Putting customer experience at the heart of next-generation operating
models
The
benefits of improved customer experience can be fleeting unless changes to
supporting back-end operations are made, as well.
Digital is reshaping customer experience in almost
every sector. Digital first attackers are entering markets with radically new
offers, disrupting the ways that companies and customers interact and setting a
high bar for simplicity, personalization, and interactivity.
To not only stay in the
game but capture new sources of value, incumbents will need to reinvent their
customer experience. That begins with bringing in data and analytics-based
insights about what really matters to customers and how best to deliver it to
them. Some companies fail to capture the full benefits of their improvement
efforts because they concentrate on optimizing individual touchpoints rather
than tackling the customer experience as customers actually experience it—a
complete journey that cuts across multiple functions and channels.
The other imperative
for companies is to explicitly tie the reinvented customer experience to their
operations. If they focus only on the front-end experience and don’t change the
back-end operations that support it, the new experience is unlikely to be
sustainable. Changes will be needed in both underlying processes and the way
employees work.
Enhancing the customer
experience can bring rich rewards. Across industries, satisfied customers spend
more and stay more loyal over time. In banking, customers are seven times more
likely to increase their deposits and twice as likely to open an additional
account if they rate a bank as excellent (with a customer-satisfaction score of
nine or ten out of ten) rather than average (six to eight out of ten).
Similarly, pay-TV customers who rate their provider as excellent tend to stay
with it for up to twice as long as they would a provider they rate as average
or below.
More broadly, the
effect of customer satisfaction on total return to shareholders (TRS) is
dramatic. If we compare the TRS of companies with above- and below-average
customer satisfaction scores, the leaders achieve four times the growth in
value of the laggards over a ten-year period, according to data from the
American Customer Satisfaction Index and the Medallia Institute
This article highlights
two lessons to help companies capture the greatest value from improving their
customer experience.
First, how do you find
out what really matters to customers? Companies that excel at this do two
things: they streamline their operations and take out cost, and they create new
experiences and tap new sources of value. Many organizations simply take a
“problem view”—treating internal processes as a cost that needs to be reduced,
and looking for customer pain points that need to be eliminated. That’s a good
place to start, but if it’s the only view, it misses out on the idea of
creating additional customer value.
One insurance company
invested time in deepening its understanding of the distress customers suffer
when they have an automobile accident and make a claim. The insurer found
customers were extremely dissatisfied with the lengthy process of filing a
claim over the phone, especially the number of back-and-forth calls with the
loss adjuster and the lack of transparency on the status of the claim. The
insurer used this understanding of customer pain points to create a new mobile
app that enables a claim to be filed within a couple of minutes, sends messages
to update customers on the status of their claim, and provides real-time
processing and cash payout. To create additional value for customers, the
insurer went a step further and created a function that allows customers to
make appointments with a repair shop directly via the app.
Another insurer, the
start-up Lemonade, allows distressed customers who have lost property to submit
a claim via a video message on their mobile phone.1The company reviews the
message using anti-fraud algorithms, cross-references it against the customer’s
policy, and then transfers the appropriate funds to the customer’s bank
account. While these are still early days for the start-up, it is declaring
speeds for processing claims in matters of seconds.
By showing empathy with
customers and helping to fix their problems (and even delighting them in the
process), companies like these can tap into a source of tremendous value, find
new business opportunities, and shift their operating model over time.
Once a company has
found out what its customers value, it faces the second big question: how do
you link customer experience to operational improvements? Most organizations
manage operations, track performance, and measure customer satisfaction along
functional lines. Yet the best way to tackle customer experience is to follow
it from the customer’s point of view, along a journey that cuts across
functions and channels. That’s because customers frequently use multiple
channels to interact with their service provider, and need multiple
interactions to complete a transaction.
Imagine you are a
customer trying to resolve an issue. You may need to visit a retail outlet,
phone a call center, visit a website, use an app, or any combination of these. Even
if you are satisfied with each of these interactions individually, rating them
at 85 to 90 percent, your satisfaction with the whole customer journey from
beginning to end—calculated as the product of all four interactions—can still
be low, just 60 percent in this case. To create a great customer journey, you
need more than great touchpoints.
Understanding what matters—and what doesn’t
Before rethinking your
customer experience, look first at your product, price, service, and brand. If
a product is unreliable or its price is too high, not even the most delightful
customer experience will redeem it. Once these essentials are in place, work
out which journeys matter most to customer experience and assess how you
perform in each one so that you can prioritize what to fix to get the most
impact from your improvement effort.
Banking is one industry
where customer experience offers enormous scope for differentiation. We
analyzed the main customer journeys at a sample of US financial institutions to
expose “choke points” where banks consistently underperform and explore
opportunities to address them (see sidebar).2We calculated how much
each customer journey contributed to overall satisfaction and found that the
most critical journeys were using a product or service (which contributed 23
percent to customer satisfaction) and resolving problems (20 percent).
Onboarding new customers—signing up, setting up services, and opening new
accounts—was also extremely important.
Our research indicates
that US banks as a group underperform on customer satisfaction for the two
journeys that matter most: product use and problem resolution. The journeys for
signing up and opening a new account also rank among the worst, often requiring
customers to enter vast quantities of data and navigate numerous application
forms and fields.
A successful improvement
effort begins not by taking an existing portfolio and digitizing it wholesale,
but by radically simplifying both the customer experience and the product or
service at its heart. One telecom provider reduced its product portfolio by 80
percent before streamlining its digital experience and supporting platform.
After rationalizing its offerings, eliminating some process steps, and using
readily available tools to automate others, it managed to cut its sign-up time
for new customers by two-thirds.
Resolving problems is
an area that many customer-facing businesses struggle to get right. Given
self-serve options and simple guidance, customers can often fix problems for
themselves, but companies don’t always provide enough of this support, or
communicate it clearly enough when they do. Another stumbling block is having
customer care that mimics a company’s broader organizational set-up, complete
with product silos. Customers dealing with a credit-card issue and a mortgage
issue can often experience two entirely different processes at the same bank,
and find themselves being transferred from one function to another because each
group can help with only one aspect of their problem.
When companies rethink
their customer experience, digitization allows them to work backward from what
customers would like to see instead of getting bogged down in incremental
improvements. This clean-sheet approach encourages greater ambition, not
shaving 20 percent off the time it takes to open an account, say, but slashing
it by 80 percent or more. When one major North American bank revamped its
deposit-account journey, it managed to reduce the time from sign-up to working
account from two weeks to less than ten minutes.
Eliminating problems or
saving customers—and the business—time and effort is only the beginning,
though. Much more value can be created when we understand what else we can do
to satisfy an unmet need or spark delight. To do that requires working much
more closely and directly with customers: observing them during interactions,
asking how they are feeling, and mapping their emotional state at every
touchpoint in the journey.
The insurance company
mentioned earlier found that taking care of an anxious customer who had
suffered an auto accident was a great opportunity to make a friend, build
loyalty, and reduce claims payouts by recommending preferred repair services.
In an industry where differentiation is hard to achieve through products alone,
providing a turnkey service that spans the whole process from identifying the cause
of damage to finding a repair provider to paying the bill proved to be a
valuable new business opportunity.
Linking journeys to operations and value creation
Digital innovation and
user feedback provide a catalyst to simplify products and customer experience,
but to capture economic value, you need to take a further step: link the new
experience to underlying operational processes. That requires an understanding
of two things: what creates value across a given journey from the customer’s
point of view (faster cycle time, personalization, cross-channel functionality,
and so on) and what drives business costs and revenues (number of manual
touches, extent of customer fallout, additional product sales, and so on).
When businesses are
trying to see journeys as customers see them, it can be hard to shake off a
frame of mind that revolves around internal processes, structures, and KPIs. It
may take a deliberate effort to stop thinking “this change might be difficult
to implement” or “that cost has to be reduced” and start thinking what the
customer wants instead. Small changes can help to create the right mind-set,
such as the insurance company’s decision to stop referring to customers by
their claims numbers.
Describing journeys
from the customer’s perspective—“I wait in line” or “I receive
a bill”—is also helpful in exploring what can go wrong and how to put it right.
When an airport realized that customers queuing for security checks often
worried they might miss their flights, it introduced new signs giving a rough
indication of waiting times. Another company investigating customers’
experience of repairs found they preferred knowing when a technician would
arrive to having a shorter wait with more approximate timing. This insight led
the company to improve its control over scheduling and start tracking the
whereabouts of field staff in real time—which in turn meant investing in GPS
and dynamic dispatch technology, overhauling staffing levels and costs, and
rethinking the operating model.
In our survey of US
customers, we also investigated which parts of banking journeys had the biggest
impact on satisfaction, and how well banks performed in them. In the sign-up
journey, for instance, what mattered most to customers was the smooth
completion of the application, followed by the availability of information to
help in choosing and comparing products and services; the choice of products
and services; the ease of understanding interest rates, account fees, and other
features; the simplicity of signing up online; and finally knowing the customer
representative and the quality of his or her service. Among these factors,
customers tended to be most satisfied with the availability of information and
least satisfied with the ease of signing up online.
As well as scoring
poorly for customer satisfaction in general, sign-up is also the journey that
exhibits the widest gap between top performers and the industry average.
Leading banks make it easy and quick, like the bank mentioned earlier that
enables customers to open a functioning deposit account in under ten minutes.
Any bank seeking to improve its sign-up journey should diagnose how its
performance compares with industry benchmarks, customer expectations, and best
practices within and beyond the industry. Then it can focus its improvement
efforts on the drivers that should deliver the most impact.
Delivering a great
customer experience calls for disciplined execution and consistent service
delivery. By analyzing customer journeys, companies can pinpoint the
operational improvements that will have the biggest effect on customer
experience.A North American bank examined how satisfaction among
deposit-account customers was affected by the time it took to apply for an
account, activate it, and receive the account card.
If applications took
more than 20 minutes to complete, the net promoter score (NPS) declined; if
activating the new account took more than a day, or receiving the debit card
and PIN took more than five days, the NPS fell sharply.
An understanding of
break points like these helps companies focus their operational improvements
and target their investments pragmatically, without reaching the stage of
diminishing returns. Once the desired operational improvements have been
identified, organizations can implement them by activating five key capabilities
and approaches from their next-generation operating model:
1. Digitization: the
process of using technology to automate and improve journeys directly.
2. Advanced analytics: the
autonomous processing of data using sophisticated tools to discover insights
and make recommendations.
3. Intelligent process automation: a suite of business-process improvements that
combines process redesign with automation and machine learning to eliminate
repetitive routine tasks.
4. Business-process outsourcing: using resources outside the main business to
complete specific tasks of functions.
5. Lean: a systematic approach
to streamlining processes, eliminating waste, and fostering a culture of
continuous improvement.
For more on this topic,
see “The next-generation operating model for the digital world.”
Bringing it all together
How much companies can
achieve by redesigning customer journeys is demonstrated by a leading global
bank that sought to improve its customer-satisfaction ranking from average to
top three in three years. To identify priorities, the team worked out how much
value could flow to customers and the bank if various journeys were reimagined
and digitized. It determined that onboarding journeys for all products were of
most value, followed by credit-card journeys involving disputes, issuance, and
fraud handling.
The work began with the
transformation of just one credit-card onboarding journey. As the organization
gained experience, the next wave included onboarding journeys for two products,
with four in the wave after that, and so on. The choice and sequencing of the
journeys to transform were always linked to value creation. Over the course of
three years, and after the transformation of multiple journeys, the bank was
able to boost its customer-satisfaction score by 25 percent and generate $1
billion a year in additional customer spending from its credit-card business.
As the other articles
in this collection will show, much of the value of digitization comes from the
way it helps organizations address multiple elements that work together to
create a customer journey—not just the customer experience itself, but all the operational
processes that underpin it. Our advice is:
·
Start with a clear understanding of what
customers value and use it to decide where to focus (and what to deemphasize).
·
Guided by these priorities, simplify and
streamline your underlying product and services; if you don’t, you’re likely to
digitize existing complexity.
·
Link customer value to the operational
drivers that underpin it, then design a new operating model based on these
linkages, working back from the customer and using digital tools to streamline
or automate your processes in line with what customers care about.
·
Tackle the most important customer journeys
one by one and support the effort with operational changes to improve
efficiency and speed.
·
Embed agile, cross-functional ways of working
and reengineer your management system to support continuous improvement.
Organizations that take
these steps can turn customer experience into a source of delight for customers
and a new and sustainable source of differentiation for themselves.
By Shital Chheda, Ewan Duncan, and Stefan
Roggenhofer
http://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/putting-customer-experience-at-the-heart-of-next-generation-operating-models?cid=reinventing-eml-alt-mip-mck-oth-1703
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