NPS damaged by Business Structure as Customers don’t care about your Organization

Business management does not reflect customer activity

The management of a businesses online presence is broken up into various channels in order to simplify the management, responsibility and accountability for overall effectiveness and value. However customers are unaware of these business rules and are only focused on their task or tasks, which will cut across several channels.

Holistic Customer Experience is cross-channel

Given the behavior of customers it is clear that effectual customer experience management is cross-channel and task orientated as well. This creates some problems for business, however with the advent of Agile, user stories it may be time for businesses to at last really focus on their customers by changing their online management to reflect customer journeys and tasks rather than holding on to legacy notions of management.

Customer Experience, an example (not everything)

1. Engagement > 2. On boarding > 3. Payments > 4. Servicing > 5. Supporting > 6. Retention > 7. Up/Cross Selling

  1. Engagement – how the customer finds out about the company, where their expectations are set (also includes brand identification) and they self-filter based upon personal tasks and objectives
  2. On boarding – agreement that the company provides the service required, through written and visual material, social media, personal recommendations, reviews, sign up routes
  3. Payments – payment or funding pathways related to e-commerce, m-commerce (including micro payments)
  4. Servicing – providing the goods or services, delivery and tracking
  5. Supporting – providing help and support both online and telephony (can complete servicing)
  6. Retention – managing potential loss of customers, analytics, advanced planning
  7. Up/Cross selling – data mining existing customers to up or cross sell other products and services to existing customers

For a customer this process can take hours, days, weeks, months or years and contains three key customer experiences;

  1. A transaction (engagement, on boarding, payment, servicing, support)
  2. Customer relationship management (on boarding, payment, servicing, support, retention)
  3. Marketing (engagement, on boarding, retention, up/cross-selling)

These experiences cross relate as can be seen by their components.

Managing the digital engagement in a holistic manner reduces risk and lowers cost

The problem remains at present that the customers experience is supported by multiple sub-systems with owners and their own agendas. This costs a huge amount of time and money and creates a great deal of divergence, duplication and risk and that valuable customer activity will become secondary to internal processes and politics.

Successful businesses set the customers overall experience as their highest priority. They do this by creating a joined up Customer Engagement Strategy in terms of customer content, visual appearance and standard interactions across multiple platforms and systems.

The Chief Experience Officer’s (CXO) issue

The problem still remains that IT owns the capability, marketing the messaging and both of these will be subject to the management by a team with a limited view of the whole ecosystem.

What the CXO needs to be able to do is cut across all of this to strategically manage the end-to-end messaging for both the direct customer interactions, the marketing and the support scripts that may be used in offline engagements.

This will require a fundamental reorganisation in business lines of accountability and management that few companies will easily engage in, but without it they can only maintain a fragmented customer experience that will limit market penetration and could damage the brand forever.

About Paradigm Interactions

Paradigm Interactions is a boutique management consultancy company mainly focused in the USA. The company has three core offerings, Innova8™ an 8-hour innovation process, IoT Products enabling data and Organizational Design Services company optimization in business, people and processes which are delivered as strategic consultancy.

Paradigm Interactions has two clear focus points that direct what the company works on and why it is able to aid its clients.

focused on work that changes the way the world works

and that it’s

at the bleeding edge, so our clients can be at the leading edge

About the Author

Karl Smith is Computer Scientist or as he describes himself a Creative Scientist. He has a BA in Design from the 1980’s and an MSc in Interactive Technologies for E-commerce from the 2000’s. His MSc was technically focused with a large portion given over to Transformation and Very Large Databases, data warehouses, Data Mining, online analytical Processing (OLAP), web browsers and search engines, optimization, recovery and backup, database connectivity technologies. Including writing SQL in three forms (including the Edinburgh Napier University, version).

Karl Smith is the CEO of Paradigm Interactions and an acknowledged leader in the field of Human Centred Design, User Experience and Usability and has been honored with a Fellowship by the British Computer Society. He is also the Founder of several organizations including UCD UK Conferences and the Human Centered Design Society.


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