Conclusiones del capítulo
3.1. Una breve visión panorámica del poder en la historia del tequila
Transforming an organization’s processes and culture to focus on customer journeys requires both top-down, judgment-driven evaluation and bottom-up, data-driven analysis. In our experience, these approaches work best when companies pursue them in parallel. The top-down approach spurs leadership engagement, focuses organizational energy, and allows a company to move quickly on known issues—often fixing policies or capturing quick wins that can be pursued from headquarters. The bottom-up approach creates a comprehensive data set that will set priorities and investment decisions, as well as shape a more complete road map for operational work (Exhibit 1).
From the top down . . .
To launch the top-down approach, an executive working session, drawing on existing research, is often sufficient to identify the most significant journeys and the pain points within them—the specific service shortcomings that damage customers’ experiences. That research is typically fragmented and often includes data on the customer volume for a given journey, reasons for call-center complaints, and obvious gaps in performance on the lowest-performing journeys, including the disconnect between promises made in marketing materials and the services actually delivered.
Consider how executive sessions of this type directed attention to key customer-journey problems at three companies. At one fixed-line telecommunications company, the executive A B O U T M C K I N S E Y C A P A B I L I T I E S
Exhibit 1 Transforming an organization’s customer experience requires both top-down, judgment-driven evaluation and bottom-up, data-driven analysis.
Customer Experience 2015 Diagnosing
Exhibit 1 of 2
Bottom-up approach
Integrated fact base on customer journeys • Voice of the customer
• Touchpoint/operational data • Frontline engagement
Value drivers and improvement areas at a journey level
Top-down approach
Executive workshops
Targeted frontline/customer interviews Rough assessment of value drivers
Build excitement Focus on no-brainers Start shaping the plan
Granular priorities Journey-level strategy Value at stake
Source: McKinsey analysis of data provided by ClickFox (a company in which McKinsey is a minority shareholder)
33 A B O U T M C K I N S E Y C A P A B I L I T I E S
team focused on customer research that revealed a 50 percent dissatisfaction rate with the installation process. At a leading energy player, the team targeted the 40 percent churn the company experienced when customers moved. And at another telecom company, executive sessions homed in on the long-running concern about lost revenues caused by the 40 percent of new fiber- optic customers who cancelled before installation or in the first 90 days of their contract.
In each case, the executive attention led to a concerted effort to fix the targeted journeys. Mean- while, leadership’s engagement in “walking the walk” generated a groundswell of support for improvement programs and broader organizational transformation. In most cases, this initial top- down work identifies early wins for the program, often in the form of policy or process changes that can be implemented quickly and centrally. Those early wins set the tone for the rest of the transformation.
. . . and from the bottom up
In recent years, dramatic improvements in data and analytic technologies have allowed companies to take on much more scientific and robust approaches to assess their customers’ experiences. Today, vast amounts of interactions and opinions are captured in data: digital logs, social media and blogs, call recordings, frontline comments and logs, pictures, and videos. This represents a wealth of very specific information from which to pull insights to improve and
better manage customer experience. In addition, data storage has largely become a commodity, and analytical tools like ClickFox1 help connect these data to provide a view over time of each customer’s touchpoints and to help businesses identify patterns and opportunities in these journeys on a nearly real-time basis.
Combining this connected interaction data with more traditional surveys and input representing the voice of the customer such as interaction recording, customer surveys, observations, and focus groups allows companies to surface new insights and conduct customer-experience programs more effectively. Specifically, we have seen this approach create value in three main ways:
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Understanding actual customer journeys. Not all customers undertake the same journey in purchasing a product, experiencing a service, or performing a transaction. Their paths vary, based on personal preferences, available channels, and the way processes are organized. As one utility-company executive puts it, “There are dozens of ways to pay your bill.” Understanding this diversity and connecting it to customer-satisfaction levels is fundamental. The insights aid in understanding the specific elements encouraging customers to become extremely dissatisfied “detractors” or delighted “promoters” but are less useful for parsing the majority of average customers going through their journeys. For instance, one telecom- munications company in the United Kingdom was able to pinpoint the situations where reinstalling Internet services in a new house was the most problematic and then to address them.▪
Prioritizing investments. Tying customer journeys to satisfaction scores allows companies to understand precisely which journeys mean the most to the bottom line and align the possible investments in technology, people, and incentives with expected returns. It also allows companies to understand all the other business factors that a journey affects and the total Making the right diagnosis of your customer experiencesvalue at stake. Journeys will typically affect the cost to manage customers through people assignment or calls required to handle the journey. Revenues associated with the journey are also affected, for example, from cross-selling when a customer is taken on board. Finally, there may be other business impact, such as the ability to detect and prevent fraud. One outcome of the diagnostic is a business case at a journey level, which helps set priorities for capturing value from improving the customer experience. For instance, a credit-card player in the United States realized that the value in the customer’s journey to replace his card was not only in making the customer happy but also in being able to quickly revise some bill- payment terms to line up better with the customer’s spending level.