Managing a Digital customer-experience transformation is a challenging task. However, there is an urgent need to transform traditional practices into top-management leadership, integrating cross-functional teamwork, and deploying more digital technology to deliver a journey transformation at all levels of your organisation. The effort can drive revenue increases and reductions in costs.
Studies from different experts suggest quick actions to follow, to successfully delivering a first-class Digital-customer experience:
1. Developing an agile Digital-delivery system, by applying a design-thinking methodology and then, conducting a workshop to define the best way to start developing an agile Digital-delivery system through collaborative-functional teams. This process helps you to rethink in detail how the journey works, to identify the customer’s needs and preferences, as well as to prove the progress for the new approach. New designs are verified and repeated at once, based on customer feedback.
This process can be tried continuously out with customers, combining the existing channels until the new journey is entirely operational. Another potential approach is the one called “zero-based journey redesign,” which does not consider the previous vision of the journey."
2. Escalating speed and agility in creating valuable insights, by applying mobile flash surveys, online focus groups, as well as the integration of these insights directly into the customer-experience design or redesign process. It can start conducting an in-depth user-experience evaluation of current customer touchpoints (web properties, devices, call centres, and branches.) Agile insights can then be used to rapidly test new ideas and journey steps with customers, scaling better than traditional focus groups.
3. Achieving customer adoption of digital customer journeys. Coordinating and stimulating digital customer adoption thoroughly a fundamental factor. Why do customers fail to adopt digital channels? The reason might be sales barriers, such as an inclination for in-person contact, product delivering speed, or e-care challenges, lack of tailored experience, limiting efficiency gains and cost savings.
Clear strategies and tactics, including informing the customer, making the customer journey relevant to the customer, and guiding him or her to engage
Telling the customer - Using effective marketing techniques, such as Search Engine Optimization (SEO), Search Engine Advertising (SEA), or offline campaigns to engage consumers: however, there is still the need for a well-formed combination between traditional and digital techniques.
You can explain the usage of the new digital channels, for example, promote adoption through videos at physical touchpoints to stimulate feedback and word of mouth to gain engagement of your customer.
Making the digital journey relevant by sharing relevant content and creating a delightful experience, for example, by pushing functionalities in one app, and so these need to contain as much content as possible from the same company. Include high-frequency services to stay in use, for example, feedback opportunities.
Continuously improve and innovate digital journeys. Depict from user-experience data to increase the adoption and success of digital channels over time, or used a simple tactic as developing a new landing page or changing the colours of useful elements on websites to expand subscriptions.
Engage your customer by providing incentives to guide for digital adoption, like offering bonus points or other financial rewards, push slow adopters. For example, provide digital assistance on its website for free, give a particular solution to drive adoption. Besides, it is vital to accomplishing an internal alignment in your organisation across business-unit leadership, as conflicts might be very disruptive among leaders when applying new strategies, targets, incentives.
4. Delivering customer-journey projects requires solving technological and IT-related issues, in which high- executing, cross-functional teams work toward a shared, customer-centric vision, relying on real-time decision making, rapid interaction, and presenting an end product that can be upgraded repeatedly.
Great benefits:
• Cross-functional teams— collaborative work toward a single vision for the new customer experience.
• It can deliver a product or service to the customer in a shorter time. Constant improvement is also possible.
• A little push for development in weekly or biweekly runs put up the team for immediate successes.
• Encouraging strong collaboration and daily interactions allows teams to identify and get rid of barriers early and go over designs and solutions.
• Delivery time and risk of failure are diminished at once.
CONCLUSIONS: The disruption causes by redesigning of customer journeys reshapes the business background. Customer demands for more digital services and practical expertise are pushing all players across all areas. There is an imperative need for a new operating model that puts the customer’s needs and wants at the centre of a Digital transformation strategy.
Dave Food
