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IBM: The experience revolution Mobilizing to win – are you ready?

Customer experience – an elite sport

Companies have considered customer experience (CX) a strategic priority for quite a while, but executing with excellence has proven to be quite a challenge. As organizations are moving to the next generation of digital and physical engagement, they are discovering just how complex improving CX can be. Our research shows that only a small percentage of companies are pulling all the levers. For them, CX is not just a set of enhancements, but a fundamental component of their business strategy and corporate culture. As others embark on their own experience reinvention, there is much they can learn from this elite group

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As customer expectations for useful, frictionless experiences continue to rise, companies are replacing manual processes and augmenting physical experiences with new digital interactions. This embrace of digital stems from more than the need to delight and engage – it is about providing real utility to customers at an acceptable cost to serve. For many companies, this is simply one of several requirements for doing business in the digital age. For others, operationalizing customer experience (CX) is a mission that defines their corporate zeitgeist. It is an opportunity to continually improve CX; and for some, CX is a true brand differentiator and driver of their business.

The specific attributes and leading practices of these CX aficionados – we call them the Elites – became clear as we analyzed how organizations are mobilizing to improve their performance through CX.

This report, part of the year-long Customer Experience study conducted by the IBM Institute for Business Value (IBV), is based on the survey responses of 501 C-suite and line of business executives from multiple industries and regions. It builds on our first report, “The experience revolution: The game is on,” where we identified top trends executives are facing as they reinvent their CX.
In this second report, we reveal how organizations approach CX ownership, strategy, crossfunctional collaboration, use of data, use of Experience Design methods and customer feedback to enhance and measure CX.

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As anticipated, we found that CX responsibility and leadership is expanding beyond the traditional siloed domains of the Chief Marketing Officer (CMO) and marketing departments. Whether managing from the C-suite or the functional level, the Elites have injected customer-centricity into their corporate cultures and are executing CX with more complexity and finesse than others.

Indeed, when we compare Elites’ methods for assessing the value of CX to what other respondents do, the differences are striking. For example, Elites are more likely than others to apply advanced techniques such as attribution modeling to measure the impact of CX on their business.

In today’s digital world, companies can maintain an intimate relationship with their customers and continually enhance experiences in ways that are affordable and immediate. However, the entire sample of respondents still has a long way to go to become truly customer experience driven. Even the Elites struggle to get everyone in their organization on board.
Yet, we can learn a lot by looking at the characteristics that distinguish the Elites from the other two groups we identified, the Professionals and the Amateurs.

By exploring what Elites do to fuel their CX reinvention, we have uncovered three practices we believe set them apart from everyone else.

Elites:
• Assign customer and business value to CX – testing and continuously optimizing

• Assign customer and business value to CX – testing and continuously optimizing

• Engage employees as critical drivers of the experience

• Dive deep into the insight.

We also uncover the capability gaps that challenge each group and provide a set of recommendations organizations can adopt to accelerate a CX-centric approach that is applicable today and can scale into the future.

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Source: paper

IBM-Institute-for-Business-Value-The-experience-value

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