ABOUT OUR CLIENT
The client is a large technology company that develops, sells, and supports a wide range of enterprise software and services.
Our client’s software products are something their business clients largely engage with online— a shift that has taken place over a long period of time. As a result, it had become increasingly important to fully understand the scope of their relationships with customers.
While the company had a rudimentary measurement system in place, it lacked the rigor required to measure specific customer behaviors captured from all relevant and important touchpoints in the lifecycle. They needed a model that would aggregate data sourced from departments that support each customer lifecycle stage, and report results to key decision makers. By careful examination of results, decision makers can identify opportunities to intervene and strengthen the relationship in key areas of the lifecycle that are weak.
WHAT WE DID
The company had more than 100 touch points with their customers. Data from these touch points, while available, was spread throughout disparate departments— from engineering all the way to marketing.
To get a handle on what this looked like, we closely examined their existing 7-stage model where touch points corresponded to data collection. We then identified gaps, translating them into opportunities to capture data and add new touch points for collection. From there, we built a Customer Experience Measurement Model. This model addressed all 7 stages along with related KPIs, drivers, and metrics. We also ensured there was a centralized collection point— where data in varied formats, from different teams, could be pulled together and shared in a single dashboard.
The model included the development of a scoring methodology that normalized results from different customer behaviors. This was rolled up into an executive dashboard enabling summarized results to be shared widely in an intuitive format. This allowed key data and findings to be something that could be responded to. Going this “last mile” to present relevant, readable data and findings was a critical step in helping the company achieve their goal of better understanding and then optimizing and improving their relationships with customers across the lifecycle.
THE DIFFERENCE WE MADE
The creation of a Customer Experience Measurement Model helped the company make better sense of their relationships with customers. In a time when relationships — even complex ones such as our client’s — are happening through digital channels, it is critical to employ a model that considers the important last mile — to put the data being collected into a format that enables sound business decisions to be made.