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Transcript of Accenture: Bennet Harvey
Accenture InteractiveCustomer Journey Management: Activating Your Organization
to Manage the End-to-End Customer ExperienceOctober 2015
2
Agenda
• Introduction – 5 min
• Journey Mapping and Customer Journey Management Overview – 30 min
– Exercise 1: Self-assessment of Operating Capability Gaps – 40 min
• Mapping Journey Management Framework to Operating Gaps – 30 min
– Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min
• Wrap-up & Next Steps – 5 min
Copyright © 2015 Accenture All rights reserved.
Introductions
Bennet
Harvey
Bennet is a Senior Manager in Accenture Interactive’s Digital Strategy Group where he leads the delivery of our Customer Journey Management solution. Bennet has over 20 years experience implementing leading practices in Digital Marketing, eCommerce, and Customer Experience Management across Financial Services, Energy, Media and High Technology. He leads Accenture Interactive’s Organizational Design, Governance and Operating Model practice including the Customer Journey Management solution.
Ph: +1 415-537-7885
Office: San Francisco
Copy right © 2015 Accenture All rights reserv ed. 4
About Accenture DigitalHelping over 4,000 clients in 49 countries re-orient their businesses to deliver dynamic analytics-
driven digital experiences and achieve enduring customer relevance at scale.
28,000+ professionals combining digital
strategy, analytics, design, technology,
mobility, and operations in one business
unit
186,000+ across 50 Accenture Global
Delivery Network locations
34 Accenture Interactive design studios,
R&D offices and COEs
23 Accenture Innovation Centers for
Advanced Analytics, home to over 900
data scientists
13 Accenture Innovation centers for
Mobility
• 600+ Digital design & build specialists
• Digital marketing / strategy / design
• 150+ AEM specialists
• eCommerce & content technologies
• 250+ design specialists across 8 countries (US, UK, France, Spain, Germany, Sweden,
Turkey, Finland)
• Experience strategy & design
• 2,000+ digital technology professionals
• 10 Digital Service hubs
• Based in Costa Rica
• Global production design & delivery
Includes acquisitions of key leaders in digital strategy,
design, technology and operations.
5
Agenda
• Introduction – 5 min
• Journey Mapping and Customer Journey Management Overview – 30 min
– Exercise 1: Self-assessment of Operating Capability Gaps – 40 min
• Mapping Journey Management Framework to Operating Gaps – 30 min
– Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min
• Wrap-up & Next Steps – 5 min
Copyright © 2015 Accenture All rights reserved.
Copy right © 2015 Accenture All rights reserved. 6
B2B customers are empowered
80% choose
companies offering
simpler experiences
Delight and disdain
are broadcast
Switching is easier
than ever
The playing field is evolving
New competitors
transforming products >
services > experiences
Pace of innovation
unprecedented
Engagement is on their terms
The funnel is neither
linear nor circular
98% work on tasks
across devices
Lines blurring
between marketing,
commerce and
service
B2B customer expectations are defining new imperatives
7
Across all industries digital is driving organizational change
and creating challenges
Copyright © 2015 Accenture All rights reserved.
Source: Growing the Digital Business: Accenture Mobility Research 2015
85% of executives say their organization is not ready
Executives expect that new digital technologies and customer expectations will
transform their businesses, but many admit their companies are far from
prepared to develop capabilities to meet their challenges.
Source: The State Of Digital Business 2014, Forrester
Leaders focus on programs, not projects
Leaders- Sustainable business value
- Agility/Scalability- Customer-centric
- POC/Portfolio Investment
- Programs/Platforms
Laggards- Web Site- Mobile App- Facebook- Competitor-focused- Product-centric- Technologies/Things
• The rate of change and innovation in the multi-channel customer experience is accelerating
• The scale and agility required to manage highly
targeted experiences far exceeds past one-size-fits-all customer journeys
• A tipping point has been reached, beyond
which past experience governance and operating models are no longer viable
• Current Op / Org / Gov models have achieved
incremental experience changes but not at
scale or with agility
• Aligning leadership and organization to one
North Star accelerates transformational changeTime
Change
2000 2014 2019
Incremental
Change
Transformational
Change
Illustrative
Traditional Org, Op Model,
Governance Methods
Customer
Journey Management
Customer expectations are driving demand for a new CX org,
governance & operating model paradigm
10
Most companies do not consistently differentiate between four
key concepts for effective customer-centric operation
• Outlines how companies manage
their people
• Ensures everyone has a manager
w ho understands their capabilities
and can provide role and career
support and direction
• Lays out compelling career paths
allow ing everyone in the company
multiple directions for grow th
• Allow s companies to eff iciently and
effectively manage the largest
component of cost
• May be stakeholder for role-related
technologies
• Aligns resource activity w ith
business objectives
• Ensures resources from across
organizational functions w ork
together effectively to execute
complex, multi-disciplinary
programs.
• Ow ns and operates the
prioritization and decision-making
processes for Digital and facilitates
fast and effective decisions in times
of ambiguity.
• Is accountable for program
performance against high-level
business value-related KPIs.
• Model for day-to-day Digital
operations including dynamic
aspects of the Digital experience
• Ensures clarity of operating roles
• Defines the stakeholder
engagement model
• Documents key activities in Process
Maps and RACI tables
• Includes metrics for management
against objectives
• Includes operational resource
mgmt.
• Should include change mgmt
Effective Org Design ensures a
company has the right human resources to take advantage of
market opportunities
Effective Governance defines
programs, aligns with business objectives, and increases
probability of success
A well-defined Operating Model
ensures efficiency and quality of digital customer experience
operations
• Ensures predictable, consistent
project/program delivery
• Reduces risk and cost associated
w ith project/program delivery
• Reports on delivery progress
against quality and eff iciency KPIs
• Includes detailed resource
management
Effective Project/Program
Management deploys and manages resources against
project objectives
11
Organizational DesignGovernance Operating ModelProject/Program
Management
Customer Journey Management transforms digital operations
to meet multi-channel experience imperatives
12
From: To:
The company journey to
CJM...
TechnologyFocus
Customer(User) Focus
Touch Points Journeys
Episodic Continuous
• Enterprise orientation to an aligned Experience and operational
“North Star”• Org, op model and governance alignment around multi-channel
journeys, customer centricity, agility and scalability
• Faster recognition, response and validation of customer experience opportunities
• Continuous performance improvement through multi-channel Test & Learn
• Certainty of return on investments in integrated platforms by
activating:• Seamless multi-disciplinary collaboration
• Alignment around journey-based data, analytics and KPIs
Companies have been developing touchpoint-centric episodic journeys and individual digital capabilities
for years, but must now connect them into an end-to-end experience and supporting operating model
Outcomes
Customer Journey Management guides a holistic cross-
channel experience operations methodology
13
• These Focus Areas cannot be separated or
individually prioritized as they co-equally and interdependently drive success.
• Collaboration, journey maps, dashboard tools and
knowledge & insight management methods are key to aligning resources across the enterprise
around common objectives.
Customer Journey Management (CJM) is a transformative
method of organizing and operating to drive continuous experience improvement in near real-time.
CJM integrates the four focus areas to eliminate
roadblocks to end-to-end success across the customer lifecycle, channels and organizational boundaries.
Customer journey management guides a holistic cross-channel
experience operations methodology
14
The four focus areas each contribute key integrated capabilities to bring
companies up the customer experience management maturity curve
TA
JA
SD
BA• Governance Prioritization & Decision Models
• xOrg, Stakeholder & Partner Operating Model
• Organizational Design & Capability Build
• Experience Vision
• Experience / Journey / Service Mapping
• Opportunity Identification
• Design & Execution
• Customer-centric Data and Analytics Architecture
• xChannel Experience Analytics
• Journey-centric Test & Learn
• Customer-centric Tech Architecture
• End-to-end System & Data Integrations
• New Solutions to Support Collaboration, Dashboards,
Agility & Scale
15
This new operating model changes ways of working from top
to bottom of the organization
Copyright © 2015 Accenture All rights reserved.
• New, more dynamic understanding of customer experience opportunities and their impacts on Business Performance and KPIs
• Customer-centric and journey-based strategic view of key investment
opportunities and priorities
C-suite and Business Unit Leads
Digital / Customer Experience Operations
Teams
Digital Platform Project Delivery Teams
Customer-facing Team Members (Call Center,
Field, Service)
• Common source of customer-centric digital platform requirements
• Projects are packaged into programs that deliver complete new
capabilities rather than point technologies
• Stronger understanding of customer personas and related customer journeys supports better decision-making.
• Ability to communicate how roles impact holistic customer success
• Detailed process and job clarity
Stakeholders How role will change under the operating model
• Understanding of the key experience levers that will impact performance.
• Provides agile heat map, prioritization and decision models, and agile processes
to quickly identify and act on digital experience and marketing opportunities.
Baseline customer Journey Maps tell the story of outside-in
customer perceptions Standardized customer lifecycle stages support
enterprise-wide alignment
Journey Research arranges customer
CSAT ratings, interviews and focus groups on a
consistent scale Current State and Target State experience curves reveal gaps and
opportunities
Pain Point and Opportunity highlights
Segment / Persona quotes reveal perspectives
Quotes broken down by
enterprise segments
Subjective experience data should be enhanced with objective Journey Analytics to accurately identify
and prioritize specific hypotheses that will drive performance improvement.
ILLUSTRATIVE
Service Blueprint documents back stage experience operations
Standardized customer lifecycle stages aligns with
the customer-centric Journey Map view
Journey Research arranges employee CSAT
ratings, interviews and focus groups on a consistent scale
Current State and Target State experience curves
reveal gaps and opportunities
Pain Point and Opportunity highlights
Heat Map shows prioritized
opportunities
The combination of perspectives from Journey Maps (outside-in) and Service Blueprints (inside-out)
enable informed experience decision-making
ILLUSTRATIVE
Journey Research makes journey maps actionable
Journey Research creates an Experience Curve based on
customer rating of touch points
Interview and survey narrative feedback can provide color to
ratings, pain point identification
Aggregate ratings by allowing detailed understanding
Segmentation of Journey Research helps to
identify root causes and segment-based
differences in a Heat Map view
Journey Research
includes subjective
inputs including
surveys, interviews and focus groups
ILLUSTRATIVE
Visitor
Display
Store
Sales Partners
Support
Search
Website
Journey AnalyticsJourney Analytics applies objective behavioral data to confirm Journey Research and to drive
experience optimization through Test & Learn
Cross-channel analytics
provides objective data to
balance subjective
information provided by
Journey Research.
Both inputs are needed to
identify and act on
valuable opportunities for
experience improvement.
Journey Path Analysis
Experience Opportunity Heat Map
Cross-Channel Behavior
Journey Maps and Dashboards
Hypothesis generation, test & learn
Hypotheses for new / improved experiences are dependent on
end-to-end data, Journey Analytics, and multi-
disciplinary collaboration
Hypotheses and testing opportunities are prioritized and
sequenced into Quick Wins, Strategic and Cross-Channel
programs
ILLUSTRATIVE
21
The Customer Journey Management operating model requires
working in new ways that some companies find hard to adopt
Copyright © 2015 Accenture All rights reserved.
From:
Old Culture
To:
Journey Management Culture
Risk is to be avoided
Tried, predictable, reliable
Safety in numbers
3-Year Planning Cycle
Rigorously tested, zero defects
Broadcast
One-way communication
Defined interaction points
Risk is chance to learn
Dynamic, evergreen
I act, influence, and own
3-Month planning cycle
Agile, iterative delivery on MVP*
Micro-segments from analytics
Conversation and engagement
Customer initiated channels
Risk
Ownership
Approach
Delivery
Launch Audience
Communications
Channel Focus
Planning Cycle
*MVP means Minimum Viable Product.
22
Agenda
• Introduction – 5 min
• Journey Mapping and Customer Journey Management Overview – 30 min
– Exercise 1: Self-assessment of Operating Capability Gaps – 40 min
• Mapping Journey Management Framework to Operating Gaps – 30 min
– Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min
• Wrap-up & Next Steps – 5 min
Copyright © 2015 Accenture All rights reserved.
Copyright © 2015 Accenture All rights reserved. 23
Exercise 1 - Current State Multi-channel Experience
Management Maturity
In this exercise will capture your company’s Current State and Target State maturity across seven key operational
attributes. As you consider each dimension we will share examples of our experiences. You will also prioritize the
dimensions that are most important for your company and business model.
Instructions:
Action: On the attached page capture your company’s Current State and Target State maturity for each of the seven
key operational attributes. Then in the right column or on red Post-Its capture examples of Current State pain
points and on green Post-Its capture examples of Target State objectives for each dimension.
Discuss: Your pain points and objectives with others in your group. Do they differ by industry? By business model?
Readout: As a group we will share examples of our Current State pain points and Target State objectives, and our
thoughts about the gaps.
Time Boxed
- 30 min group exercise
- 10 min debrief by table representatives
In the next exercise we will discuss how the Customer Journey Management framework can help your company move to
the right on each dimension.
Copyright © 2015 Accenture All rights reserved. 24
Exercise 1 – Experience Mgmt Maturity & Pain Points
Exercise Output SAMPLE
Identify your rough Current State and Target State on each of the following attribute dimensions. You can refer to the
following maturity scale info to understand the appropriate levels. Ideally everyone wants to move all the way to the right,
so Target State should take into consideration your company’s ability to adapt to change.
Current Target Pain Points & Target State Objectives
BU Experience
ManagementCentral Experience Management
Tbd …
Individual
ExperiencesOmni-channelExperiences
Tbd …
Reactive
CommunicationsProactive Communications
Tbd …
Point
SolutionsIntegrated Capabilities
Tbd …
Expert
JudgmentTest & Learn Approach
Tbd …
Hierarchical
DecisionsAgile Decisions
Tbd …
Internal
ResourcesPartnering Model
Tbd …
Op
era
tin
g M
od
el A
ttri
bu
tes
Current State Target State
Copyright © 2015 Accenture All rights reserved. 25
Exercise 1 – Experience Mgmt Maturity & Pain Points
Exercise Output TEMPLATE
Locate your rough Current State and Target State on each of the following attribute dimensions. You can refer to the
maturity scale info on the next page to understand the levels for Basic, Competitive and Leading. Target State should
take into consideration your company’s ability to adapt to change.
Current B C L Target Pain Points & Target State Objectives
BU Experience
Management
Central Experience
Management
Individual
ExperiencesOmni-channelExperiences
Reactive
CommunicationsProactive Communications
Point
SolutionsIntegrated Capabilities
Expert
JudgmentTest & Learn Approach
Hierarchical
DecisionsAgile Decisions
Internal
ResourcesPartnering Model
Op
era
tin
g M
od
el A
ttri
bu
tes
Current State Target State
Copyright © 2015 Accenture All rights reserved. 26
Exercise 1 – Experience Mgmt Maturity & Pain Points
Level Attributes
Operating ModelAttributes
Basic Competitive Leading
Centralized vs. BU Experience Management
De-centralized digital strategy and operations results in inefficiency, poor brand consistency,
Some centralized CX strategy and shared services improve customer experience and efficiency
When applicable, unified centralized CXoperations with robust stakeholder engagement model drives maximum
efficiency and performance
Individual Experiences vs. Omni-channel
Individual touch points designed in org silos or uncoordinated agencies.
Design of extended experiences, but within org solos like Marketing, Sales, Service.
Full-integrated experience design across customer lifecycle and channels drives performance and accountability.
Reactive vs. Proactive Responds to customer or market situations after the fact and slower than competitors.
Mix of reactivity with pilots of innovation and analytics-driven proactivity.
Strong strategic planning balanced with near real-time operational course corrections
Point Solutions vs. Integrated Capabilities
Poorly integrated collection of individual platform components, high IT cost of ongoing integration
Pre-integrated vendor platform lacking some components and with some challenges in data integration.
Full pre-integrated vendor platform with some 360-degree customer data integration.
Expert Judgment vs. Test & Learn
Little ability to target, no testing, subjective experience decisioning
Good ability to target across the experience, limited pilots of AB testing
Strong ability to target across the experience, culture and capability for full-time AB and MV testing
Hierarchical Decisions vs. Collaborative & Agile
Old school governance of capabilities at the top of the org. Little or no agility in guiding CX operations.
Well-defined cross-functional governance of capabilities and operational guardrails. Still operate in
episodic release cycles
Separation of platform/capabilities governance from CX operational governance. CX ops near real-time cross
functional agility.
Internal Resources vs. Partnering Model
Scale limited entirely by internal resources, digital competes with other groups for same pool.
Some 3rd party vendors support scale but ability to regulate volume is limited to step function, not agile.
Well-defined vendor portfolio and SLAs allow for near real-time scaling on a virtually linear basis across critical path capabilities
Copyright © 2015 Accenture All rights reserved. 27
Dimensions Discussion Questions
Central vs. BU Experience Management
• Are most customer experiences crafted by a central CX function, or by distributed business units?
• Which activities should be centralized vs. w hich benefit from specialized, distributed expertise?
• To w hat extent is brand consistency important?
• How much effort is currently duplicated across business units, and in w hich functions?
Individual Experiences vs. Omni-channel
Experience
• Are touch points designed individually, or are they orchestrated as part of customer journeys?
• Is there value to linking experiences into journeys?
• How do your customers use various channels to engage w ith you?
• Who ow ns designed and deployment of customer experiences today?
• If omni-channel experience orchestration is desired, w here should that planning live organizationally?
Reactive vs. Proactive Communications
• Does the organization more frequently seek w ays to anticipate customer needs, or w ays to respond to situations once they have occurred?
• Is call deflection a priority?
• What are some use cases for how customer issues could be mitigated before the customer calls?
• If call deflection is a goal, w hat channels and programs can be used to promote alternative solutions?
Point Solutions vs. Integrated Capabilities
• Are the company’s technologies and capabilities an assembly of individual solutions, or an integrated platform?
• Is the culture focused on building and integrating solutions, or of acquiring best of breed solutions pre-integrated?
• What are current pain points associated w ith the current level of integration?
• How does the level of application integration differ from the level of data integration?
Expert Judgment vs. Test & Learn
• Does the company have a test, learn and share discipline, or confidence that individual expertise w ill deliver positive results?
• Is leadership committed to the value of analytics and testing?
Hierarchical Governance vs. Collaborative
(Agile, Fail Fast)
• Are CX investments driven from the top of the org chart?
• Does cross-disciplinary collaboration drive CX?
• Is the cultural decision framew ork about consensus, or fail fast?
• How empow ered are front line managers to make decisions about customer experience improvements?
• Is there a methodology for prioritizing opportunities, is it ‘f irst come, f irst served”, or do politics drive priorities?
Scale Internally vs. Partnering Model
• Is the company’s ability to scale limited by internal resources or are partners integrated throughout the operating model?
• Is the company experiencing pain around scaling operations to meet the demands of a personalized multi-channel customer experience?
• How strong is Digital leadership in managing a complex ecosystem?
• Is there a suff icient local market for needed skills?
Exercise 1 - Discussion Topics
28
Agenda
• Introduction – 5 min
• Journey Mapping and Customer Journey Management Overview – 30 min
– Exercise 1: Self-assessment of Operating Capability Gaps – 40 min
• Mapping Journey Management Framework to Operating Gaps – 30 min
– Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min
• Wrap-up & Next Steps – 5 min
Copyright © 2015 Accenture All rights reserved.
Experience management target capability model
Consulting
Services
Globalization
StrategyProduct
Strategy
Digital
Strategy
Innovation
Scouting
Content
Optimization &
Production
Services
Digital Asset
ProductionLibrarian
Business
Partners
Product
Managers
Technology
Platform
Steering
Content Creation
Services
Content Tagging
CopyeditingAsset Dev.
(Image/Video)
Creative
ServicesFront End
DevelopmentUser Experience
Design
Application
Services
Quality
AssuranceTemplate
Development
Site
Enhancement
Platform
Services
Network
DesignInfrastructure
Support
Server
Configurations
SEO
Agencies
Personalization
Strategy
Content Opt.
Scouting
Marketing
Strategy
Content
Strategy
Reporting &
AnalyticsData & Tool
Mgmt.Tagging
Support
Digital Reporting &
Attribution
Ad Hoc
Analytics
Cross Functional
Services
GovernanceExperience
Vision
Program
Management
Funding
Model
Content Launch
Service (DPM)Production Service
Coordination
Org Design
Change
Management
Transition
ManagementTraining
Knowledge
Management
Program
Communications
Support
Services
Content Maint. &
Publishing
User
Management
Workflow
Management
Tier 1 / Tier 2
Support
Localization
Coordination
Journey
Mapping
Campaign
Mgmt. Service
Platform
Governance
Testing &
Optimization
Overlay Dev.
Experience
Governance
Collaboration
Vendors
Prioritization &
Decision ModelsBrand
Standards
Journey
Analytics
Digital organization design
At each stage of digital maturity organizations adopt one or a hybrid of organization models
along a spectrum which balance roles between a centralized Digital “Hub” and business unit or regional “Spokes”
3
• customization and progressive socialization
• Depending on a company’s industry, business
model, culture and digital maturity, the right
solution can vary widely
• Many new roles have been emerging in recent years to support customer-centricity and end-
to-end experience management
• Senior leadership commitment is key to the success of organizational change
Digital organization models overviewAt each stage of digital maturity, organizations typically adopt one or a combination of different
organization models which balance roles between a centralized Digital “Hub” and business unit “Spokes”
Cor porateCor porate
Potential other
business acitivites
Digital /
eBusiness
Decentralized Shared Services Center of Excellence Centralized Digital-only / Spin-Off
Business Unit
Business Unit
Technical Infrastructure
Digital strategy
Digital strategy
Separate entity focused on digital only
eCommerce business
CoE prov ides expertise, rules & supports strategy
In cases, COE and Shared Serv ices (execution) can be
integrated into one entity
Each BU manages digital strategy and
deliv ery independently,
with little exchange
BU manages digital business and priorities
Centralized shared serv ices f or excecution (IT-driven
and output f ocused)
Complete f ocus on digital
Scale / agility / skills
In case of other activities, potential conf lict of positioning
+
-
Central access to digital skills/delivery combined
with close business link
Digital ‘consistency’
Dual reporting, may lead
to limited BU control
Requires heav y
gov ernance
Single centralized unit
Unit may reside in other
f unction e.g. Marketing, Channel f unction
+
-
Scale & agility ef fects f or digital inf rastructure
Strategy is close to BU
Cost ef ficiencies
Split accountability
Relies on business/IT
collaboration
+
+
-
Very close to BU/ f unction needs
Suitable when small digital business impact
Limited re-use/scale
Low f lexibility/long cycles
IT costs can explode
+
-
Digital execution
Digital execution
Cor porate
Business Unit
Business Unit
Technical Infrastructure
Digital strategy
Digital strategy
Digital execution (shared services)
Cor porate
Business Unit
Business Unit
Technical Infrastructure
Digital strategy
Digital execution( as Shared services)
Digital CoE
Cor porate
Business Unit
Business Unit
Technical Infrastructure
Strategy & Execution
Digital
Digital is low priority / early stage Digital is minor priority Digital is major priority Digital is core to the business Digital is the business
+++
Digital growth/innov ation
Ef f ective skill allocation
Full integration across
BUs and central entity
Potential disconnect
with smaller BU or local needs & priorities
+++
-
+
Digital strategy
Digital Adoption and Maturity Increase
---
---
Digital Governance
We begin Target Operating Model (TOM) engagements by establishing and launching the latest
governance structures and protocols so they can guide the implementation of org and op model changes
3
• Governance over capability and platform investments must be separated from oversight
of the day-to-day customer experience
• CX operational governance is composed of full-time experience-related team members
and meets as often as daily.
• Platform governance is more aligned with release cycles and meets on monthly or
quarterly cycles
• Governance is supported by clear membership
roles and protocols, as well as tools including dashboards, prioritization and decision
models.
Copy right © 2015 Accenture All rights reserv ed. 33
New agile & scalable 2-tiered governance modelTo enable agile and scalable operations it’s necessary to empower the front lines of the organization to
implement customer experience priorities in agreed upon decision models
PRODUCT
MANAGEMENT
CHANNEL
OPERATIONS
CREATIVE SVCS
MANAGER
CAMPAIGN
MANAGEMENT
CUST EXPERIENCE
STRATEGY
CONTENT
STRATEGY &
OPS
ANALYTICS &
INSIGHTS
CUSTOMER DATA
STRATEGY
MANAGER
ACCOUNT
MANAGEMENT
Customer Experience
Operational Governance
Customer Experience
Strategic Governance
CUST EXPERIENCE
STRATEGY
CUSTOMER DATA
STRATEGY
MANAGER
ACCOUNT
MANAGEMENT
BUSINESSUNIT
STAKEHOLDER
BUSINESSUNIT
STAKEHOLDER
BUSINESSUNIT
STAKEHOLDER
DIGITAL
MARKETING
COMM & CONTENT
STRATEGY
CUST
EXPERIENCE STRATEGY
CUSTOMER
ANALYTICS & INTEL
TRADITIONAL COE
ROLES EMERGING ROLES
Experience DeliveryExperience Operational
Governance
Platform & Capability
Governance
Platform &
Capability Delivery1.0
2.0
Most companies have focused on building their experience management platform. Specialized focus is now
needed on Experience Operational Governance to deliver ROI targets.
A second tier of governance is needed to ensure experience-
centric focus
Experience governance ensures customer-centric focus
Decision Model Stack Ranking
Request / Need / Idea Generation
Agile Impact / Effort Analysis
Project Planning & Resource Mgmt
Validation / Rationalization with UX Vision
Project & Test Planning, Resource Mgmt
Experience Delivery & Ops
• Detailed Requirements• Final Funding and
Resource Availability Checks
• Update Journey Maps• Lock in Success Metrics
• HL Impact from Finance model • HL Effort from Resource model• Governance balances model
assumptions for agility vs. precision
2.1 2.2
2.3
2.4
2.5
2.6
Sources: Ops, Governance, Innovation Program
In Scope and Fit with Existing UX Vision & Priorities?• Vision• Heat Map• Journey Maps• Service Blueprints• Use Cases
Resources for Delivery Now?
• Individual Resource Availability
• Overall Capacity• Scenario Analysis
2.7
For Top-ranked Proposals:• Functional Requirements• HL Project Plan• HL Test Plan, Experiment
Design• HL Resource Plan
Launch Experience Delivery
Gate
Stage• Apply Prioritization & Decision Model
• Generate Stack Ranked Prioritization
CampaignsContent
Touch PointsScriptsTests
ProductsJourneys
Identify Top-ranked Proposals• Quick Wins• Strategic Opportunities
Digital Operating Models
Operating models define engagement across groups within the Digital organization as well as with
Stakeholders, IT partners, and third parties including agencies, vendors and managed service providers
3
• It is important to map engagement connections and negotiate Service Level Agreements
(SLA) to maximize agility and scalability
• Customer experience operating models break away from technology release cycles in order
to identify and capitalize on opportunities in near real-time
• Detail is key in building a successful operating
model so that everyone has clarity about roles
and accountability
• Tools for collaboration, support for prioritization and decision models, and resource
coordination also support agility
An agile means of estimating the Business Value of
opportunities is key to rapid and effective decision-making
37
Lower marketing cost Reduction in mass marketing. Personalized 1-to-1 messaging and offers.
Lower cost of handling customer interactionsBetter customer handling, better call management, improved social management
CostReduction
Higher awareness & relevance in target marketsTarget audiences (as well as individuals ) can be ring fenced and marketing & service made more relevant to drive sales
IncreasedRevenue
Performance ObjectivesLevers
Increase in target acquistionIncreased ability to identify and engage with target consumers and drive higher conversions
Optimize sales performance1-to-1 ability to convert interest to sales and on to advocacy
Increase in offer conv ersion More, but lower volume promotions gives better uplift and ROI
Increase in cross-salesRecommendation engines and cross-sale promotions drive higher sales
True multi-channel capability360 degree view of the consumer’s engagement = ability to select and use all channels based on customer preference
Enhanced Capabilities
Less dependence on retailersBuilding direct relationships direct with consumers removing disintermediation
Speed to market & sales improv edThe ability to identify and engage with individuals allows fast launches to interested consumers through digital channels
Higher loyalty & like-ability True ability to consistently deliver to consumers’ expectations drives repeat usage and brand advocacy
Better data and insightData quality and associated actionable insights are significantly improved enabling personal journeys to the brand
Lower cost of promotional deliv eryDigital delivery of personalized offers reduces complexity and delivery cost
Illustrative Metrics
% increase in direct sales
% increase in targeted campaigns
% improv ement in promoters
scores and f ans
% increase perf ormance
(e.g. $ sales v alue)
% increase response rates
% increase in conv ersion
% increase in associated sales
% integrated customer
database/ customer master
% decrease in operational
promotional costs
% reduction in time to launch
(marketing dimension)
% increase in micro-campaigns
% improv ement in contact
handling
Number of integrated and
pref erred channels f or consumer journey s
38
Agenda
• Introduction – 5 min
• Journey Mapping and Customer Journey Management Overview – 30 min
– Exercise 1: Self-assessment of Operating Capability Gaps – 40 min
• Mapping Journey Management Framework to Operating Gaps – 30 min
– Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min
• Wrap-up & Next Steps – 5 min
Copyright © 2015 Accenture All rights reserved.
Copyright © 2015 Accenture All rights reserved. 39
Exercise 2 - Capabilities to activate your target state of
Customer Journey Management
In this exercise we will identify a selection of Customer Journey Management capabilities that will fill the gaps you identified
in Exercise 1 and help achieve your Target State “North Star”.
Instructions: We will discuss your company’s capability gaps and the list of applicable solutions. Capture the ones that
apply to your company in the supplied template.
Action: Remember the Current and Target States and Pain Points identified in Exercise 1. For each of the
dimensions on the pages that follow, capture examples of Customer Journey Management capabilities that will fill your
identified gaps.
Discuss: Which solutions are most applicable to your company’s gaps? Which are compatible with your company’s
culture and context? Do overall solutions differ significantly by industry?
Readout: We will discuss examples of identified solutions, phasing considerations and approaches, and differences
by industry.
Time Boxed
- 30 min group exercise
- 10 min group discussion
Copyright © 2015 Accenture All rights reserved. 40
Exercise 2 TEMPLATE - Capabilities to activate your
target state of Customer Journey Management
Dimensions Current State Pain Points Target State Capabilities Gap Solutions
CX Centralization
Multi-channel Management
Pro-activity
We will work together to explore how Customer Journey Management capabilities and approaches can help your
company achieve your target state objectives.
Copyright © 2015 Accenture All rights reserved. 41
Exercise 2 TEMPLATE - Capabilities to activate your
target state of Customer Journey Management
Dimensions Current State Pain Points Target State Capabilities Gap Solutions
PlatformIntegration
Test & Learn
Decision Agility
Scaling w/Partners
We will work together to explore how Customer Journey Management capabilities and approaches can help your
company achieve your target state objectives.
42
Customer Journey Management key capabilities to fill
identified gaps
• Experience Vision
• Experience Governance
• Platform Governance
• Prioritization & Decision Models
• Funding Model
• Brand Standards
• Org Design
• Journey Mapping
• Campaign Management Service
• Collaboration
• Program Management
• Digital Strategy
• Personalization Strategy
• Innovation Scouting
• User Experience Design
• Testing & Optimization
• Ad Hoc Analytics
• Digital Reporting & Attribution
• Data & Tool Management
• Knowledge Management
• Program Communications
Copyright © 2015 Accenture All rights reserved.
Copyright © 2015 Accenture All rights reserved. 43
Exercise 2 SAMPLE - Capabilities to activate your
target state of Customer Journey Management
Dimensions Current State Pain Points Target State Capabilities Gap Solutions
CX Centralization
• Good brand guidelines
• Minimal Digital governance
• Limited ability to execute digital strategy cohesively
• Basic outbound communications capabilities
• Leading social media capabilities• Basic content and contact management
• No single 360 view of the customer
• No clear operating model
• No standards to manage internal resources, or third
party vendors• No experience guidelines, journey management, or
usability analysis capabilities
• Robust Digital governance
• Unified 360 view of the customer
• Clearly defined operating model
• Agile Digital resource management
• Fully-mapped customer journeys to support planning and prioritization
Multi-channel Management
• Early customer research
• CX activities are ad hoc and don’t drive tow ard a
holistic customer strategy
• Some competitive capabilities in digital marketing,
mobile and online transactions• No capabilities in personalization and digital
commerce
• Robust qualitative (surveys) and quantitative
(behavioral) customer research
• Comprehensive journey mapping
• Coordinated personalized experience-driving
capabilities across channels and tools• Management of journeys to meet objectives
Pro-activity
• Minimal Digital governance
• Ad hoc activity not driven by holistic CX strategy
• Early customer research
• No clear Digital transformation change plan
• Strong in-house creative team not consistently used beyond basic reactionary maintenance
• Digital governance in context of objectives,
customer feedback, strategic planning
• Continuous change management
• Efficiently managed shared services in support of
proactive execution.
Copyright © 2015 Accenture All rights reserved. 44
Exercise 2 SAMPLE - Capabilities to activate your
target state of Customer Journey Management
Dimensions Current State Pain Points Target State Capabilities Gap Solutions
PlatformIntegration
• No single 360 view of the customer
• Customer intelligence efforts not coordinated
• Information siloed or not captured and stored at all
• Technology foundation offers “competitive” multi-
channel sites (w eb & mobile), security, and performance
• New integrated digital platform and w eb services
layer needed to support a consolidated and
consistent responsive UX
• Provide the business w ith autonomy from IT
release cycles
Test & Learn • Basic digital analytics
• No single 360 view of the customer
• Information siloed or not captured and stored at all
• Capabilities limited for CX optimization
• Robust digital analytics
• Unified 360 view of the customer
• Test & Learn core competency and tools
Decision Agility • Minimal governance exists today
• Can’t execute the digital strategy in a cohesive and
collaborative manner
• Basic digital analytics
• CX activities are ad hoc and not driving tow ards a holistic customer strategy
• No clear operating model or standards to manage
internal resources, projects and third party vendors
• Separation of CX capability and operations
governance
• Push CX decisioning dow n in the organization
• Data democratization
• Agile prioritization and decisioning models anchored in business value
• Clearly defined collaboration circles and tools
• Strong qualitative customer satisfaction research
• Strong quantitative Digital analytics
Scalingw/Partners
• No clear operating model
• No standards to manage third party vendors
• Vendor selection and management is by team or
business
• Integrated operating model coordinating internal
and 3rd party resources
• Integrated standards, guidelines, style guide
• Proactive governance & resource planning
45
Agenda
• Introduction – 5 min
• Journey Mapping and Customer Journey Management Overview – 30 min
– Exercise 1: Self-assessment of Operating Capability Gaps – 40 min
• Mapping Journey Management Framework to Operating Gaps – 30 min
– Exercise 2: Identifying Your Target State Capabilities “North Star” – 40 min
• Wrap-up & Next Steps – 5 min
Copyright © 2015 Accenture All rights reserved.
Thank you
Bennet
Harvey
Bennet is a Senior Manager in Accenture Interactive’s Digital Strategy Group where he leads the delivery of our Customer Journey Management solution. Bennet has over 20 years experience implementing leading practices in Digital Marketing, eCommerce, and Customer Experience Management across Financial Services, Energy, Media and High Technology. He leads Accenture Interactive’s Organizational Design, Governance and Operating Model practice including the Customer Journey Management solution.
Ph: +1 415-537-7885
Office: San Francisco