Besides the small introduction, subscribers and consulting clients within this management domain have access to:
Understand the benefits of a robust CXM strategy.
Identify drivers and objectives for CXM using a persona-driven approach and deploy the right applications to meet those objectives.
Complete the initiatives roadmap for CXM.
Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Establish a consistent vision across IT, marketing, sales, and customer service for CXM technology enablement.
A clear understanding of key business and technology drivers for CXM.
1.1 CXM fireside chat
1.2 CXM business drivers
1.3 CXM vision statement
1.4 Project structure
CXM vision statement
CXM project charter
Create a set of strategic requirements for CXM based on a thorough external market scan and internal capabilities assessment.
Well-defined technology requirements based on rigorous, multi-faceted analysis.
2.1 PEST analysis
2.2 Competitive analysis
2.3 Market and trend analysis
2.4 SWOT analysis
2.5 VRIO analysis
2.6 Channel map
Completed external analysis
Strategic requirements (from external analysis)
Completed internal review
Channel interaction map
Augment strategic requirements through customer persona and scenario development.
Functional requirements aligned to supporting steps in customer interaction scenarios.
3.1 Persona development
3.2 Scenario development
3.3 Requirements definition for CXM
Personas and scenarios
Strategic requirements (based on personas)
Using the requirements identified in the preceding modules, build a future-state application inventory for CXM.
A cohesive, rationalized portfolio of customer interaction applications that aligns with identified requirements and allows investment (or rationalization) decisions to be made.
4.1 Build business process maps
4.2 Review application satisfaction
4.3 Create the CXM application portfolio
4.4 Prioritize applications
Business process maps
Application satisfaction diagnostic
Prioritized CXM application portfolio
Establish repeatable best practices for CXM applications in areas such as data management and end-user adoption.
Best practices for rollout of new CXM applications.
A prioritized initiatives roadmap.
5.1 Create data integration map
5.2 Define adoption best practices
5.3 Build initiatives roadmap
5.4 Confirm initiatives roadmap
Integration map for CXM
End-user adoption plan
Initiatives roadmap
"Customers want to interact with your organization on their own terms, and in the channels of their choice (including social media, mobile applications, and connected devices). Regardless of your industry, your customers expect a frictionless experience across the customer lifecycle. They desire personalized and well-targeted marketing messages, straightforward transactions, and effortless service. Research shows that customers value – and will pay more for! – well-designed experiences.
Strong technology enablement is critical for creating customer experiences that drive revenue. However, most organizations struggle with creating a cohesive technology strategy for customer experience management (CXM). IT leaders need to take a proactive approach to developing a strong portfolio of customer interaction applications that are in lockstep with the needs of their marketing, sales, and customer service teams. It is critical to incorporate the voice of the customer into this strategy.
When developing a technology strategy for CXM, don’t just “pave the cow path,” but instead move the needle forward by providing capabilities for customer intelligence, omnichannel interactions, and predictive analytics. This blueprint will help you build an integrated CXM technology roadmap that drives top-line revenue while rationalizing application spend."
Ben Dickie
Research Director, Customer Experience Strategy
Info-Tech Research Group
Info-Tech Insight
CXM - Customer Experience Management
CX - Customer Experience
CRM - Customer Relationship Management
CSM - Customer Service Management
MMS - Marketing Management System
SMMP - Social Media Management Platform
RFP - Request for Proposal
SaaS - Software as a Service
Today’s consumers expect speed, convenience, and tailored experiences at every stage of the customer lifecycle. Successful organizations strive to support these expectations.
67% of end consumers will pay more for a world-class customer experience. 74% of business buyers will pay more for strong B2B experiences. (Salesforce, 2018)
(Customer Experience Insight, 2016)
Customers expect to interact with organizations through the channels of their choice. Now more than ever, you must enable your organization to provide tailored customer experiences.
Providing a seamless customer experience increases the likelihood of cross-sell and up-sell opportunities and boosts customer loyalty and retention. IT can contribute to driving revenue and decreasing costs by providing the business with the right set of tools, applications, and technical support.
Cross-sell, up-sell, and drive customer acquisition.
67% of consumers are willing to pay more for an upgraded experience. (Salesforce, 2018)
80%: The margin by which CX leaders outperformer laggards in the S&P 500.(Qualtrics, 2017)
59% of customers say tailored engagement based on past interactions is very important to winning their business. (Salesforce, 2018)
Focus on customer retention as well as acquisition.
It is 6-7x more costly to attract a new customer than it is to retain an existing customer. (Salesforce Blog, 2019)
A 5% increase in customer retention has been found to increase profits by 25% to 95%. (Bain & Company, n.d.)
Organizations are prioritizing CXM capabilities (and associated technologies) as a strategic investment. Keep pace with the competition and gain a competitive advantage by creating a cohesive strategy that uses best practices to integrate marketing, sales, and customer support functions.
87% of customers share great experiences they’ve had with a company. (Zendesk, n.d.)
61% of organizations are investing in CXM. (CX Network, 2015)
53% of organizations believe CXM provides a competitive advantage. (Harvard Business Review, 2014)
Top Investment Priorities for Customer Experience
(CX Network 2015)
Get ahead of the competition by doing omnichannel right. Devise a CXM strategy that allows you to create and maintain a consistent, seamless customer experience by optimizing operations within an omnichannel framework. Customers want to interact with you on their own terms, and it falls to IT to ensure that applications are in place to support and manage a wide range of interaction channels.
Omnichannel is a “multi-channel approach to sales that seeks to provide the customer with a seamless transactional experience whether the customer is shopping online from a desktop or mobile device, by telephone, or in a bricks and mortar store.” (TechTarget, 2014)
97% of companies say that they are investing in omnichannel. (Huffington Post, 2015)
23% of companies are doing omnichannel well.
The success of your CXM strategy depends on the effective interaction of various marketing, sales, and customer support functions. To deliver on customer experience, organizations need to take a customer-centric approach to operations.
From an application perspective, a CRM platform generally serves as the unifying repository of customer information, supported by adjacent solutions as warranted by your CXM objectives.
CXM ECOSYSTEM
Customer Relationship Management Platform
CXM solutions are a broad range of tools that provide comprehensive feature sets for supporting customer interaction processes. These suites supplant more basic applications for customer interaction management. Popular solutions that fall under the umbrella of CXM include CRM suites, marketing automation tools, and customer service applications.
Microsoft Dynamics
Adobe
Marketo
sprinklr
Salesforce
SugarCRM
Strong CXM applications can improve:
Technology is the key enabler of building strong customer experiences: IT must stand shoulder-to-shoulder with the business to develop a technology framework for CXM.
(Harvard Business Review, 2014)
Only 19% of organizations have a customer experience team tasked with bridging gaps between departments. (Genesys, 2018)
IT and Marketing can only tackle CXM with the full support of each other. The cooperation of the departments is crucial when trying to improve CXM technology capabilities and customer interaction and drive a strong revenue mandate.
CASE STUDY
Industry Entertainment
Source Forbes, 2014
Blockbuster
As the leader of the video retail industry, Blockbuster had thousands of retail locations internationally and millions of customers. Blockbuster’s massive marketing budget and efficient operations allowed it to dominate the competition for years.
Situation
Trends in Blockbuster’s consumer market changed in terms of distribution channels and customer experience. As the digital age emerged and developed, consumers were looking for immediacy and convenience. This threatened Blockbuster’s traditional, brick-and-mortar B2C operating model.
The Competition
Netflix entered the video retail market, making itself accessible through non-traditional channels (direct mail, and eventually, the internet).
Results
Despite long-term relationships with customers and competitive standing in the market, Blockbuster’s inability to understand and respond to changing technology trends and customer demands led to its demise. The organization did not effectively leverage internal or external networks or technology to adapt to customer demands. Blockbuster went bankrupt in 2010.
Customer Relationship Management
Blockbuster did not leverage emerging technologies to effectively respond to trends in its consumer network. It did not optimize organizational effectiveness around customer experience.
CASE STUDY
Industry Entertainment
Source Forbes, 2014
Netflix
Beginning as a mail-out service, Netflix offered subscribers a catalog of videos to select from and have mailed to them directly. Customers no longer had to go to a retail store to rent a video. However, the lack of immediacy of direct mail as the distribution channel resulted in slow adoption.
The Situation
In response to the increasing presence of tech-savvy consumers on the internet, Netflix invested in developing its online platform as its primary distribution channel. The benefit of doing so was two-fold: passive brand advertising (by being present on the internet) and meeting customer demands for immediacy and convenience. Netflix also recognized the rising demand for personalized service and created an unprecedented, tailored customer experience.
The Competition
Blockbuster was the industry leader in video retail but was lagging in its response to industry, consumer, and technology trends around customer experience.
Results
Netflix’s disruptive innovation is built on the foundation of great CXM. Netflix is now a $28 billion company, which is tenfold what Blockbuster was worth.
Customer Relationship Management Platform
Netflix used disruptive technologies to innovatively build a customer experience that put it ahead of the long-time, video rental industry leader, Blockbuster.
Creating an end-to-end technology-enablement strategy for CXM requires a concerted, dedicated effort: Info-Tech can help with our proven approach.
Build the CXM Project Charter
Conduct a Thorough Environmental Scan
Build Customer Personas and Scenarios
Draft Strategic CXM Requirements
Build the CXM Application Portfolio
Implement Operational Best Practices
Info-Tech draws on best-practice research and the experiences of our global member base to develop a methodology for CXM that is driven by rigorous customer-centric analysis.
Our approach uses a unique combination of techniques to ensure that your team has done its due diligence in crafting a forward-thinking technology-enablement strategy for CXM that creates measurable value.
CASE STUDY
Industry Professionals Services
Source Info-Tech Workshop
The Situation
A global professional services firm in the B2B space was experiencing a fragmented approach to customer engagement, particularly in the pre-sales funnel. Legacy applications weren’t keeping pace with an increased demand for lead evaluation and routing technology. Web experience management was also an area of significant concern, with a lack of ongoing customer engagement through the existing web portal.
The Approach
Working with a team of Info-Tech facilitators, the company was able to develop several internal and external customer personas. These personas formed the basis of strategic requirements for a new CXM application stack, which involved dedicated platforms for core CRM, lead automation, web content management, and site analytics.
Results
Customer “stickiness” metrics increased, and Sales reported significantly higher turnaround times in lead evaluations, resulting in improved rep productivity and faster cycle times.
Components of a persona | |
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Name | Name personas to reflect a key attribute such as the persona’s primary role or motivation. |
Demographic | Include basic descriptors of the persona (e.g. age, geographic location, preferred language, education, job, employer, household income, etc.) |
Wants, needs, pain points | Identify surface-level motivations for buying habits. |
Psychographic/behavioral traits | Observe persona traits that are representative of the customers’ behaviors (e.g. attitudes, buying patterns, etc.). |
Create the Project Vision
Structure the Project
Scan the External Environment
Assess the Current State of CXM
Create an Application Portfolio
Develop Deployment Best Practices
Create an Initiative Rollout Plan
Confirm and Finalize the CXM Blueprint
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options
1. Drive Value With CXM | 2. Create the Framework | 3. Finalize the Framework | |
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Best-Practice Toolkit | 1.1 Create the Project Vision 1.2 Structure the CXM Project |
2.1 Scan the External Environment 2.2 Assess the Current State of CXM 2.3 Create an Application Portfolio 2.4 Develop Deployment Best Practices |
3.1 Create an Initiative Rollout Plan 3.2 Confirm and Finalize the CXM Blueprint |
Guided Implementations |
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Onsite Workshop | Module 1: Drive Measurable Value with a World-Class CXM Program | Module 2: Create the Strategic Framework for CXM | Module 3: Finalize the CXM Framework |
Phase 1 Outcome:
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Phase 2 Outcome:
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Phase 3 Outcome:
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Contact your account representative or email Workshops@InfoTech.com for more information.
Workshop Day 1 | Workshop Day 2 | Workshop Day 3 | Workshop Day 4 | Workshop Day 5 | |
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Activities | Create the Vision for CXM Enablement 1.1 CXM Fireside Chat 1.2 CXM Business Drivers 1.3 CXM Vision Statement 1.4 Project Structure |
Conduct the Environmental Scan and Internal Review 2.1 PEST Analysis 2.2 Competitive Analysis 2.3 Market and Trend Analysis 2.4 SWOT Analysis 2.5 VRIO Analysis 2.6 Channel Mapping |
Build Personas and Scenarios 3.1 Persona Development 3.2 Scenario Development 3.3 Requirements Definition for CXM |
Create the CXM Application Portfolio 4.1 Build Business Process Maps 4.2 Review Application Satisfaction 4.3 Create the CXM Application Portfolio 4.4 Prioritize Applications |
Review Best Practices and Confirm Initiatives 5.1 Create Data Integration Map 5.2 Define Adoption Best Practices 5.3 Build Initiatives Roadmap 5.4 Confirm Initiatives Roadmap |
Deliverables |
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Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Proposed Time to Completion: 2 weeks
Step 1.1: Create the Project Vision
Start with an analyst kick-off call:
Then complete these activities…
With these tools & templates:
Step 1.2: Structure the Project
Review findings with analyst:
Then complete these activities…
With these tools & templates:
Phase 1 Results & Insights:
1.1 Create the Project Vision
1.2 Structure the Project
2.1 Scan the External Environment
2.2 Assess the Current State of CXM
2.3 Create an Application Portfolio
2.4 Develop Deployment Best Practices
3.1 Create an Initiative Rollout Plan
3.2 Confirm and Finalize the CXM Blueprint
An aligned, optimized CX strategy is:
Rapid: to intentionally and strategically respond to quickly-changing opportunities and issues.
Outcome-based: to make key decisions based on strong business cases, data, and analytics in addition to intuition and judgment.
Rigorous: to bring discipline and science to bear; to improve operations and results.
Collaborative: to conduct activities in a broader ecosystem of partners, suppliers, vendors, co-developers, and even competitors.
(The Wall Street Journal, 2013)
Info-Tech Insight
If IT fails to adequately support marketing, sales, and customer service teams, the organization’s revenue will be in direct jeopardy. As a result, CIOs and Applications Directors must work with their counterparts in these departments to craft a cohesive and comprehensive strategy for using technology to create meaningful (and profitable) customer experiences.
1.1.1 30 minutes
1.1.2 30 minutes
There’s no silver bullet for developing a strategy. You can encounter pitfalls at a myriad of different points including not involving the right stakeholders from the business, not staying abreast of recent trends in the external environment, and not aligning sales, marketing, and support initiatives with a focus on the delivery of value to prospects and customers.
Common Pitfalls When Creating a Technology-Enablement Strategy for CXM
Senior management is not involved in strategy development.
Not paying attention to the “art of the possible.”
“Paving the cow path” rather than focusing on revising core processes.
Misalignment between objectives and financial/personnel resources.
Inexperienced team on either the business or IT side.
Not paying attention to the actions of competitors.
Entrenched management preferences for legacy systems.
Sales culture that downplays the potential value of technology or new applications.
IT →Marketing, Sales, and Service →External Customers
Internal-Facing Applications
Customer-Facing Applications
Info-Tech Insight
IT often overlooks direct customer considerations when devising a technology strategy for CXM. Instead, IT leaders rely on other business stakeholders to simply pass on requirements. By sitting down with their counterparts in marketing and sales, and fully understanding business drivers and customer personas, IT will be much better positioned to roll out supporting applications that drive customer engagement.
1.1.3 30 minutes
Business Driver Name | Driver Assumptions, Capabilities, and Constraints | Impact on CXM Strategy |
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High degree of customer-centric solution selling | A technically complex product means that solution selling approaches are employed – sales cycles are long. | There is a strong need for applications and data quality processes that support longer-term customer relationships rather than transactional selling. |
High desire to increase scalability of sales processes | Although sales cycles are long, the organization wishes to increase the effectiveness of rep time via marketing automation where possible. | Sales is always looking for new ways to leverage their reps for face-to-face solution selling while leaving low-level tasks to automation. Marketing wants to support these tasks. |
Highly remote sales team and unusual hours are the norm | Not based around core hours – significant overtime or remote working occurs frequently. | Misalignment between IT working only core hours and after-hours teams leads to lag times that can delay work. Scheduling of preventative sales maintenance must typically be done on weekends rather than weekday evenings. |
1.1.4 30 minutes
IT Driver Name | Driver Assumptions, Capabilities, and Constraints | Impact on CXM Strategy |
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Sales Application Procurement Methodology | Strong preference for on-premise COTS deployments over homebrewed applications. | IT may not be able to support cloud-based sales applications due to security requirements for on premise. |
Vendor Relations | Minimal vendor relationships; SLAs not drafted internally but used as part of standard agreement. | IT may want to investigate tightening up SLAs with vendors to ensure more timely support is available for their sales teams. |
Development Methodology | Agile methodology employed, some pockets of Waterfall employed for large-scale deployments. | Agile development means more perfective maintenance requests come in, but it leads to greater responsiveness for making urgent corrective changes to non-COTS products. |
Data Quality Approach | IT sees as Sales’ responsibility | IT is not standing as a strategic partner for helping to keep data clean, causing dissatisfaction from customer-facing departments. |
Staffing Availability | Limited to 9–5 | Execution of sales support takes place during core hours only, limiting response times and access for on-the-road sales personnel. |
1.1.5 30 minutes
1. Based on the IT and business drivers identified, craft guiding principles for CXM technology enablement. Keep guiding principles in mind throughout the project and ensure they support (or reconcile) the business and IT drivers.
Guiding Principle | Description |
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Sales processes must be scalable. | Our sales processes must be able to reach a high number of target customers in a short time without straining systems or personnel. |
Marketing processes must be high touch. | Processes must be oriented to support technically sophisticated, solution-selling methodologies. |
2. Summarize the guiding principles above by creating a CXM mission statement. See below for an example.
Example: CXM Mission Statement
To ensure our marketing, sales and service team is equipped with tools that will allow them to reach out to a large volume of contacts while still providing a solution-selling approach. This will be done with secure, on-premise systems to safeguard customer data.
Determine if now is the right time to move forward with building (or overhauling) your technology-enablement strategy for CXM.
Not all organizations will be able to proceed immediately to optimize their CXM technology enablement. Determine if the organizational willingness, backbone, and resources are present to commit to overhauling the existing strategy. If you’re not ready to proceed, consider waiting to begin this project until you can procure the right resources.
1.1.3; 1.1.4; 1.1.5 - Identify business and IT drivers to create CXM guiding principles
The facilitator will work with stakeholders from both the business and IT to identify implicit or explicit strategic drivers that will support (or pose constraints on) the technology-enablement framework for the CXM strategy. In doing so, guiding principles will be established for the project.
1.1 Create the Project Vision
1.2 Structure the Project
2.1 Scan the External Environment
2.2 Assess the Current State of CXM
2.3 Create an Application Portfolio
2.4 Develop Deployment Best Practices
3.1 Create an Initiative Rollout Plan
3.2 Confirm and Finalize the CXM Blueprint
CXM Strategy Project Charter Template
1.2.1 CXM Strategy Project Charter Template
Having a project charter is the first step for any project: it specifies how the project will be resourced from a people, process, and technology perspective, and it clearly outlines major project milestones and timelines for strategy development. CXM technology enablement crosses many organizational boundaries, so a project charter is a very useful tool for ensuring everyone is on the same page.
Sections of the document:
INFO-TECH DELIVERABLE
CXM Strategy Project Charter Template
Populate the relevant sections of your project charter as you complete activities 1.2.2-1.2.8.
Understand the role of each player within your project structure. Look for listed participants on the activities slides to determine when each player should be involved.
Title | Role Within Project Structure |
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Project Sponsor |
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Project Manager |
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Business Lead |
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Project Team |
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Steering Committee |
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Info-Tech Insight
Do not limit project input or participation to the aforementioned roles. Include subject matter experts and internal stakeholders at particular stages within the project. Such inputs can be solicited on a one-off basis as needed. This ensures you take a holistic approach to creating your CXM technology-enablement strategy.
1.2.2 30 minutes
Hold a meeting with IT, Marketing, Sales, Service, Operations, and any other impacted business stakeholders that have input into CXM to accomplish the following:
Info-Tech Insight
Going forward, set up a quarterly review process to understand changing needs. It is rare that organizations never change their marketing and sales strategy. This will change the way the CXM will be utilized.
In order to gauge the effectiveness of CXM technology enablement, establish core metrics:
Metric Description | Current Metric | Future Goal |
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Market Share | 25% | 35% |
Share of Voice (All Channels) | 40% | 50% |
Average Deal Size | $10,500 | $12,000 |
Account Volume | 1,400 | 1,800 |
Average Time to Resolution | 32 min | 25 min |
First Contact Resolution | 15% | 35% |
Web Traffic per Month (Unique Visitors) | 10,000 | 15,000 |
End-User Satisfaction | 62% | 85%+ |
Other metric | ||
Other metric | ||
Other metric |
Be sure to understand what is in scope for a CXM strategy project. Prevent too wide of a scope to avoid scope creep – for example, we aren’t tackling ERP or BI under CXM.
Establishing the parameters of the project in a scope statement helps define expectations and provides a baseline for resource allocation and planning. Future decisions about the strategic direction of CXM will be based on the scope statement.
Well-executed requirements gathering will help you avoid expanding project parameters, drawing on your resources, and contributing to cost overruns and project delays. Avoid scope creep by gathering high-level requirements that lead to the selection of category-level application solutions (e.g. CRM, MMS, SMMP, etc.), rather than granular requirements that would lead to vendor application selection (e.g. Salesforce, Marketo, Hootsuite, etc.).
Out-of-scope items should also be defined to alleviate ambiguity, reduce assumptions, and further clarify expectations for stakeholders. Out-of-scope items can be placed in a backlog for later consideration. For example, fulfilment and logistics management is out of scope as it pertains to CXM.
In Scope | ||
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Strategy | ||
High-Level CXM Application Requirements | CXM Strategic Direction | Category Level Application Solutions (e.g. CRM, MMS, etc.) |
Out of Scope | ||
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Software Selection | ||
Vendor Application Review | Vendor Application Selection | Granular Application System Requirements |
1.2.3 30 minutes
To form your scope statement, ask the following questions:
Consider the core team functions when composing the project team. Form a cross-functional team (i.e. across IT, Marketing, Sales, Service, Operations) to create a well-aligned CXM strategy.
Required Skills/Knowledge | Suggested Project Team Members |
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Other | |
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Info-Tech Insight
Don’t let your project team become too large when trying to include all relevant stakeholders. Carefully limiting the size of the project team will enable effective decision making while still including functional business units such as marketing, sales, service, and finance, as well as IT.
1.2.4 45 minutes
Build a list of the core CXM strategy team members, and then structure a RACI chart with the relevant categories and roles for the overall project.
Responsible - Conducts work to achieve the task
Accountable - Answerable for completeness of task
Consulted - Provides input for the task
Informed - Receives updates on the task
Info-Tech Insight
Avoid missed tasks between inter-functional communications by defining roles and responsibilities for the project as early as possible.
Benefits of Assigning RACI Early:
1.2.5 30 minutes
Example: RACI Chart | Project Sponsor (e.g. CMO) | Project Manager (e.g. Applications Manager) | Business Lead (e.g. Marketing Director) | Steering Committee (e.g. PM, CMO, CFO…) | Project Team (e.g. PM, BL, SMEs…) |
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Assess Project Value | I | C | A | R | C |
Conduct a Current State Assessment | I | I | A | C | R |
Design Application Portfolio | I | C | A | R | I |
Create CXM Roadmap | R | R | A | I | I |
... | ... | ... | ... | ... | ... |
1.2.6 30 minutes
Key Activities | Start Date | End Date | Target | Status | Resource(s) |
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Structure the Project and Build the Project Team | |||||
Articulate Business Objectives and Define Vision for Future State | |||||
Document Current State and Assess Gaps | |||||
Identify CXM Technology Solutions | |||||
Build the Strategy for CXM | |||||
Implement the Strategy |
Management Support | Change Management | IT Readiness | |
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Definition | The degree of understanding and acceptance of CXM as a concept and necessary portfolio of technologies. | The degree to which employees are ready to accept change and the organization is ready to manage it. | The degree to which the organization is equipped with IT resources to handle new systems and processes. |
Assessment Outcomes |
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Risk |
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1.2.7 45 minutes
Likelihood:
1 - High/Needs Focus
2 - Can Be Mitigated
3 - Unlikely
Impact
1 - High Impact
2 - Moderate Impact
3 - Minimal Impact
Example: Risk Register and Mitigation Tactics
Risk | Impact | Likelihood | Mitigation Effort |
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Cost of time and implementation: designing a robust portfolio of CXM applications can be a time consuming task, representing a heavy investment for the organization | 1 | 1 |
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Availability of resources: lack of in-house resources (e.g. infrastructure, CXM application developers) may result in the need to insource or outsource resources | 1 | 2 |
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1.2.8 45 minutes
Before beginning to develop the CXM strategy, validate the project charter and metrics with senior sponsors or stakeholders and receive their approval to proceed.
Info-Tech Insight
In most circumstances, you should have your CXM strategy project charter validated with the following stakeholders:
1.2.2 Define project purpose, objectives, and business metrics
Through an in-depth discussion, an analyst will help you prioritize corporate objectives and organizational drivers to establish a distinct project purpose.
1.2.3 Define the scope of the CXM strategy
An analyst will facilitate a discussion to address critical questions to understand your distinct business needs. These questions include: What are the major coverage points? Who will be using the system?
1.2.4; 1.2.5; 1.2.6 Create the CXM project team, build a RACI chart, and establish a timeline
Our analysts will guide you through how to create a designated project team to ensure the success of your CXM strategy and suite selection initiative, including project milestones and team composition, as well as designated duties and responsibilities.
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Proposed Time to Completion: 4 weeks
Step 2.1: Scan the External Environment
Start with an analyst kick-off call:
Then complete these activities…
With these tools & templates:
CXM Strategy Stakeholder Presentation Template
Step 2.2: Assess the Current State for CRM
Review findings with analyst:
Then complete these activities…
With these tools & templates:
CXM Strategy Stakeholder Presentation Template
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Proposed Time to Completion: 4 weeks
Step 2.3: Create an Application Portfolio
Start with an analyst kick-off call:
Then complete these activities…
With these tools & templates:
CXM Portfolio Designer
CXM Strategy Stakeholder Presentation Template
CXM Business Process Shortlisting Tool
Step 2.4: Develop Deployment Best Practices
Review findings with analyst:
Then complete these activities…
With these tools & templates:
CXM Strategy Stakeholder Presentation Template
Phase 2 Results & Insights:
1.1 Create the Project Vision
1.2 Structure the Project
2.1 Scan the External Environment
2.2 Assess the Current State of CXM
2.3 Create an Application Portfolio
2.4 Develop Deployment Best Practices
3.1 Create an Initiative Rollout Plan
3.2 Confirm and Finalize the CXM Blueprint
Establish the drivers, enablers, and barriers to developing a CXM technology enablement strategy. In doing so, consider needs, environmental factors, organizational drivers, and technology drivers as inputs.
CXM Strategy
Business Needs | Organizational Drivers | Technology Drivers | Environmental Factors | |
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Definition | A business need is a requirement associated with a particular business process (for example, Marketing needs customer insights from the website – the business need would therefore be web analytics capabilities). | Organizational drivers can be thought of as business-level goals. These are tangible benefits the business can measure such as customer retention, operation excellence, and financial performance. | Technology drivers are technological changes that have created the need for a new CXM enablement strategy. Many organizations turn to technology systems to help them obtain a competitive edge. | External considerations are factors taking place outside of the organization that are impacting the way business is conducted inside the organization. These are often outside the control of the business. |
Examples |
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Info-Tech Insight
A common organizational driver is to provide adequate technology enablement across multiple channels, resulting in a consistent customer experience. This driver is a result of external considerations. Many industries today are highly competitive and rapidly changing. To succeed under these pressures, you must have a rationalized portfolio of enterprise applications for customer interaction.
2.1.1 30 minutes
Take stock of internal challenges and barriers to effective CXM strategy execution.
Example: Internal Challenges & Potential Barriers
Understanding the Customer | Change Management | IT Readiness | |
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Definition | The degree to which a holistic understanding of the customer can be created, including customer demographic and psychographics. | The degree to which employees are ready to accept operational and cultural changes and the degree to which the organization is ready to manage it. | The degree to which IT is ready to support new technologies and processes associated with a portfolio of CXM applications. |
Questions to Ask |
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Implications |
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2.1.2 30 minutes
Existing internal conditions, capabilities, and resources can create opportunities to enable the CXM strategy. These opportunities are critical to overcoming challenges and barriers.
Example: Opportunities to Leverage for Strategy Enablement
Management Buy-In | Customer Data Quality | Current Technology Portfolio | |
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Definition | The degree to which upper management understands and is willing to enable a CXM project, complete with sponsorship, funding, and resource allocation. | The degree to which customer data is accurate, consistent, complete, and reliable. Strong customer data quality is an opportunity – poor data quality is a barrier. | The degree to which the existing portfolio of CXM-supporting enterprise applications can be leveraged to enable the CXM strategy. |
Questions to Ask |
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Implications |
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2.1.3 30 minutes
A successful CXM strategy requires a comprehensive understanding of an organization’s overall corporate strategy and its effects on the interrelated departments of marketing, sales, and service, including subsequent technology implications. For example, a CXM strategy that emphasizes tools for omnichannel management and is at odds with a corporate strategy that focuses on only one or two channels will fail.
Corporate Strategy
CXM Strategy
Unified Strategy
Info-Tech Insight
Your organization’s corporate strategy is especially important in dictating the direction of the CXM strategy. Corporate strategies are often focused on customer-facing activity and will heavily influence the direction of marketing, sales, customer service, and consequentially, CXM. Corporate strategies will often dictate market targeting, sales tactics, service models, and more.
Identifying organizational objectives of high priority will assist in breaking down CXM objectives to better align with the overall corporate strategy and achieve buy-in from key stakeholders.
Corporate Objectives | Aligned CXM Technology Objectives | ||
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Increase Revenue | Enable lead scoring | Deploy sales collateral management tools | Improve average cost per lead via a marketing automation tool |
Enhance Market Share | Enhance targeting effectiveness with a CRM | Increase social media presence via an SMMP | Architect customer intelligence analysis |
Improve Customer Satisfaction | Reduce time-to-resolution via better routing | Increase accessibility to customer service with live chat | Improve first contact resolution with customer KB |
Increase Customer Retention | Use a loyalty management application | Improve channel options for existing customers | Use customer analytics to drive targeted offers |
Create Customer-Centric Culture | Ensure strong training and user adoption programs | Use CRM to provide 360-degree view of all customer interaction | Incorporate the voice of the customer into product development |
2.1.4 30 minutes
Industry E-Commerce
Source Pardot, 2012
Amazon.com, Inc. is an American electronic commerce and cloud computing company. It is the largest e-commerce retailer in the US.
Amazon originated as an online book store, later diversifying to sell various forms of media, software, games, electronics, apparel, furniture, food, toys, and more.
By taking a data-driven approach to marketing and sales, Amazon was able to understand its customers’ needs and wants, penetrate different product markets, and create a consistently personalized online-shopping customer experience that keeps customers coming back.
Use Browsing Data Effectively
Amazon leverages marketing automation suites to view recent activities of prospects on its website. In doing so, a more complete view of the customer is achieved, including insights into purchasing interests and site navigation behaviors.
Optimize Based on Interactions
Using customer intelligence, Amazon surveys and studies standard engagement metrics like open rate, click-through rate, and unsubscribes to ensure the optimal degree of marketing is being targeted to existing and prospective customers, depending on level of engagement.
Insights gained from having a complete understanding of the customer (from basic demographic characteristics provided in customer account profiles to observed psychographic behaviors captured by customer intelligence applications) are used to personalize Amazon’s sales and marketing approaches. This is represented through targeted suggestions in the “recommended for you” section of the browsing experience and tailored email marketing.
It is this capability, partnered with the technological ability to observe and measure customer engagement, that allows Amazon to create individual customer experiences.
Do not develop your CXM technology strategy in isolation. Work with Marketing to understand your STP strategy (segmentation, targeting, positioning): this will inform persona development and technology requirements downstream.
Market Segmentation
Market Targeting
Product Positioning
Info-Tech Insight
It is at this point that you should consider the need for and viability of an omnichannel approach to CXM. Through which channels do you target your customers? Are your customers present and active on a wide variety of channels? Consider how you can position your products, services, and brand through the use of omnichannel methodologies.
2.1.5 1 hour
2.1.5 30 minutes
Example: Competitive Implications
Competitor Organization | Recent Initiative | Associated Technology | Direction of Impact | Competitive Implication |
---|---|---|---|---|
Organization X | Multichannel E-Commerce Integration | WEM – hybrid integration | Positive |
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Organization Y | Web Social Analytics | WEM | Positive |
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A PEST analysis is a structured planning method that identifies external environmental factors that could influence the corporate and IT strategy.
Political - Examine political factors, such as relevant data protection laws and government regulations.
Economic - Examine economic factors, such as funding, cost of web access, and labor shortages for maintaining the site(s).
Technological - Examine technological factors, such as new channels, networks, software and software frameworks, database technologies, wireless capabilities, and availability of software as a service.
Social - Examine social factors, such as gender, race, age, income, and religion.
Info-Tech Insight
When looking at opportunities and threats, PEST analysis can help to ensure that you do not overlook external factors, such as technological changes in your industry. When conducting your PEST analysis specifically for CXM, pay particular attention to the rapid rate of change in the technology bucket. New channels and applications are constantly emerging and evolving, and seeing differential adoption by potential customers.
2.1.6 30 minutes
Example: PEST Analysis
Political
Economic
Technological
Social
2.1.7 30 minutes
For each PEST quadrant:
Example: Parsing Requirements from PEST Analysis
Technological Trend: There has been a sharp increase in popularity of mobile self-service models for buying habits and customer service access.
Goal: Streamline mobile application to be compatible with all mobile devices. Create consistent branding across all service delivery applications (e.g. website, etc.).
Strategic Requirement: Develop a native mobile application while also ensuring that resources through our web presence are built with responsive design interface.
Creating a customer-centric CXM technology strategy requires archetypal customer personas. Creating customer personas will enable you to talk concretely about them as consumers of your customer experience and allow you to build buyer scenarios around them.
A persona (or archetypal user) is an invented person that represents a type of user in a particular use-case scenario. In this case, personas can be based on real customers.
Components of a persona | Example – Organization: Grocery Store | |
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Name | Name personas to reflect a key attribute such as the persona’s primary role or motivation | Brand Loyal Linda: A stay-at-home mother dedicated to maintaining and caring for a household of 5 people |
Demographic | Include basic descriptors of the persona (e.g. age, geographic location, preferred language, education, job, employer, household income, etc.) | Age: 42 years old Geographic location: London Suburbia Language: English Education: Post-secondary Job: Stay-at-home mother Annual Household Income: $100,000+ |
Wants, needs, pain points | Identify surface-level motivations for buying habits | Wants: Local products Needs: Health products; child-safe products Pain points: Fragmented shopping experience |
Psychographic/behavioral traits | Observe persona traits that are representative of the customers’ behaviors (e.g. attitudes, buying patterns, etc.) | Psychographic: Detail-oriented, creature of habit Behavioral: Shops at large grocery store twice a week, visits farmers market on Saturdays, buys organic products online |
2.1.8 2 hours
Project Team
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For CXM, persona building is typically used for understanding the external customer; however, if you need to gain a better understanding of the organization’s internal customers (those who will be interacting with CXM applications), personas can also be built for this purpose. Examples of useful internal personas are sales managers, brand managers, customer service directors, etc.
Post-secondary educated, white-collar professional, three children
Goals & Objectives
Behaviors
Services of Interest
Traits
General Literacy - High
Digital Literacy - Mid-High
Detail-Oriented - High
Willing to Try New Things - Mid-High
Motivated and Persistent - Mid-High
Time Flexible - Mid-High
Familiar With [Red.] - Mid
Access to [Red.] Offices - High
Access to Internet - High
Single, college educated, planning vacation in [redacted], interested in [redacted] job opportunities
Goals & Objectives
Behaviors
Services of Interest
Traits
General Literacy - Mid
Digital Literacy - High
Detail-Oriented - Mid
Willing to Try New Things - High
Motivated and Persistent - Mid
Time Flexible - Mid-High
Familiar With [Red.] - Low
Access to [Red.] Offices - Low
Access to Internet - High
15-year resident of [redacted], high school education, waiter, recently divorced, two children
Goals & Objectives
Behaviors
Services of Interest
Traits
General Literacy - Mid
Digital Literacy - Mid-Low
Detail-Oriented - Mid-Low
Willing to Try New Things - Mid
Motivated and Persistent - High
Time Flexible - Mid
Familiar With [Red.] - Mid-High
Access to [Red.] Offices - High
Access to Internet - High
Single, [redacted] resident, high school graduate
Goals & Objectives
Behaviors
Services of Interest
Traits
General Literacy - Mid
Digital Literacy - Mid
Detail-Oriented - Mid-Low
Willing to Try New Things - Mid-High
Motivated and Persistent - Mid-Low
Time Flexible - High
Familiar With [Red.] - Mid-Low
Access to [Red.] Offices - Mid-Low
Access to Internet - Mid
A scenario is a story or narrative that helps explore the set of interactions that a customer has with an organization. Scenario mapping will help parse requirements used to design the CXM application portfolio.
A Good Scenario…
Scenarios Are Used To…
To Create Good Scenarios…
2.1.9 1.5 hours
Example: Scenario Map
Persona Name: Brand Loyal Linda
Scenario Goal: File a complaint about in-store customer service
Look up “[Store Name] customer service” on public web. →Reach customer support landing page. →Receive proactive notification prompt for online chat with CSR. →Initiate conversation: provide order #. →CSR receives order context and information. →Customer articulates problem, CSR consults knowledgebase. →Discount on next purchase offered. →Send email with discount code to Brand Loyal Linda.
2.1.1; 2.1.2; 2.1.3; 2.1.4 - Create a CXM operating model
An analyst will facilitate a discussion to identify what impacts your CXM strategy and how to align it to your corporate strategy. The discussion will take different perspectives into consideration and look at organizational drivers, external environmental factors, as well as internal barriers and enablers.
2.1.5 Conduct a competitive analysis
Calling on their depth of expertise in working with a broad spectrum of organizations, our facilitator will help you work through a structured, systematic evaluation of competitors’ actions when it comes to CXM.
2.1.6; 2.1.7 - Conduct a PEST analysis
The facilitator will use guided conversation to target each quadrant of the PEST analysis and help your organization fully enumerate political, economic, social, and technological trends that will influence your CXM strategy. Our analysts are deeply familiar with macroenvironmental trends and can provide expert advice in identifying areas of concern in the PEST and drawing strategic requirements as implications.
2.1.8; 2.1.9 - Build customer personas and subsequent persona scenarios
Drawing on the preceding exercises as inputs, the facilitator will help the team create and refine personas, create respective customer interaction scenarios, and parse strategic requirements to support your technology portfolio for CXM.
1.1 Create the Project Vision
1.2 Structure the Project
2.1 Scan the External Environment
2.2 Assess the Current State of CXM
2.3 Create an Application Portfolio
2.4 Develop Deployment Best Practices
3.1 Create an Initiative Rollout Plan
3.2 Confirm and Finalize the CXM Blueprint
A SWOT analysis is a structured planning method that evaluates the strengths, weaknesses, opportunities, and threats involved in a project.
Strengths - Strengths describe the positive attributes that are within your control and internal to your organization (i.e. what do you do better than anyone else?)
Weaknesses - Weaknesses are internal aspects of your business that place you at a competitive disadvantage; think of what you need to enhance to compete with your top competitor.
Opportunities - Opportunities are external factors the project can capitalize on. Think of them as factors that represent reasons your business is likely to prosper.
Threats - Threats are external factors that could jeopardize the project. While you may not have control over these, you will benefit from having contingency plans to address them if they occur.
Info-Tech Insight
When evaluating weaknesses of your current CXM strategy, ensure that you’re taking into account not just existing applications and business processes, but also potential deficits in your organization’s channel strategy and go-to-market messaging.
2.2.1 30 minutes
Example: SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
2.2.2 30 minutes
For each SWOT quadrant:
Example: Parsing Requirements from SWOT Analysis
Weakness: Customer service inaccessible in real-time through website or mobile application.
Goal: Increase the ubiquity of access to customer service knowledgebase and agents through a web portal or mobile application.
Strategic Requirement: Provide a live chat portal that matches the customer with the next available and qualified agent.
Applications are the bedrock of technology enablement for CXM. Review your current application portfolio to identify what is working well and what isn’t.
Build the CXM Application Inventory →Assess Usage and Satisfaction →Map to Business Processes and Determine Dependencies →Determine Grow/Maintain/ Retire for Each Application
When assessing the CXM applications portfolio, do not cast your net too narrowly; while CRM and MMS applications are often top of mind, applications for digital asset management and social media management are also instrumental for ensuring a well-integrated CX.
Identify dependencies (either technical or licensing) between applications. This dependency tracing will come into play when deciding which applications should be grown (invested in), which applications should be maintained (held static), and which applications should be retired (divested).
Info-Tech Insight
Shadow IT is prominent here! When building your application inventory, ensure you involve Marketing, Sales, and Service to identify any “unofficial” SaaS applications that are being used for CXM. Many organizations fail to take a systematic view of their CXM application portfolio beyond maintaining a rough inventory. To assess the current state of alignment, you must build the application inventory and assess satisfaction metrics.
Review the major enterprise applications in your organization that enable CXM and align your requirements to these applications (net-new or existing). Identify points of integration to capture the big picture.
Info-Tech Insight
When assessing the current application portfolio that supports CXM, the tendency will be to focus on the applications under the CXM umbrella, relating mostly to marketing, sales, and customer service. Be sure to include systems that act as input to, or benefit due to outputs from, CRM or similar applications. Examples of these systems are ERP systems, ECM (e.g. SharePoint) applications, and more.
Having a portfolio but no contextual data will not give you a full understanding of the current state. The next step is to thoroughly assess usage patterns as well as IT, management, and end-user satisfaction with each application.
Example: Application Usage & Satisfaction Assessment
Application Name | Level of Usage | IT Satisfaction | Management Satisfaction | End-User Satisfaction | Potential Business Impact |
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CRM (e.g. Salesforce) | Medium | High | Medium | Medium | High |
CRM (e.g. Salesforce) | Low | Medium | Medium | High | Medium |
... | ... | ... | ... | ... | ... |
Info-Tech Insight
When evaluating satisfaction with any application, be sure to consult all stakeholders who come into contact with the application or depend on its output. Consider criteria such as ease of use, completeness of information, operational efficiency, data accuracy, etc.
2.2.3 Application Portfolio Assessment: End-User Feedback
Info-Tech’s Application Portfolio Assessment: End-User Feedback diagnostic is a low-effort, high-impact program that will give you detailed report cards on end-user satisfaction with an application. Use these insights to identify problems, develop action plans for improvement, and determine key participants.
Application Portfolio Assessment: End-User Feedback is an 18-question survey that provides valuable insights on user satisfaction with an application by:
INFO-TECH DIAGNOSTIC
2.2.4 1 hour
Example: CXM Application Inventory
Application Name | Deployed Date | Processes Supported | Technical and Licensing Dependencies |
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Salesforce | June 2018 | Customer relationship management | XXX |
Hootsuite | April 2019 | Social media listening | XXX |
... | ... | ... | ... |
A VRIO analysis evaluates the ability of internal resources and capabilities to sustain a competitive advantage by evaluating dimensions of value, rarity, imitability, and organization. For critical applications like your CRM platform, use a VRIO analysis to determine their value.
Is the resource or capability valuable in exploiting an opportunity or neutralizing a threat? | Is the resource or capability rare in the sense that few of your competitors have a similar capability? | Is the resource or capability costly to imitate or replicate? | Is the organization organized enough to leverage and capture value from the resource or capability? | |
NO | → | → | → | COMPETITIVE DISADVANTAGE |
YES | NO→ | → | → | COMPETITIVE EQUALITY/PARITY |
YES | YES | NO→ | → | TEMPORARY COMPETITIVE ADVANTAGE |
YES | YES | YES | NO→ | UNUSED COMPETITIVE ADVANTAGE |
YES | YES | YES | YES | LONG-TERM COMPETITIVE ADVANTAGE |
(Strategic Management Insight, 2013)
2.2.5 30 minutes
2.2.1; 2.2.2 Conduct a SWOT Analysis
Our facilitator will use a small-team approach to delve deeply into each area, identifying enablers (strengths and opportunities) and challenges (weaknesses and threats) relating to the CXM strategy.
2.2.3; 2.2.4 Inventory your CXM applications, and assess usage and satisfaction
Working with your core team, the facilitator will assist with building a comprehensive inventory of CXM applications that are currently in use and with identifying adjacent systems that need to be identified for integration purposes. The facilitator will work to identify high and low performing applications and analyze this data with the team during the workshop exercise.
2.2.5 Conduct a VRIO analysis
The facilitator will take you through a VRIO analysis to identify which of your internal technological competencies ensure, or can be leveraged to ensure, your competitiveness in the CXM market.
1.1 Create the Project Vision
1.2 Structure the Project
2.1 Scan the External Environment
2.2 Assess the Current State of CXM
2.3 Create an Application Portfolio
2.4 Develop Deployment Best Practices
3.1 Create an Initiative Rollout Plan
3.2 Confirm and Finalize the CXM Blueprint
CXM application portfolio map
The interaction between sales, marketing, and customer service is very process-centric. Rethink sales and customer-centric workflows and map the desired workflow, imbedding the improved/reengineered process into the requirements.
Business process modeling facilitates the collaboration between the business and IT, recording the sequence of events, tasks performed, who performed them, and the levels of interaction with the various supporting applications.
By identifying the events and decision points in the process and overlaying the people that perform the functions, the data being interacted with, and the technologies that support them, organizations are better positioned to identify gaps that need to be bridged.
Encourage the analysis by compiling an inventory of business processes that support customer-facing operations that are relevant to achieving the overall organizational strategies.
Outcomes
INFO-TECH OPPORTUNITY
Refer to Info-Tech’s Create a Comprehensive BPM Strategy for Successful Process Automation blueprint for further assistance in taking a BPM approach to your sales-IT alignment.
APQC’s Process Classification Framework is a taxonomy of cross-functional business processes intended to allow the objective comparison of organizational performance within and among organizations.
OPERATING PROCESSES | ||||
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1.0 Develop Vision and Strategy | 2.0 Develop and Manage Products and Services | 3.0 Market and Sell Products and Services | 4.0 Deliver Products and Services | 5.0 Manage Customer Service |
6.0 Develop and Manage Human Capital | ||||
7.0 Manage Information Technology | ||||
8.0 Manage Financial Resources | ||||
9.0 Acquire, Construct, and Manage Assets | ||||
10.0 Manage Enterprise Risk, Compliance, and Resiliency | ||||
11.0 Manage External Relationships | ||||
12.0 Develop and Manage Business Capabilities |
(APQC, 2011)
MORE ABOUT APQC
3.1 Understand markets, customers, and capabilities
3.2 Develop marketing strategy
3.3 Develop sales strategy
3.4 Develop and manage marketing plans
3.5 Develop and manage sales plans
5.1 Develop customer care/customer service strategy
5.2 Plan and manage customer service operations
5.2 Plan and 5.2.3.1 Receive customer complaints 5.2.3.2 Route customer complaints 5.2.3.3 Resolve customer complaints 5.2.3.4 Respond to customer complaints manage customer service operations
The APQC framework provides levels 1 through 3 for the “Market and Sell Products and Services” framework. Level 4 processes and beyond will need to be defined by your organization as they are more granular (represent the task level) and are often industry-specific.
Level 1 – Category - 1.0 Develop vision and strategy (10002)
Represents the highest level of process in the enterprise, such as manage customer service, supply chain, financial organization, and human resources.
Level 2 – Process Group - 1.1 Define the business concept and long-term vision (10014)
Indicates the next level of processes and represents a group of processes. Examples include perform after sales repairs, procurement, accounts payable, recruit/source, and develop sales strategy.
Level 3 – Process - 1.1.1 Assess the external environment (10017)
A series of interrelated activities that convert input into results (outputs); processes consume resources and require standards for repeatable performance; and processes respond to control systems that direct quality, rate, and cost of performance.
Level 4 – Activity - 1.1.1.1 Analyze and evaluate competition (10021)
Indicates key events performed when executing a process. Examples of activities include receive customer requests, resolve customer complaints, and negotiate purchasing contracts.
Level 5 – Task - 12.2.3.1.1 Identify project requirements and objectives (11117)
Tasks represent the next level of hierarchical decomposition after activities. Tasks are generally much more fine grained and may vary widely across industries. Examples include create business case and obtain funding, and design recognition and reward approaches.
Info-Tech Insight
Define the Level 3 processes in the context of your organization. When creating a CXM strategy, concern yourself with the interrelatedness of processes across existing departmental silos (e.g. marketing, sales, customer service). Reserve the analysis of activities (Level 4) and tasks (Level 3) for granular work initiatives involved in the implementation of applications.
2.3.1 CXM Business Process Shortlisting Tool
The CXM Business Process Shortlisting Tool can help you define which marketing, sales, and service processes you should focus on.
Working in concert with stakeholders from the appropriate departments, complete the short questionnaire.
Based on validated responses, the tool will highlight processes of strategic importance to your organization.
These processes can then be mapped, with requirements extracted and used to build the CXM application portfolio.
INFO-TECH DELIVERABLE
2.3.2 1 hour
Current legend for Weights and Scores
F – Finance
H – Human Resources
I – IT
L – Legal
M – Marketing
BU1 – Business Unit 1
BU2 – Business Unit 2
2.3.3 45 minutes
INFO-TECH OPPORTUNITY
Refer to Info-Tech’s Create a Comprehensive BPM Strategy for Successful Process Automation blueprint for further assistance in taking a BPM approach to your sales-IT alignment.
Info-Tech Insight
Analysis of the current state is important in the context of gap analysis. It aids in understanding the discrepancies between your baseline and the future state vision, and ensures that these gaps are documented as part of the overall requirements.
2.3.4 30 minutes
- What is the input?
- What is the output?
- What are the underlying risks and how can they be mitigated?
- What conditions should be met to mitigate or eliminate each risk?
- What are the improvement opportunities?
- What conditions should be met to enable these opportunities?
Info-Tech Insight
The business and IT should work together to evaluate the current state of business processes and the business requirements necessary to support these processes. Develop a full view of organizational needs while still obtaining the level of detail required to make informed decisions about technology.
Identify the owners of the business processes being evaluated to extract requirements. Process owners will be able to inform business process improvement and assume accountability for reengineered or net-new processes going forward.
Process ownership ensures support, accountability, and governance for CXM and its supporting processes. Process owners must be able to negotiate with business users and other key stakeholders to drive efficiencies within their own process. The process owner must execute tactical process changes and continually optimize the process.
Responsibilities include the following:
Info-Tech Insight
Identify the owners of existing processes early so you understand who needs to be involved in process improvement and reengineering. Once implemented, CXM applications are likely to undergo a series of changes. Unstructured data will multiply, the number of users may increase, administrators may change, and functionality could become obsolete. Should business processes be merged or drastically changed, process ownership can be reallocated during CXM implementation. Make sure you have the right roles in place to avoid inefficient processes and poor data quality.
2.3.5 Process Owner Assignment Guide
The Process Owner Assignment Guide will ensure you are taking the appropriate steps to identify process owners for existing and net-new processes created within the scope of the CXM strategy.
The steps in the document will help with important considerations such as key requirements and responsibilities.
INFO-TECH DELIVERABLE
2.3.6 30 minutes
Face-to-Face is efficient and has a positive personalized aspect that many customers desire, be it for sales or customer service.
Telephony (or IVR) has been a mainstay of customer interaction for decades. While not fading, it must be used alongside newer channels.
Postal used to be employed extensively for all domains, but is now used predominantly for e-commerce order fulfillment.
Email is an asynchronous interaction channel still preferred by many customers. Email gives organizations flexibility with queuing.
Live Chat is a way for clients to avoid long call center wait times and receive a solution from a quick chat with a service rep.
Web Portals permit transactions for sales and customer service from a central interface. They are a must-have for any large company.
Social Media consists of many individual services (like Facebook or Twitter). Social channels are exploding in consumer popularity.
HTML5 Mobile Access allows customers to access resources from their personal device through its integrated web browser.
Dedicated Mobile Apps allow customers to access resources through a dedicated mobile application (e.g. iOS, Android).
Info-Tech Insight
Your channel selections should be driven by customer personas and scenarios. For example, social media may be extensively employed by some persona types (i.e. Millennials) but see limited adoption in other demographics or use cases (i.e. B2B).
2.3.7 30 minutes
Example: Business Unit Channel Use Survey
Marketing | Sales | Customer Service | ||||
---|---|---|---|---|---|---|
Current Used? | Future Use? | Current Used? | Future Use? | Current Used? | Future Use? | |
Yes | Yes | No | No | No | No | |
Direct Mail | Yes | No | No | No | No | No |
Phone | No | No | Yes | Yes | Yes | Yes |
In-Person | No | No | Yes | Yes | Yes | No |
Website | Yes | Yes | Yes | Yes | Yes | Yes |
Social Channels | No | Yes | Yes | Yes | No | Yes |
Discovering your organizational requirements is vital for choosing the right business-enabling initiative, technology, and success metrics. Sorting the requirements by marketing, sales, and service is a prudent mechanism for clarification.
Definition: High-level requirements that will support marketing functions within CXM.
Examples
Definition: High-level requirements that will support sales functions within CXM.
Examples
Definition: High-level requirements that will support customer service functions within CXM.
Examples
2.3.8 30 minutes
Info-Tech Insight
Strategic CXM requirements will be used to prioritize specific initiatives for CXM technology enablement and application rollout. Ensure that IT, the business, and executive management are all aligned on a consistent and agreed upon set of initiatives.
Industry Consumer Goods, Clothing
Source Retail Congress, 2017
Burberry London
Internally, Burberry invested in organizational alignment and sales force brand engagement. The more the sales associate knew about the brand engagement and technology-enabled strategy, the better the store’s performance. Before the efforts went to building relationships with customers, Burberry built engagement with employees.
Burberry embraced “omnichannel,” the hottest buzzword in retailing to provide consumers the most immersive and intuitive brand experience within the store.
RFID tags were attached to products to trigger interactive videos on the store’s screens in the common areas or in a fitting room. Consumers are to have instant access to relevant product combinations, ranging from craftsmanship information to catwalk looks. This is equivalent to the rich, immediate information consumers have grown to expect from the online shopping experience.
Another layer of Burberry’s added capabilities includes in-memory-based analytics to gather and analyze data in real-time to better understand customers’ desires. Burberry builds customer profiles based on what items the shoppers try on from the RFID-tagged garments. Although this requires customer privacy consent, customers are willing to provide personal information to trusted brands.
This program, called “Customer 360,” assisted sales associates in providing data-driven shopping experiences that invite customers to digitally share their buying history and preferences via their tablet devices. As the data is stored in Burberry’s customer data warehouse and accessed through an application such as CRM, it is able to arm sales associates with personal fashion advice on the spot.
Lastly, the customer data warehouse/CRM application is linked to Burberry’s ERP system and other custom applications in a cloud environment to achieve real-time inventory visibility and fulfillment.
Industry Consumer Goods, Clothing
Source Retail Congress, 2017
Burberry London
Internally, Burberry invested in organizational alignment and sales force brand engagement. The more the sales associate knew about the brand engagement and technology-enabled strategy, the better the store’s performance. Before the efforts went to building relationships with customers, Burberry built engagement with employees.
Burberry embraced “omnichannel,” the hottest buzzword in retailing to provide consumers the most immersive and intuitive brand experience within the store.
Burberry achieved one of the most personalized retail shopping experiences. Immediate personal fashion advice using customer data is only one component of the experience. Not only are historic purchases and preference data analyzed, a customer’s social media posts and fashion industry trend data is proactively incorporated into the interactions between the sales associate and the customer.
Burberry achieved CEO Angela Ahrendts’ vision of “Burberry World,” in which the brand experience is seamlessly integrated across channels, devices, retail locations, products, and services.
The organizational alignment between Sales, Marketing, and IT empowered employees to bring the Burberry brand to life in unique ways that customers appreciated and were willing to advocate.
Burberry is now one of the most beloved and valuable luxury brands in the world. The brand tripled sales in five years, became one of the leading voices on trends, fashion, music, and beauty while redefining what top-tier customer experience should be both digitally and physically.
The debate between best-of-breed point solutions versus comprehensive CRM suites is ongoing. There is no single best answer. In most cases, an effective portfolio will include both types of solutions.
Customer Relationship Management (CRM)
Social Media Management Platform (SMMP)
Field Sales/Service Automation (FSA)
Marketing Management Suites
Sales Force Automation
Email Marketing Tools
Lead Management Automation (LMA)
Customer Service Management Suites
Customer Intelligence Systems
Some may find that the capabilities of a CRM suite are not enough to meet their specific requirements: supplementing a CRM suite with a targeted point solution can get the job done. A variety of CXM point solutions are designed to enhance your business processes and improve productivity.
Sales Force Automation: Automatically generates, qualifies, tracks, and contacts leads for sales representatives, minimizing time wasted on administrative duties.
Field Sales: Allows field reps to go through the entire sales cycle (from quote to invoice) while offsite.
Sales Compensation Management: Models, analyzes, and dispenses payouts to sales representatives.
Social Media Management Platforms (SMMP): Manage and track multiple social media services, with extensive social data analysis and insight capabilities.
Email Marketing Bureaus: Conduct email marketing campaigns and mine results to effectively target customers.
Marketing Intelligence Systems: Perform in-depth searches on various data sources to create predictive models.
Customer Service Management (CSM): Manages the customer support lifecycle with a comprehensive array of tools, usually above and beyond what’s in a CRM suite.
Customer Service Knowledge Management (CSKM): Advanced knowledgebase and resolution tools.
Field Service Automation (FSA): Manages customer support tickets, schedules work orders, tracks inventory and fleets, all on the go.
Info-Tech Insight
CRM and point solution integration is critical. A best-of-breed product that poorly integrates with your CRM suite compromises the value generated by the combined solution, such as a 360-degree customer view. Challenge point solution vendors to demonstrate integration capabilities with CRM packages.
Standalone CRM Suite
Sales Conditions: Need selling and lead management capabilities for agents to perform the sales process, along with sales dashboards and statistics.
Marketing or Communication Conditions: Need basic campaign management and ability to refresh contact records with information from social networks.
Member Service Conditions: Need to keep basic customer records with multiple fields per record and basic channels such as email and telephony.
Add a Best-of-Breed or Point Solution
Environmental Conditions: An extensive customer base with many different interactions per customer along with industry specific or “niche” needs. Point solutions will benefit firms with deep needs in specific feature areas (e.g. social media or field service).
Sales Conditions: Lengthy sales process and account management requirements for assessing and managing opportunities – in a technically complex sales process.
Marketing Conditions: Need social media functionality for monitoring and social property management.
Customer Service Conditions: Need complex multi-channel service processes and/or need for best-of-breed knowledgebase and service content management.
Info-Tech Insight
The volume and complexity of both customers and interactions have a direct effect on when to employ just a CRM suite and when to supplement with a point solution. Check to see if your CRM suite can perform a specific business requirement before deciding to evaluate potential point solutions.
2.3.9 CXM Portfolio Designer
The CXM Portfolio Designer features a set of questions geared toward understanding your needs for marketing, sales, and customer service enablement.
These results are scored and used to suggest a comprehensive solution-level set of enterprise applications for CXM that can drive your application portfolio and help you make investment decisions in different areas such as CRM, marketing management, and customer intelligence.
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(Social Centered Learning, n.d.)
Use the two-by-two matrix below to structure your optimal CXM application portfolio. For more help, refer to Info-Tech’s blueprint, Use Agile Application Rationalization Instead of Going Big Bang.
0 Richness of Functionality |
INTEGRATE | RETAIN | |
REPLACE | REPLACE OR ENHANCE | ||
0 Degree of Integration |
Integrate: The application is functionally rich, so spend time and effort integrating it with other modules by building or enhancing interfaces.
Retain: The application satisfies both functionality and integration requirements, so it should be considered for retention.
Replace/Enhance: The module offers poor functionality but is well integrated with other modules. If enhancing for functionality is easy (e.g. through configuration or custom development), consider enhancement or replace it.
Replace: The application neither offers the functionality sought nor is it integrated with other modules, and thus should be considered for replacement.
2.3.10 1-2 hours
Example: Brainstorming the Art of the Possible
Application | Gap Satisfied | Related Process | Number of Linked Requirements | Do we have the system? | Priority |
---|---|---|---|---|---|
LMA |
|
Sales | 8 | No | Business Critical |
Customer Intelligence |
|
Customer Service | 6 | Yes | Business Enabling |
... | ... | ... | ... | ... | ... |
Now that you have developed the CXM application portfolio and identified areas of new investment, you’re well positioned to execute specific vendor selection projects. After you have built out your initiatives roadmap in phase 3, the following reports provide in-depth vendor reviews, feature guides, and tools and templates to assist with selection and implementation.
Info-Tech Insight
Not all applications are created equally well for each use case. The vendor reports help you make informed procurement decisions by segmenting vendor capabilities among major use cases. The strategic requirements identified as part of this project should be used to select the use case that best fits your needs.
2.3.2; 2.3.3 Shortlist and map the key top-level business processes
Based on experience working with organizations in similar verticals, the facilitator will help your team map out key sample workflows for marketing, sales, and customer service.
2.3.6 Create your strategic requirements for CXM
Drawing on the preceding exercises, the facilitator will work with the team to create a comprehensive list of strategic requirements that will be used to drive technology decisions and roadmap initiatives.
2.3.10 Create and finalize the CXM application portfolio
Using the strategic requirements gathered through internal, external, and technology analysis up to this point, a facilitator will assist you in assembling a categorical technology application portfolio to support CXM.
1.1 Create the Project Vision
1.2 Structure the Project
2.1 Scan the External Environment
2.2 Assess the Current State of CXM
2.3 Create an Application Portfolio
2.4 Develop Deployment Best Practices
3.1 Create an Initiative Rollout Plan
3.2 Confirm and Finalize the CXM Blueprint
Integration is paramount: your CXM application portfolio must work as a unified face to the customer. Create an integration map to reflect a system of record and the exchange of data.
The points of integration that you’ll need to establish must be based on the objectives and requirements that have informed the creation of the CXM application portfolio. For instance, achieving improved customer insights would necessitate a well-integrated portfolio with customer interaction point solutions, business intelligence tools, and customer data warehouses in order to draw the information necessary to build insight. To increase customer engagement, channel integration is a must (i.e. with robust links to unified communications solutions, email, and VoIP telephony systems).
Info-Tech Insight
If the CXM application portfolio is fragmented, it will be nearly impossible to build a cohesive view of the customer and deliver a consistent customer experience. Points of integration (POIs) are the junctions between the applications that make up the CXM portfolio. They are essential to creating value, particularly in customer insight-focused and omnichannel-focused deployments. Be sure to include enterprise applications that are not included in the CXM application portfolio. Popular systems to consider for POIs include billing, directory services, content management, and collaboration tools.
"Find the absolute minimum number of ‘quick wins’ – the POIs you need from day one that are necessary to keep end users happy and deliver value." – Maria Cindric, Australian Catholic University Source: Interview
2.4.1 1 hour
Example: Mapping the Integration of CXM Applications
Data quality is king: if your customer data is garbage in, it will be garbage out. Enable strategic CXM decision making with effective planning of data quality initiatives.
Identify and Eliminate Dead Weight
Poor data can originate in the firm’s system of record, which is typically the CRM system. Custom queries, stored procedures, or profiling tools can be used to assess the key problem areas.
Loose rules in the CRM system lead to records of no significant value in the database. Those rules need to be fixed, but if changes are made before the data is fixed, users could encounter database or application errors, which will reduce user confidence in the system.
Create and Enforce Standards & Policies
Now that the data has been cleaned, protect the system from relapsing.
Work with business users to find out what types of data require validation and which fields should have changes audited. Whenever possible, implement drop-down lists to standardize values and make programming changes to ensure that truncation ceases.
Applications are a critical component of how IT supports Sales, but IT also needs to help Sales keep its data current and accurate. Conducting a sales data audit is critical to ensure Sales has the right information at the right time.
Info-Tech Insight
Data is king. More than ever, having accurate data is essential for your organization to win in hyper-competitive marketplaces. Prudent current state analysis looks at both the overall data model and data architecture, as well as assessing data quality within critical sales-related repositories. As the amount of customer data grows exponentially due to the rise of mobility and the Internet of Things, you must have a forward-looking data model and data marts/customer data warehouse to support sales-relevant decisions.
Refer to Info-Tech’s Develop a Master Data Management Strategy and Roadmap blueprint for further reference and assistance in data management for your sales-IT alignment.
2.4.2 30 minutes
Example: Data Steward Structure
Department A
Department B
Department C
A customer data warehouse (CDW) “is a subject-oriented, integrated, time-variant, non-volatile collection of data used to support the strategic decision-making process across marketing, sales, and service. It is the central point of data integration for customer intelligence and is the source of data for the data marts, delivering a common view of customer data” (Corporate Information Factory, n.d.).
Analogy
CDWs are like a buffet. All the food items are in the buffet. Likewise, your corporate data sources are centralized into one repository. There are so many food items in a buffet that you may need to organize them into separate food stations (data marts) for easier access.
Examples/Use Cases
Pros
Cons
2.4.3. 30 minutes
INFO-TECH OPPORTUNITY
Refer to Info-Tech’s Build an Agile Data Warehouse blueprint for more information on building a centralized and integrated data warehouse.
All training modules will be different, but some will have overlapping areas of interest.
– Assign Project Evangelists – Analytics Training – Mobile Training
Application Training
Info-Tech Insight
Train customers too. Keep the customer-facing sales portals simple and intuitive, have clear explanations/instructions under important functions (e.g. brief directions on how to initiate service inquiries), and provide examples of proper uses (e.g. effective searches). Make sure customers are aware of escalation options available to them if self-service falls short.
The team leading the rollout of new initiatives (be they applications, new governance structures, or data quality procedures) should establish a communication process to ensure management and users are well informed.
CXM-related department groups or designated trainers should take the lead and implement a process for:
The overall objective for inter-departmental kick-off meetings is to confirm that all parties agree on certain key points and understand alignment rationale and new sales app or process functionality.
The kick-off process will significantly improve internal communications by inviting all affected internal IT groups, including business units, to work together to address significant issues before the application process is formally activated.
The kick-off meeting(s) should encompass:
Info-Tech Insight
Determine who in each department will send out a message about initiative implementation, the tone of the message, the medium, and the delivery date.
Info-Tech Insight
Every piece of information that you give to a stakeholder that is not directly relevant to their interests is a distraction from your core message. Always remember to tailor the message, medium, and timing accordingly.
Once the sales-IT alignment committees have been formed, create organizational cadence through a variety of formal and informal gatherings between the two business functions.
Isolation
Collaboration
Synergy
2.4.1 Develop a CXM application integration map
Using the inventory of existing CXM-supporting applications and the newly formed CXM application portfolio as inputs, your facilitator will assist you in creating an integration map of applications to establish a system of record and flow of data.
2.4.2 Develop a mitigation plan for poor quality customer data
Our facilitator will educate your stakeholders on the importance of quality data and guide you through the creation of a mitigation plan for data preservation.
2.4.3 Assess the need for a customer data warehouse
Addressing important factors such as data volume, complexity, and flow, a facilitator will help you assess whether or not a customer data warehouse for CXM is the right fit for your organization.
Build a Strong Technology Foundation for Customer Experience Management
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.
Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Proposed Time to Completion: 1 week
Step 3.1: Create an Initiative Rollout Plan
Start with an analyst kick-off call:
Then complete these activities…
With these tools & templates:
Step 3.2: Confirm and Finalize the CXM Blueprint
Review findings with analyst:
Then complete these activities…
With these tools & templates:
1.1 Create the Project Vision
1.2 Structure the Project
2.1 Scan the External Environment
2.2 Assess the Current State of CXM
2.3 Create an Application Portfolio
2.4 Develop Deployment Best Practices
3.1 Create an Initiative Rollout Plan
3.2 Confirm and Finalize the CXM Blueprint
Creating a comprehensive CXM strategy roadmap reduces the risk of rework, misallocation of resources, and project delays or abandonment.
Optimize the Change Management Process
You need to design a process that is flexible enough to meet demand for change and strict enough to protect the live environment from change-related incidents.
Create Project Management Success
Investing time up front to plan the project and implementing best practices during project execution to ensure the project is delivered with the planned outcome and quality is critical to project success.
3.1.1 45 minutes
Example: Constructing a Risk Management Plan
Risk | Impact | Likelihood | Mitigation Effort | |
---|---|---|---|---|
Strategy Risks | Project over budget |
|
||
Inadequate content governance | ||||
System Risks | Integration with additional systems |
|
||
.... | ... | ... | ... |
Likelihood
1 – High/ Needs Focus
2 – Can Be Mitigated
3 - Unlikely
Impact
1 - High Risk
2 - Moderate Risk
3 - Minimal Risk
Understanding technical and strategic risks can help you establish contingency measures to reduce the likelihood that risks will occur. Devise mitigation strategies to help offset the impact of risks if contingency measures are not enough.
Remember
The biggest sources of risk in a CXM strategy are lack of planning, poorly defined requirements, and lack of governance.
Apply the following mitigation tips to avoid pitfalls and delays.
Risk Mitigation Tips
Completion of initiatives for your CXM project will be contingent upon multiple variables.
Initiative complexity will define the need for enabling projects. Create a process to define dependencies:
Complex....Initiative
Simple....Initiative
3.1.2 45 minutes
Example: Importance-Capability Matrix
Pinpoint quick wins: high importance, low effort initiatives.
The size of each plotted initiative must indicate the effort or the complexity and time required to complete. | |
---|---|
Top Right Quadrant | Strategic Projects |
Top Left Quadrant | Quick Wins |
Bottom Right Quadrant | Risky Bets |
Bottom Left Quadrant | Discretionary Projects |
3.1.3 1 hour
Example: Project Dependencies
Initiative: Omnichannel E-Commerce
Dependency: WEM Suite Deployment; CRM Suite Deployment; Order Fulfillment Capabilities
3.1.4 30 minutes
Example: Importance-Capability Matrix
Importance | Initiative | Owner | Completion Date | |
---|---|---|---|---|
Example Projects | High | Gather business requirements. | Project Manager | MM/DD/YYYY |
Quick Wins | ||||
Long Term | Medium | Implement e-commerce across all sites. | CFO & Web Manager | MM/DD/YYYY |
Importance
3.1.1 Create a risk management plan
Based on the workshop exercises, the facilitator will work with the core team to design a priority-based risk mitigation plan that enumerates the most salient risks to the CXM project and addresses them.
3.1.2; 3.1.3; 3.1.4 Identify initiative dependencies and create the CXM roadmap
After identifying dependencies, our facilitators will work with your IT SMEs and business stakeholders to create a comprehensive roadmap, outlining the initiatives needed to carry out your CXM strategy roadmap.
1.1 Create the Project Vision
1.2 Structure the Project
2.1 Scan the External Environment
2.2 Assess the Current State of CXM
2.3 Create an Application Portfolio
2.4 Develop Deployment Best Practices
3.1 Create an Initiative Rollout Plan
3.2 Confirm and Finalize the CXM Blueprint
Key performance indicators (KPIs) are quantifiable measures that demonstrate the effectiveness of a process and its ability to meet business objectives.
Specific
Measurable
Achievable
Realistic
Time-bound
Follow the SMART methodology when developing KPIs for each process.
Adhering to this methodology is a key component of the Lean management methodology. This framework will help you avoid establishing general metrics that aren’t relevant.
Info-Tech Insight
Metrics are essential to your ability to measure and communicate the success of the CXM strategy to the business. Speak the same language as the business and choose metrics that relate to marketing, sales, and customer service objectives.
3.2.1 1 hour
Example: Metrics for Marketing, Sales, and Customer Service Functions
Metric | Example | |
---|---|---|
Marketing | Customer acquisition cost | X% decrease in costs relating to advertising spend |
Ratio of lifetime customer value | X% decrease in customer churn | |
Marketing originated customer % | X% increase in % of customer acquisition driven by marketing | |
Sales | Conversion rate | X% increase conversion of lead to sale |
Lead response time | X% decrease in response time per lead | |
Opportunity-to-win ratio | X% increase in monthly/annual opportunity-to-win ratio | |
Customer Service | First response time | X% decreased time it takes for customer to receive first response |
Time-to-resolution | X% decrease of average time-to-resolution | |
Customer satisfaction | X% improvement of customer satisfaction ratings on immediate feedback survey |
3.2.2 Stakeholder Power Map Template
Use this template and its power map to help visualize the importance of various stakeholders and their concerns. Prioritize your time according to the most powerful and most impacted stakeholders.
Answer questions about each stakeholder:
Focus on key players: relevant stakeholders who have high power, should have high involvement, and are highly impacted.
INFO-TECH DELIVERABLE
3.2.3 Stakeholder Communication Planning Template
Use the Stakeholder Communication Planning Template to document your list of initiative stakeholders so you can track them and plan communication throughout the initiative.
Track the communication methods needed to convey information regarding CXM initiatives. Communicate how a specific initiative will impact the way employees work and the work they do.
INFO-TECH DELIVERABLE
3.2.4 1 hour
3.2.5 CXM Strategy Stakeholder Presentation Template
Complete the presentation template as indicated when you see the green icon throughout this deck. Include the outputs of all activities that are marked with this icon.
Info-Tech has designed the CXM Strategy Stakeholder Presentation Template to capture the most critical aspects of the CXM strategy. Customize it to best convey your message to project stakeholders and to suit your organization.
The presentation should be no longer than one hour. However, additional slides can be added at the discretion of the presenter. Make sure there is adequate time for a question and answer period.
INFO-TECH DELIVERABLE
After the presentation, email the deck to stakeholders to ensure they have it available for their own reference.
3.2.6 30 minutes
3.2.4 Create a stakeholder power map and communication plan
An analyst will walk the project team through the creation of a communication plan, inclusive of project metrics and their respective goals. If you are planning a variety of CXM initiatives, track how the change will be communicated and to whom. Determine the employees who will be impacted by the change.
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Afshar, Vala. “50 Important Customer Experience Stats for Business Leaders.” Huffington Post. 15 Oct. 2015. Web.
APQC. “Marketing and Sales Definitions and Key Measures.” APQC’s Process Classification Framework, Version 1.0.0. APQC. Mar. 2011. Web.
CX Network. “The Evolution of Customer Experience in 2015.” Customer Experience Network. 2015. Web.
Genesys. “State of Customer Experience Research”. Genesys. 2018. Web.
Harvard Business Review and SAS. “Lessons From the Leading Edge of Customer Experience Management.” Harvard Business School Publishing. 2014. Web.
Help Scout. “75 Customer Service Facts, Quotes & Statistics.” Help Scout. n.d. Web.
Inmon Consulting Services. “Corporate Information Factory (CIF) Overview.” Corporate Information Factory. n.d. Web
Jurevicius, Ovidijus. “VRIO Framework.” Strategic Management Insight. 21 Oct. 2013. Web.
Keenan, Jim, and Barbara Giamanco. “Social Media and Sales Quota.” A Sales Guy Consulting and Social Centered Selling. n.d. Web.
Malik, Om. “Internet of Things Will Have 24 Billion Devices by 2020.” Gigaom. 13 Oct. 2011. Web.
McGovern, Michele. “Customers Want More: 5 New Expectations You Must Meet Now.” Customer Experience Insight. 30 July 2015. Web.
McGinnis, Devon. “40 Customer Service Statistics to Move Your Business Forward.” Salesforce Blog. 1 May 2019. Web.
Reichheld, Fred. “Prescription for Cutting Costs”. Bain & Company. n.d. Web.
Retail Congress Asia Pacific. “SAP – Burberry Makes Shopping Personal.” Retail Congress Asia Pacific. 2017. Web.
Rouse, Margaret. “Omnichannel Definition.” TechTarget. Feb. 2014. Web.
Salesforce Research. “Customer Expectations Hit All-Time High.” Salesforce Research. 2018. Web.
Satell, Greg. “A Look Back at Why Blockbuster Really Failed and Why It Didn’t Have To.” Forbes. 5 Sept. 2014. Web.
Social Centered Learning. “Social Media and Sales Quota: The Impact of Social Media on Sales Quota and Corporate Review.” Social Centered Learning. n.d. Web.
Varner, Scott. “Economic Impact of Experience Management”. Qualtrics/Forrester. 16 Aug. 2017. Web.
Wesson, Matt. “How to Use Your Customer Data Like Amazon.” Salesforce Pardot Blog. 27 Aug. 2012. Web.
Winterberry Group. “Taking Cues From the Customer: ‘Omnichannel’ and the Drive For Audience Engagement.” Winterberry Group LLC. June 2013. Web.
Wollan, Robert, and Saideep Raj. “How CIOs Can Support a More Agile Sales Organization.” The Wall Street Journal: The CIO Report. 25 July 2013. Web.
Zendesk. “The Impact of Customer Service on Customer Lifetime Value 2013.” Z Library. n.d. Web.