing significant change within a large multi-national B2B organisation while dealing with the complexities of COVID and supply chain issues. However, this case study achieves the triple crown of business benefits by increasing revenue, decreasing costs, and significantly increasing value by reducing “time to respond.”
This organisation achieved outstanding results by taking an outside-in approach to customer outcomes and driving results through goal-driven collaboration. As a result, they were able to expand on a large scale during the COVID period.
I’m a real sucker for great new tips, techniques, tools, shortcuts, “hacks” and other quick ways of getting better results from our processes and customer experiences.
the truth is that the big wins don’t come from tips or tricks.
come from getting the
fundamentals right. Again and again.
like really understanding your customers (internal and external) so your
products and services are what they need (not just what you think they want).
Fundamentals like having understanding the successful customer outcomes before you ever meet or work with them, so your processes and experiences build credibility and trust quickly.
Fundamentals like follow-up and nurturing your relationships so they are top of the priorities when your customers need to change things.
Fundamentals like being able to “meet” face to face, on the phone, or via a webinar or web page (and by “meet”, I mean help a customer get the best from their experiences and processes, understand their problems, the potential solutions, and decide how to change things to meet ever-changing needs).
Master the fundamentals and the little tips and tricks will improve your results even further.
the fundamentals wrong and all the tips, tricks or clever techniques in the
world won’t hurt.
If you’d like to get my very best training, insights and personal support to
help you align your processes and experiences for all your customers (internal
and external), why not join me for my new ONLINE training program? Click here for more details.
Forrester Research’s recent report suggested that despite good intent many Customer Journey Mapping initiatives fail. Why is this so despite the often significant investment required, the many consultants offering help, and the good intent of the people involved? The key reason in our findings is that fundamentally Customer Journey Mapping does not sufficiently represent the Complete Customer Experience and instead skates the surface and emphasizes just customer touch points and the customer lifecycle.
So how do you represent the Complete Customer Experience?
The BP Groups research with 800+ clients worldwide in the last two years provides us with an easy to apply 1-2-3 guide to maximise the chances of success.
Ensure your mapping exercise encompasses (a) the customer experience – the moments of truth, and (b) the internal interactions which contribute to the moments of truth, the handovers and business rules within our organizations. The reality here is that all work an organization does is ultimately spawned from those moments of truth. Hence you need to map the complete customer experience.
Understand the Successful Customer Outcome. Mapping is a worthy task however it needs to have context. Do you fully comprehend the real customer needs that shape the customer experience? There are organizations that spend years customer journey mapping with context. Why are we doing this and what is the ultimate Successful Customer Outcome? It should come as no great surprise that top teams lose faith with efforts that lack clear definition and purposeful delivery.
Focus on mapping the Causes of Work. It stands to reason that identifying the causes of work and then seeking to eliminate them will significantly reduce costs and improve service simultaneously. All too often process improvement work focuses on the tasks and activities that are an ‘effect’ created by a ’cause’. Masking the pain never works, it will get worse and spreads. You need to identify the Cause of the pain and eliminate it. This then becomes a ‘seek and destroy’ mission and as a consequence Customer Journey Map’s should be broad and deep. It is about the Causes of Work that create the activity across functional silo’s. By identifying the very Causes of Work and in subsequently fixing them much of the internal complexity becomes unnecessary. Do not get deflected by specialists who may be fixed in a shape of work created decades ago.
The Complete Customer Experience represents a unified view that enables Customer Journey Map’s to deliver success from the get go.
Customer journey mapping is just the beginning of customer centric transformation. To deliver ultimate success you need to include the complete customer experience – not just the bits directly experienced by the customer but as importantly how the internal systems and processes are wired. Reframing the organisation to achieve success requires a multi disciplinary effort involving the front line, the back office, the top team and the technologists. For a more detailed review of emerging shape of organisations James Dodkins latest book ‘Foundations for Customer Centricity’ is short and stimulating read. You can download a complimentary copy at this link:http://bit.ly/foundationsEbook
In summary Customer Journey Mapping should be inclusive – let’s make it so.
An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries. The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.