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Experience Blueprint
Reaping the Benefits of a Tailored
Customer Experience
Page 1
Importance Doesnt
Equal Action
Even as the importance of the customer experience grows, B2B companies
continue to apply a uniform approach
to service across markets, customer
segments and types of customer interactions. In fact, most B2B companies
provide a disparate and disaggregated
experience across the customer lifecycle of marketing, sales and service.
For example, a company may fail to
integrate the service organization into
a new product introduction, resulting
in service professionals not knowing
of a product launch until receiving a
customer call to order or ask questions
about it. Similarly, sales and marketing
may create a bundled offer that is
simple and attractive to customers.
However service delivery is not bundled
in any way. Therefore, if the customer
has a service question or issue, he may
have to traverse separate service organizations for each product or service in
the bundlenot an optimal customer
service experience.
Page 2
The Challenge of
the Differentiated
Experience
So why havent companies tailored
and optimized service to meet the
needs and value of customers? To many
companies it might seem intuitive to
differentiate the service experience
based on the characteristics of different
customer segments. Yet actually doing
so is challenging.
It is difficult to know who should get
what service treatment because many
companies cannot determine the value
of different customers now versus in
the futureand, thus, are uncertain
into which segment customers fit. For
example, if there are high-value and
low-value customer segments, where
does a customer fit based on current
behavior but also future potential?
Even if a company knows the current
and future value of its customers, it can
be expensive, complex and challenging
to create tailored service levels for different customer segments. In most organizations, service is an afterthought.
Organizations are overwhelmed by what
the tailored service structure should
be and how to deliver a differentiated
experience. Often companies arent
equipped to tailor services because
they dont have a customer experience
design, and havent done research and
analysis to tailor the experience to
customer wants and needs.
Page 3
customer interaction operations, geographic alignment, enterprise engagement, global workforce management,
global talent management, operational
performance and metrics, and technology enablement (Figure 1).
Segments
Preferences
Personalization
Lifecycle
Management
Treatments
Channel
Management
Offer to
Market
New Capability
Development
Program
description
Market to
Quote
Quote to
Order
Channel
Management
Face to Face
Order to
Book
Book to
Invoice
Forecast to
Deliver
Sell
Serve
Invoice to
Cash
Issue to
Resolution
Geographic
Alignment
North America
Customer segment 1
Program
requirements
Phone
Program goals
and measures
of success
Web
Email
Customer segment 2
Customer segment n
Global Workplace
Management
Global Talent
Management
Support
the Biz
Procure to
Report
Enterprise
Engagement
Marketing
Sales
Latin America
Procurement
Finance
EMEA
HR
IT
APAC
Legal
Operational Performance/Metrics
Technology Enablement
Copyright 2011, Accenture LLP. All rights reserved.
Page 4
Understanding Customer
Needs and Intentions
According to research, today just 28
percent of B2B companies use customer
feedback to guide annual plans6. To this
end, a second step in creating a holistic
customer experience design is developing
a detailed understanding of customer
needs and intentions and how each customer experiences a given company across
its lifecycle. This requires an assessment
of the current customer experience across
all segments, interactions and customer
communication channels to determine the
needs for any given customer segment, as
well as for each channel.
Segment 2
...
Segment 3
Segment n-1
Segment n
Learn
Buy
Get
Use
Pay
Support
Become aware of
product/ service
Decide to buy
Check delivery
status
Receive bill
Check product/
service or
account info
Review and
research
product/service
Select product/
service options
Place order
Confirm order
Receive
product/service
Activate
product/service
Change order
(contents,
delivery speed/
date)
Optimize use of
product/service
(utilization check)
Review bill
Pay bill
Manage account
and preferences
Identify need
(self-identify
or receive
notification)
Acknowledge
need
Request support
Check status
Resolve issue
Face to Face
Phone
Channels
Copyright 2011, Accenture LLP. All rights reserved.
Page 5
Mobile
Collaboration
The Customer
Experience Blueprint
in Action
A global telecommunications
product and service company
identified the need to transform
its customer operations to
provide a consistent and
differentiated service delivery
model that was competitive
across customer segments.
Using the approach outlined
elsewhere in this paper,
the company developed a
customer experience blueprint
that balanced outstanding
delivery with affordability
and was based on a strong
understanding of customer
needs and intentions.
Enhancing the customer contact experience with simplified points of entry and consistent standards in customer
interactions.
Shifting interactions to selfservice channels by improving
the online experience through
usability and prioritized interactions and driving online
adoption.
Differentiating customer
treatments across contact
handling, business process and
policies and interaction channels.
Enabling sustainable improvement by improving Voice of
the Customer and adopting a
holistic approach to customer
experience management.
Page 6
Construction of
a Blueprint and
Operational Roadmap
Based on customer needs and intentions
within a given segment, the final step is
to determine how the company should
provide the experience: what are the
functional capabilities a company must
deliver through specific channels (Web,
voice, email); how does it provide those
capabilities; and what service factors
are relevant and required to match
expectations?
The blueprint provides a treatment
model for all customer segments, across
all customer intentions and interaction
channels (Figure 3). In addition, because
all interactions contribute to the customer experience, the blueprint spans the
full customer lifecycle. The model may
emphasize different channels across the
customer interaction lifecycle and provide
different levels of treatment by segment
and channel. In addition, its important
to ensure that a companys blueprint is
global in nature but with local relevance,
specificity and customization.
Finally, the blueprint should be optimized
from the perspective of affordability,
balancing available budget and resource
constraints against service needs and
customer expectations. In other words,
the blueprint should be taken through
a process that maps available resources
against the most critical service needs
and expectations of customers.
Phone
Web
Face to Face
Place Order
Change Order
Service Level
80/60
80/60
<60 Seconds
<60 Seconds
<10 Minutes
<10 Minutes
Yes
Yes
Account-Customized IVR
Yes
Yes
Yes
Yes
Auto Acknowledgement
Yes
Yes
Response Time
2 Hours
1 Hour
Account-Customized Portal
Yes
Yes
Personalization
Yes
Yes
Single Sign On
Yes
Yes
Available
Yes
Yes
Channel Treatment
Page 7
Overcoming the
Stumbling Blocks
Arriving at an implementable customer
experience blueprint and roadmap is
not easy. However, there are some
important aspects of the customer
experience blueprint approach that help
ensure its success.
First and foremost is creating the
blueprint from a customer-centric perspective that starts from gathering true
customer needs and experiences versus
relying on the companys perceptions of
those needs and experiences. A company
should use a customer needs analysis
10 11 12 13 14 15 16 17 18
Page 8
Page 9
Customer Experience by
Design or Default
Customer experience will occur by
design or default. Our experience in the
marketplace proves that a company
either intentionally enhances the brand
by designing and delivering a branded
and differentiated customer experience
or, by default, diminishes the brand
through a poor customer experience. In
other words, without a service experience
design to specifically enhance the brand,
customer interactions frequently result
in a customer experience that negatively
reflects on the company and its brand.
Only through holistic blueprint design
can a company achieve its collective customer experience objectives and benefits.
In an era where B2B service is becoming
a significant differentiator and source
of customer acquisition and retention,
companies are compelled to create and
implement a global customer experience
blueprint that will further their pursuit of
high performance.
References
1. 1st Annual ClearAction Business-to-Business Customer Experience Management
Benchmarking Study, ClearAction, 2010.
2. Ibid.
3. Ibid.
4. Accenture 2010 Global Consumer Research.
5. 1st Annual ClearAction Business-to-Business Customer Experience Management
Benchmarking Study, ClearAction, 2010.
6. 1st Annual ClearAction Business-to-Business Customer Experience Management
Benchmarking Study, ClearAction, 2010.
7. Customer Service when Service Means Survival, Bloomberg.com, http://www.
businessweek.com/blogs/personal_finance/archives/2009/02/customer_service_
when_service_means_survival.html, posted February 18, 2009.
8. Accenture 2010 Global Consumer Research.
Page 10
About Accenture
Accenture is a global management consulting, technology services and outsourcing company, with more than 215,000
people serving clients in more than 120
countries. Combining unparalleled experience, comprehensive capabilities across
all industries and business functions,
and extensive research on the worlds
most successful companies, Accenture
collaborates with clients to help them
become high-performance businesses and
governments. The company generated net
revenues of US$21.6 billion for the fiscal
year ended Aug. 31, 2010. Its home page
is www.accenture.com.
Contact Us
For further information, please contact:
Michael Flodin
michael.l.flodin@accenture.com
Dwayne Norton
dwayne.e.norton@accenture.com
Christopher Mohr
christopher.mohr@accenture.com
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