Customer experience management: Mobile and the customer-centered enterprise
Many organizations today are focused on improving the customer experience. As a result, they add or enhance customer experience management capabilities to existing digital channels to compete for market, mind and heart share. Brands are actively setting their directions through technology to help differentiate themselves within their markets, and Ameyo projects that customer experience will overtake price and product as the key brand differentiator by the year 2020.
However, the reality is that the average consumer is exposed to 10,000 brand messages per day and their attention span has reduced from 12 seconds to 8 seconds in the last 15 years.
The experience differentiator
There is one undeniable truth: Customers want convenience, choice and care. These are the hallmarks of good business and customer experience practices. In fact, consumers are willing to pay 55 percent more for a better customer experience. “Fifteen years ago, the average consumer typically used two touchpoints when buying an item, and only 7 percent regularly used more than four. Today, consumers use an average of almost six touchpoints, with 50 percent regularly using more than four,” reports Ameyo. So, while technology has provided choices regarding customer engagement, it has also made it easier than ever for the customer to take their business elsewhere.
Client experience can be dramatically improved by improving the “assisted channel.” This is where organizations are equipping their sales and marketing employees with digital tools and technologies — including mobile applications — to better serve their customers. IBMiX is a global business design partner that works at the intersection of strategy, creativity, and technology to help clients digitally reinvent their businesses. The shoulder-to-shoulder interaction of clients and technology provides an opportunity to deepen the client relationship and build brand loyalty when these applications are designed to improve customer and employee pain points simultaneously.
For the employee, this is a means to better serve the customer with information about their account, personal preferences and any recommended offers or opportunities. It is a means of removing non-value added activities and information to streamline experiences and deliver a level of responsiveness, personalization and innovation that will have customers singing their praises. For those customers, it is a means of receiving a level of personalization and transparency to accommodate their wants and needs while feeling connected to a brand. Shoulder-to-shoulder, buzzworthy experience set brands apart and will have a greater impact on an organization’s Net Promoter Score and bottom line.
A mobile-first mindset
IBMiX emphasizes that to build a customer-centered enterprise, organizations need to adopt a mobile-first mindset for their employees in the “assisted channel.” Organizations that have embraced this mindset and implemented customer experience management tools are outperforming those that focus only on digital channels. These organizations understand that the mobile device is a mechanism to rethink how work is performed and to help simplify customer processes and experiences. They provide programs and amend policies to support employee mobility and attract the best talent. They deliver platforms for employees to innovate, so the employee app stores are tailored and populated with mobile applications to address needs that span multiple roles. Best of all, they are relentless in their desire to learn, test and play with ways to best leverage mobile technology to change the customer and employee experience.
Those that are not focusing on the assisted channel fail to understand that mobile capabilities can easily modernize their businesses by providing employees with mobile business tools that can contribute to productivity, savings and revenue growth. They may, in fact, believe that the mobile phone or iPad are disruptive to productivity, when they can be disruptive to the competition. These organizations are cynical about business risks and fail to see the mobile opportunities. Unfortunately, they lack the vision and foresight to reimagine the way work can be performed for employees and experienced by customers.
Digital leaders need to understand that if attracting top talent is critical to the success of their companies, they need to readily embrace the strong digital values that Generations Y and Z hold. This means embracing the mobile consumerism that exists in our daily lives and introducing it to our work life. Digital leaders need to ask themselves: How ready are they to build a customer-centric enterprise with mobile?
Are you ready to start building your mobile enterprise?