Everything is changing - there’s lots that is on and it seems that nothing is the same anymore.
The customer is in control today - expressive, demanding & clears about his/her choices, preferences, expectations, is very specific about the products and services he/she wants. The era of customer experience & customer engagement is here -and organisations that our realising this and integrating this into their strategy & operations are benefitting, while organisations still operating in the traditional model of “let’s make a good product/service” and sell are beginning to lag behind others.
customer journey mapping is a powerful, fast & easy to identify opportunities methodology.
The question is - which view is more important, the company’s view of the lens through which the customer is seeing - which customer journey mapping reveals? read more to understand this some more...
organisations living up to the brand-sales promise are rare.
organisations in the forefront lead on delivering consistently on the sales & brand promise, and thereby enjoy many important benefits. They become preferred suppliers and boost customer loyalty/retention. They drive one-call/contact resolution in their contact centres and streamlining their prospect-supply- service chains. They are seeing early warning signs of issues, so they can improve products & change operational strategies and quicker redressals, often on the fly. But most of all, they are seeing how customers may have received an inconsistent experience in the past and understanding how changes in operations, process, empowerment, metrics, culture, and technology can rapidly turn red flags into revenue and profitability gains.
read to learn the "how" and related aspects of this important subject...
innovation is critical for organisations to survive & thrive today - given the 4th industrial revolution that is on. And so is Customer experience management - delivering a smooth & friction less customer experience(CX). Soliciting, obtaining mapping customer feedback is criticalfor improving CX & Innovation.
Providing an effortless experience for customers might seem easier than ever—after all, customers enjoy a wealth of service channels that previous generations could only dream of. Self-service, email, live chat, social media—with so many options for assistance, customers simply need to choose how they want to get help, right? Well, not exactly. Here are a few keep-in-minds for you.
is brick and mortar RETAIL on decline? Is online RETAIL booming?? or is RETAIL changing again ? is there an opportunity in this sector(like most others to improve customer experience)?
We’re often amazed to see how few organisations actually do customer journey mapping and/or objectively measure & map customer satisfaction? The number of organisations whose websites carry wrong phone numbers /email addresses for customers to call - also seems be ubiquitous. And while they do bench mark themselves (with peers), on traditional metrics like revenues, sales & market share, profitability, shouldn’t they first map the customer journeys’ & measure, benchmark customer / user experience(CX) delivered - and on an end to end basis, as seen from the customer’s eyes?
managing customer experience is not easy - requires an end to end, from the eyes of customer approach & operating discipline, to consistently deliver a smooth CX, with interventions often needed across operating structure, processes, measures & KPIs, etc - and leveraging design thinking, customer journey mapping, mystery shopping & feedback as a strategic tool to drive continuous improvement in CX.
Customer journey mapping has taken businesses by storm.
Given the onset of the 4th industrial revolution, with rapid change & evolving business and operating models, customer journey mapping is one of the latest management practices and an effective, agile tool for customer experience management & improvement - for organisations of any size(start ups to the largest)- as it helps to uncover oppertunity areas from the persoective of the customer/user.
We are in the midst of the 4th industrial revolution - with tremendous technological & disruptive changes taking place which are also accelerating - which are in turn getting driven by a more and more powerful consumer/user, with significant implications for all organizations today- in the age of customer experience.
Worldwide, most valuable organizations working in different B2B sectors want to enhance customer satisfaction, loyalty and retention – the ticket to sustenance & growth. Since this is easier said than done, question is how can we measure & manage this systemically.
For starters, it’s intuitive to surmise that customer experience across all customer touch points needs to be managed and that clients may want to give feedback, which needs to be heard, captured accurately and when necessary addressed.
Regular measurement of satisfaction levels by B2B surveys is a specialized activity and should be done by experts & independently (as research indicates thatB2B clients often open up and give more candid feedback, if the surveys are administered independent of the organisation, albeit on behalf of the organisation).
Centers of Excellence
There is a lot of talk around the creating Centers of Excellence (COE) in the business circles today. The concept of Centers of Excellence has become very popular especially in the technology driven ITES & BPO sector. With emergence of SMB players in this market, the industry leaders have started positioning themselves as Domain Experts & Industry Leaders with developing Centers of Excellence in various domains/verticals/horizontals.
SMB players in the ITES sector are operating as if nothing has changed, when the world of IT & BPO has changed radically and continues to evolve - requiring them to become an integrated "as a service" companies, which are narrow domain specialist service providers - rather than the traditional generalist " we can do what you tell us to do" time and material traditional players. Lots need to be done by the sector to stay relevant & grow. Learn how.
Perspectives on Risk & Compliance management - important but difficult to implement paradigm - for organisations today.
Why developing Risk & Compliance(R&C) Management Governance?
Compliance and Risk Management is often misunderstood and sometimes misapplied, but is vital to any organisation.
- It is central, if applied properly, to any organisation’s viability, direction, effectiveness- and is very important for managing an organisation’s growth and scalability.
- Every organisation should strive to build a compliant organisation not only for traditional reasons like avoiding any criminal prosecutions by regulators resulting in defamation of the company, but also for attracting & retaining clients.
Having an independent Risk & Compliance Management function is critical from many aspects, particularly when dealing with industry sectors like banking, insurance, telecom, where the regulatory implications/penalties in the event of any errors are significant. Also consumer activation is growing and consumer protection in countries like US/International markets is enforced far more vigorously than in some of the developing countries - but is changing fast – and so a stronger compliance and risk mitigation framework is important for an organisation's growth. Over time, the investment pays back, by lower operating losses, penalties and possibility of obtaining higher pricing in the market.
Having a strong R&C process will also make it easier for an organisation to get certifications from external auditors.
Easier said than done !
SO WHAT NEEDS TO BE TYPICALLY DONE?
-One key step will be for TBSS Risk and compliance unit to develop and generate a comprehensive risk mitigation and compliance checklist at an organisation as for each operating unit/division within the organisation, for all units to check themselves on the same.
The organisation should develop a comprehensive and exhaustive checklist of risk & compliance management in sync with the industry, sector geography, regulatory environment and the strategic + operational objectives of the organisation. Once developed the organisation to strive to use the SAME Risk & Compliance assessment checklist across all its operating units – to ensure all units are being measured on the same/similar parameters on all aspects of risk mitigation and compliance adherence the checklist however can evolve based on root cause analysis on specific incidents and feedback from all stakeholders, including employees, customers, shareholders and regulators - and should be viewed as a living and evolving checklist. A typical risk and compliance management cycle is elucidated above.
Hexagon Consulting’s Strengths as your consulting & professional services partner
Our consultants based at Delhi in India as, have deep understanding of risk & compliance management having worked both in India and most markets around the world including Philippines, Mexico, US, Europe, etc. We have considerable experience of working with clients both in India and overseas and developing risk & compliance managemen frameworks like Risk & Compliance self-assessment, organisational structure & SOPs to enable implementation and institutionalising a culture of compliance and risk mitigation in the organisation.
Also we have the capability to do risk & compliance management audits & due-diligence to identify organisational gaps in this important area. Specifically in the Banking & financial services space we are currently working in the KYC & AML space - in partnership with an affiliate firm of KYC-AML SMEs Bryant & Associates, based at Hayville, US.
India has been the biggest beneficiary of the outsourcing boom over the last 2-3 decades – and is today the largest destination for sourcing IT & BPO services.Lately Competition has emerged. Countries like Philippines, China, South Africa and Brazil have been playing catch up and are seen to some extent as alternate destinations for outsourcing to India.