Driving Business Growth, Priorities and Engagement through Customer Experience


Forrester recently released a book ‘ Outside In : The Power of Putting Customers at the Center of Your Business’. The book highlights that customer experience is the greatest untapped source of cost savings and increased revenue today. Additionally customer experience strategies can drive differentiating activities and processes at top companies. Forrester also discuss how to design and measure enterprise-wide customer experience.

As mobile and social are quickly becoming new channels for customer acquisition, engagement and service, many brands are looking to social and digital channels as a means to better understand customer interactions with the brand across multiple channels and touch points.

Also as the use of mobile and social channels increases exponentially, it is becoming critical that brands are able to create a 360-degree customer view by aggregating data from each one of these interactive channels. Without drawing from all touch-points, brands fail to have a holistic understanding of the consumer and run the risk of presenting disjointed messaging to the consumer as they visit the brand from a diverse number of channels.


How can we help our customers service their customers? How can we increase customer engagement and loyalty with the brand?How do we ensure that we are solving the right problem?


When is Customer Experience the Right Approach? If the answer to the questions below is ‘NO’ then customer experience is the right approach to drive business priorities – are you able to pinpoint the customer’s painpoints? Are you addressing the pain they feel? Does everyone in the organization have a clear picture of the processes customers go through when interacting with the organization?

Are we Solving the Right Problem?: A common vision and vocabulary within an organization of the customer’ and ‘customer interactions’, across all channels is key to solving the ‘right’ problem. It is worth noting that by overlaying the customer journey maps with specific business goals such as improving productivity and efficiency of the sales force or increasing customer engagement and loyalty, we can not only identify  ‘new’ problems but also define ‘new’ solutions to old problems.

 Have we Identified the Right Opportunities? : Identify the ‘right’ opportunities by mapping customer interactions across channels and touchpoints and identifying highlights and lowlights by focusing on complex interdependencies between people, process and tools.

Have we Prioritized the Opportunities? : Once the opportunities across all channels have been identified, shared and verified by internal business stakeholders, they need to be collaboratively prioritized based on factors such as business impact and risk weighed against cost and effort.


Customer Experience Approach

User Centered Design Approach

Key Considerations:

Ensure Executive Sponsorship: The stakeholders selected as part of the steering committee typically span lines of businesses (LOB).  Since journey maps visualize ‘end-to-end’ interactions, multiple departments and stakeholders get involved in the discovery process hence leadership commitment is crucial to drive decision making across LOBs and for the success of a customer experience engagement.

Select Key Customer Segments: To obtain a good cross-section of interviewees it is critical to identify customer variability across several dimensions. As an example, for the sales force variability could be based on region, tenure, role and the type of customer the sales person services. It is also important to create a 360 degree view of the customer by creating a touchpoint mapand interviewing all teams within the organization that the customer interacts with.

Create Discussion Guide: The discussion guide should be tailored to the audience and aligned with business objectives.

Conduct Interviews: drill-down to the root cause, discuss what-if scenarios, best practices and current initiatives within the organization.

Create Customer Journey Maps: : Identify people, process, tools and technologies that affect the customer journey

Create Prioritization Matrix: collaborate with stakeholders to get a common view of the business impact and prioritization of the initiatives

Create Business Case / Enable Experience: Visualize the experience for one or more key areas by creating process flow and conceptual wireframes


Truly understanding customer behavior, interactions, positive and negative experiences can lead to the following benefits:

Identify New ‘Niche’ Customer Segments – Just because people share some similar characteristics such as age and gender (e.g. female in the age group 35 – 45) does not imply that they share the same passions and interests. Understanding customer behavior, motivators and interactions will help to deeply engage with them and identify needs of the ‘niche’ customer segments which can drive development of personalized experiences which motivate customers to change behaviors.

Deliver Targeted, Personalized Content and Advertising – Moving beyond ‘likes’ and ‘follows’ – integrating back-end data sources, structured and unstructured data to create a 360 degree of the customer  can provide a wealth of information for improving customer understanding and targeting them with personalized content.

Increase Customer Loyalty – Customer loyalty and satisfaction can be improved by creating a 360 degree view of the customer and gaining deeper insights into existing customer segments as well as discovering new customer segments by developing a multi-channel strategy and aggregating data across mobile, social and digital channels.


The key to building applications which drive business growth and improve customer engagement lies in identifying a new breed of business leaders who understand the importance of customer experience and evaluating organizational readiness to deal with the impact of digital innovation.

Companies can truly understand the ‘empowered’ customer and build applications which transform the business by creating a common view of the customer (customer segments) across the organization by mastering behavioral, business and emotional context. Behavioral context measures engagement and propensity to buy, business context identifies business drivers and how to generate customer value differentiation and finally emotional context measures sentiment, customer preference and perceived value.

Creating an Integrated Multi-Channel Strategy Using a ‘Top-Down-Bottom-Up’ Approach


Mobile and Social have been hot topics of discussion over the past several years but not very well understood by most organizations. With 130M idevices sold worldwide, 300,000 native iPhone applications created, more than 7B downloads by Q3 2010 and with the market research firm Nielsen projecting the US smartphone penetration to be over 50% by 2011, it is not surprising that many organizations are gravitating towards creating iPhone and other mobile device based applications. In addition, the relatively low cost of entry into the mobile device app market has encouraged organizations to develop such applications just for the sake of getting themselves a mobile presence. However, without a holistic understanding of how the apps would integrate into the organization’s business functions and goals, companies are unable to establish or generate a measurable ROI such as building and sustaining a community or customer relationship, improving customer loyalty, increasing revenue or decreasing cost. Without a clear strategy in place defining how to leverage the mobile, social and digital channels to meet business goals, confusing or even conflicting directions arise within an organization that will eventually lead to disenchantment with these critically important communication vehicles.

Key Considerations

Prior to creating the first iPhone application, enlisting fans for a Facebook page or responding to users on Twitter, brands should consider holistically understanding the dependencies between the mobile, social and digital channels as well as key considerations for each of these distinct channels.

Developing an integrated multi-channel strategy which ties back to business goals and considering mobile, social and digital as key customer interaction channels are critical steps in developing a holistic approach to understand a client’s business functions and goals.

When implemented correctly, an integrated multi-channel strategy can provide a 360 degree view of the customer, create a consistent customer experience and leverage business rules and processes across channels, which are all imperative to building customer relationships and meeting business objectives.

Intergrated Multi-Channel Strategy

Integrated Multi-Channel Strategy


An integrated multi-channel strategy which ties back to business objectives provides an over-arching framework to drive a consistent approach for implementing mobile, social and digital initiatives within an organization. It creates a shared vision and common language among the stakeholders.

A ‘top-down and bottom-up’ approach is used to implement the integrated multi-channel strategy. The top-down component focuses on interviewing stakeholders to evaluate the maturity of each of the dimensions in the hub-and-spoke diagram (above) using a maturity model, conducting a gap analysis between the current and desired maturity levels, prioritizing capabilities on a prioritization matrix and finally creating an actionable roadmap. The bottom-up approach relies on deriving  analytics-focused business insights using structured and unstructured data.

Create a Maturity Model

Within an organization different channels could be at different levels of maturity however they all play a critical role in holistically implementing the integrated multi-channel strategy for the organization.

A maturity model should be created for each of the dimensions in the hub-and-spoke diagram to clearly evaluate an organization’s current and desired maturity level for that dimension.  The key practices defined for each of the maturity levels provide an objective criteria to assess an organization’s maturity level for that dimension.

Maturity Level 0, Limited Presence: Organizations at maturity level 0 are characterized with limited mobile, social and digital presence. These channels are not considered core to the business and need for a better solution is not acknowledged by the organization.

Maturity Level 1, Reactive and Experimental: Organizations at maturity level 1 are characterized by the business reacting to external pressures. The need for improvement is acknowledged and pilot implementations exist but overall vision is absent.

Maturity Level 2, Defined and Repeated: Organizations at maturity level 2 are characterized by mobile, social and digital being considered core customer interaction channels and a global vision drives investment in these channels.

Maturity Level 3, Managed and Measured: Organizations at maturity level 3 are characterized by a seamlessly integrated channel experience and mobile capabilities expanding beyond implementing the core business capabilities.

Maturity Level 4, Optimization and Innovation: Organizations at maturity level 4 are characterized by a rich, dynamic, seamless channel experience where continuous improvement and optimization becomes the focus and capabilities drive deeper efficiencies and innovation.

Create a Prioritization Matrix

Analyzing a brand’s current and desired maturity level is the first step towards performing a Gap Analysis which identifies capabilities of interest required to close the gap between the current and desired maturity levels. These capabilities then need to be prioritized using a Prioritization Matrix across several dimensions such as risk, effort, implementation complexity and business impact.

Sample Prioritization Matrix

Sample Prioritization Matrix

Create a Roadmap

Areas of interest prioritized on the prioritization matrix serve as input to create an actionable roadmap showing project dependencies and estimated timeframes for long-term and short-term projects with a focus on incrementally deploying capabilities within the organization.

Implementation Roadmap

Implementation Roadmap

Derive Analytics-Focused Business Insights

Analytics-focused business insights provide direction on how to refine the implementation strategy to meet business objectives. Business insights can be derived from structured data (data stored in a structured format such as web logs or databases) as well as unstructured data (data collected via comments, reviews and the social channel). With the correct tools, processes and infrastructure in place, this data can be analyzed to draw business insights such as top selling products, top revenue producing search terms and provide real-time predictive analysis.

Creating a Mobile Maturity Model

A mobile maturity model describes key practices for each of the maturity levels and provides a framework and an objective criteria for clearly evaluating a brand’s current as well as desired mobile maturity level. Analyzing a brand’s current and desired mobile maturity levels is the first step towards performing a Gap Analysis which helps to identify capabilities of interest. These capabilities then need to be prioritized based on risk, effort and business impact to create an actionable roadmap.

The mobile maturity model described below consists of 5 distinct maturity levels:

Level 0, Limited Mobile Presence: Level 0 is characterized with limited mobile presence, mobile is not considered core to the business and need for a better solution is not acknowledged by the organization.

Level 1, Reactive and Experimental: Level 1 is characterized by the business reacting to external pressures, need for improvement is acknowledged and pilot implementations exist but overall vision is absent.

Level 2, Defined and Repeated: Level 2 is characterized by mobile being considered a core customer interaction channel and a global vision drives investment in the mobile channel

Level 3, Managed and Measured: Level 3 is characterized by a seamlessly integrated channel experience and mobile capabilities expanding beyond implementing the core business capabilities

Level 4, Optimization and Innovation: Level 4 is characterized by a rich, dynamic, seamless channel experience where continuous improvement and optimization becomes the focus and capabilities drive deeper efficiencies and innovation.

The image below lists key practices describing each of the mobile maturity levels :

Mobile Maturity Model

Mobile Maturity Model

Creating a Mobile Strategy

In my previous post I mentioned that brands who do not consider mobility an integral part of their business strategy may experience limited benefits  from building mobile applications as opposed to brands who focus on developing a mobile strategy which ties back to business goals. A mobile strategy should provide a framework to help brands identify development, cross-platform, monetization, promotional and globalization strategies prior to developing mobile applications.

A mobile strategy provides the framework, vision and guidance on which mobile applications will be built. When creating a mobile strategy be sure to address the following:

1. Key Market Insights: Provide an overview of the mobile market focusing on mobile penetration, market share by device and OS worldwide as well as in the US. I have found spending a few minutes on the Gartner Hype Cycle for Emerging Technologies is a helpful way to show the ‘state’ of emerging technologies.  In this section I also touch upon mobile, social, digital usage patterns and high-level discussion on challenges such as device / platform fragmentation.

2. Competitive Analysis : A competitive analysis is a  good way to study a brand’s competition and the gap between the brand and the innovators and leaders in that business vertical. A detailed competitive analysis focusing on features, functionality and capabilities will help to clearly define the short-terms and long-term objectives the brand hopes to achieve with mobility.

3. Project Sponsors and key Business Stakeholder Interviews: One of the key steps in building a successful mobile strategy is in identifying business stakeholders from cross-functional teams. Interviewing the stakeholders on their goals and objectives to be met via the mobile channel, their target audience and their mobile behaviors and discussions around projects, data sources and application touchpoints will help to ensure cross-functional support and buy-in.

4. Develop the Mobile Strategy: When implementing a mobile strategy, one methodology that I have had success with is POST (People, Objectives, Strategy, Technology) advocated by Forrester. The mobile strategy should be customized to the brand based on their unique requirements, project prioritization, risk (e.g. resistance to adoption, concept maturity etc.), LOE and business benefit (e.g. increasing sales, decreasing costs or increasing loyalty).

5. Best Practices & Mobile Trends : Identifying best practices and mobile trends help brands to best leverage this emerging technology in building mobile websites, native apps and hybrid apps to meet business objectives in the short-term as well as long-term.