Customer Experience Strategy
I’ve always appreciated your work and the re-iteration of the core, essentials and meaning... and, certainly - seeds have been well sown...Person has done a masterful shepherding of our very dynamic, wide and deep culture.
— CSO, Leading Air Conditioning and Refrigeration Company
Opportunity
This industrial conglomerate was sitting at an inflection point where new operating models, digital tech, and practices were reshaping its industry, all accelerated by a global pandemic. Worse yet, the client didn’t have a direct relationship with its customers, leading to market disintermediation by retailers and 3rd Parties. Digital disruption and new market entrants were also putting pressure on it to reduce costs, improve customer experiences, and increase its margins. Lastly, the client was overly reliant on marketing agencies to solve its digital needs and lacked the optionality and flexibility internally to drive Customer Experience (CX) in a new business to consumer (B2C) channel.
Approach
We were engaged to build, operate, and transfer (BOT) a CX strategy and delivery organization. The goal was to transform the end-to-end consumer and commercial experience by developing a unified “One CX” across its brands. The key was enabling new direct-to-consumer business channels, product innovations, and revenue models. This strategy leads to improved customer satisfaction, decreasing reliance on agencies, better time to market, and decreasing its risks of developing a low maturity organization on its own.
Results
Strategy & Framework for Delivering Improved Customer Lifetime Value including the “North Star” for Customer Experience in which all decisions and prioritizations rationalize to
Strategic OKR discipline rolled out, embedded, and becoming embraced. CX outcomes measured by Key Results that tie directly to the desired experiences.
A XP group strategy that will have a mindset, vision, leadership, roadmaps to drive outcomes across programs.
Established key Buyer, Colleague, & Partner Personas directly informing strategic direction and XP refinement, in context.
Developed a VIP sub-journey that gives insights into the unique needs of a affluent audience Co-created a customer Journey that represents an informed cross-section of CIC’s E2E experiences informed by 360 Degrees of interviews & workshops.
Defined a Service Blueprint that looks internally and outlines the people, policies, tools, and systems that support and facilitate the customer experience.
Informed Journey Moments that Matter with key tech capabilities and opportunities and a capabilities roadmap informed by Personas & Journeys, and work in flight
Discovered gaps in the current pre and post CX Platform development processes, defining key elements of what good should look like.
Market Differentiation