Many Customer Experience (CX) teams believe that only measurable elements can be effectively managed. Therefore, metrics like Net Promoter Score (NPS) and Customer Satisfaction (CSAT) have become crucial for those involved in CX. However, to what extent do these benchmarks aid in designing consistent customer experiences? Are they the right tools for delivering optimal service to customers?
Robert Horndasch addresses this question with various use cases, highlighting the strategic impact of Journey Management on a company’s Service Excellence.
Robert Horndasch starts his presentation with an introduction of the Eurostar during the 1990’s, which was the train connection through the tunnel from London to Paris and Brussels. From Robert’s perspective this was a big challenge in terms of positioning a disruptive product and creating an emotional bond with customers who at that time preferred planes for traveling. The Eurostar launch introduced a concept that connected the potential of emotional journeys with future customers. This was the cornerstone for many other projects and has nowadays become a standard.
The current relevance of Journey Management and Journey Mapping underlines the importance of the Customer Journey. But there is often a lack of sustainability and progress, despite the collaborative efforts and understanding during the Journey modelling process.
Many organizations tend to create and then forget, named as “fire and forget” about the Customer Journey what reduces meaning and impact. As Customer Journeys become more complex, many companies struggle to maintain perspective and focus. It is essential to address these problems and find ways to ensure the relevance and benefits of Customer Journey models.
The service landscape, including customer service and employee service, is complex and diverse, with existing differences between customer expectations and provider perspectives. The challenge is to achieve consistency and efficiency.
In the automotive industry for example, different sales levels and stakeholders complicate the situation from both an IT and Governance perspective when it comes to e.g. data access rights. Measurement with metrics like NPS and CSAT is an important first step towards control, although issues of true comparability and transparency remain.
Taking a closer look on other industries such as mechanical engineering, can deliver new approaches for standardization. In mechanical engineering for example, IT systems such as Siemens Teamcenter create models and reuse components. This way product design is part of a lifecycle and Product Lifecycle Management (PLM) tools display the entire process from idea to production.
Mechanical engineering utilizes a continuous improvement process and tools such as CAD and PLM to provide data and resolve liability issues. Process management with its standardized tools and defined KPIs is an important aspect and has become a standard. This makes it easier to raise budgets and to measure the value contribution of products and services.
Service Excellence in successful companies is characterized by eight key factors:
The current evolution of Journey Mapping in many companies shows the limitation of reusability, actuality and the effect and value contribution of the created Journeys. The shift from simple drawing tools to more complex, engineered approaches like Journey Management allows maintenance, reuse of models and data incorporation as a way of transcending the borders of Journey Mapping. Especially the connection of e.g. customer feedback or transactional data to these journeys is essential to increase relevancy and value.
Additionally, more success factors of Service Excellence are realized when software tools are used to manage complex Journeys. A tool offers a better collaboration approach with defined regulations and compliance rules. The potential implementation of object-oriented work and the reuse of Sub-journeys increases efficiency and reduces expensive redundancies. Different integrated view styles like in the software of cxomni also enable an easier navigation and presentation of complex Journey models.
The example of SAP’s acquisition and subsequent divestiture of Qualtrics shows how the Journey from data integration to Journey Transformation can easily fail. It suggests that the missing link between experience data and operational data (X- & O-Data) is the Journey itself.
The combination of standardized data- and architecture-integration and the missing link enables an “outside-in” perspective on businesses, which leads to highly educated decision-making within a company. As a result, Journey Management can enable advanced Business Transformation opportunities leading to effective Change Management if a customer-centric corporate culture is successfully involved and fostered.
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