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help establish benchmarks that allow
constant improvement across end-to-
end CX activities.
4. Intelligence: Every great building has
a strong foundation. For great CX, the
foundation is an intelligent core that
can process and analyse vast amounts
of O and X data, produce actionable
insights and provide the agility needed
to act on the insights. We call this part
of the intelligent enterprise strategy, a
new approach to business that allows
organisations to rapidly transform data
into insight and feed process automation,
innovation and optimal experiences.
5. Automation: The pace and sheer
complexity of the modern business
environment has made it impossible to
rely solely on manual processes to ensure
CX – or business – success. With an
intelligent core in place, many back-office
operations can be automated to provide
greater consistency in the customer
experience and freeing up valuable
internal resources to focus on more high-
value, customer-facing activities.
Despite organisations’ best intentions,
some CX projects simply don’t deliver on
their promise and fail to drive business
success. One of the common pitfalls is a lack
of top-level buy-in for CX strategies – if an
organisation’s top executives are not driving
the CX strategy by example, there may be a
lack of engagement across the organisation
and the strategy will inevitably fail.
How do different customers experience your
products and services? What are their most
important considerations when choosing to
work with you? What are customers saying
about you and the experience you offer?
Having quantifiable data to determine
benchmarks eases the process of developing
specific strategies and interventions to
address shortcomings or further enhance CX.
Step 3: Partnership
The sheer size of large enterprises’ X and O
data sets and the mix of technologies needed
to make sense of it all can add complexity to
an already difficult business environment.
Having a partner that is experienced in
applying technology in the service of greater
customer experiences can reduce time-to-
value and help you understand how new
technologies such as AI could support and
enhance CX activities.
Step 4: Strategy
With the correct data and partners in place,
organisations need to develop a clear
CX strategy that looks at key milestones,
objectives and desired outcomes. By
linking CX measurement to business value,
organisations also create a more clear CX
value proposition to executives and other
shareholders, which according to PwC,
increases accountability for CX success from
the top down.
Step 5: Test, Refine
Once the CX strategy is implemented,
organisations need to utilise their technology
investment to constantly measure, test and
refine various aspects of the CX strategy.
If you’ve introduced a new payment
process, for example, data should indicate
how customers are experiencing it, what
they enjoy and what they don’t, and where
to make changes to ensure a consistently
positive customer experience.
Step 6: Act
All the data and insight in the world are for
nought if organisational leaders are unable
to act on them. Ensure you have an open
line of communication with customers to
gain a clear view over the impact of your
CX strategy and act quickly to fix issues or
enhance low-performing elements. n
What can organisations do to increase the
chances of success for their CX efforts?
Six steps to building a more CX-
friendly business
Step 1: Data
The first step is to ensure the organisation
can collect and analyse customer data and
then start building more accurate behavioural
models. Knowing what individual customers
need and want enables organisations to
adapt their offering in ways that enhance the
customer experience across multiple steps in
the customer journey.
Step 2: Benchmarking
There’s no way to measure improvements
in CX without first establishing benchmarks.
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