1. Real commitment and actions... but results are not always noticeable.
Every day, we meet companies of different sizes and from different sectors, who have been trying for some years to take advantage of the new opportunities offered by data, digital technology and new technologies in their customer approach. Within these organizations, numerous projects are emerging, led by the Sales, Marketing, or Customer Relations teams. These projects are often relevant, and carried out with great enthusiasm.
These teams implement actions (web or point-of-sale network campaigns, communication, CRM deployment, etc.) and operational processes dedicated to a particular target or channel, in response to their challenges.
Result: leaders often lack a global vision of the effectiveness of these action plans and come to doubt their effective contribution to the development of their business.
The question then arises: How to effectively manage Customer Relations for effective and measurable results?
2. Define your multi-channel customer journey for coherent actions and measurable results!
It is necessary to articulate all these projects around the Multi-Channel Customer Journey (we include both customers and prospects in the term "customer" here). Indeed, defining a multi-channel customer journey is very structuring, and this at three levels:
A. At the operational level, this allows to:
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- Prioritize actions regardless of the channel,
- to focus efforts on Moments of Truth,
- to work on improving Customer Experience, regardless of the target
B. At the project management level, this enables you to:
Pace the progress of projects so that they advance at the same rate, across all stages of the customer journey. These projects are indeed complex because they all have 3 operational dimensions: new processes, new tools and new skills of the teams that will use them. They are also cross-functional and affect several departments, hence the need to manage them with a common organization, with a manager.
C. In terms of its management, this allows you to:
Implement global performance indicators. The pitfall often encountered is threefold:
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- Being overwhelmed by the mass of very detailed indicators (via the web, the analysis tools are very precise)
- lack of cross-functional analysis of the performance of these action plans,
- fail to link them to the customer satisfaction rate.
3. Defining the Multichannel Customer Journey doesn't mean starting from scratch!
The projects implemented are often already operational. It is more a question of giving a backbone to all these initiatives, by:
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- strengthening the overall consistency of actions across channels, stages, and targets,
- prioritizing projects and building the missing components (processes and tools)
- Defining the indicators that can provide a comprehensive view of the effectiveness of these new projects to an executive committee.
KESTIO is currently assisting several companies in defining their multi-channel customer journey to improve customer experience, and consequently, recruitment and retention rates. We rely on our exclusive Welcome Experience method, which allows us to define the multi-channel customer journey (steps and contact points, 'moments of truth'), measure the level of experiential quality throughout this journey, and then determine the actions to be taken in terms of improvement and innovation.
To learn even more about the customer journey, we advise you to read the article "5 key points to define and optimize your customer journey."
