Crafting Successful DCX Strategy Requires These Steps
This blog is authored by Robin Gareiss, President and Founder, of Nemertes Research. Ms. Gareiss leads Nemertes Digital Transformation research. She also is a widely recognized expert in the communications field, with specialty areas of VOIP/UC, collaboration, and managed/hosted/cloud communications services.
With all the high-profile focus on better Digital Customer Experiences (DCX), many IT and business leaders are tempted to rush into a project that promises to boost sales, cut costs, or improve customer ratings.
My best advice: Slow down! At least temporarily.
It’s vital to develop a DCX strategy, so there is an enterprise-wide framework, set of processes, and defined goals around each initiative. What’s more, you want the left hand to know what the right hand is doing. Strategy developments are as much a science as an art, and leaders who have developed successful strategies follow these best practices:
- Determine business problems or opportunities. Talk to business unit leaders about their challenges, problems, and opportunities in a way that focuses on their areas of interest. It’s your job as an IT or CX leader to determine how technology can address the need or potential. Suppose the head of customer service is concerned about a recent drop in CSAT scores, while the head of sales thinks she can reach a new demographic if only webchat were available from the product portion of the website.
- Map the problems or opportunities. Review projects that are most likely to deliver results. For example, maybe the drop in CSAT scores is because the company is not mobile-enabling its order-entry system; by doing so, CSAT scores increase along with revenue. And by adding webchat, the head of sales projects a 30% increase in digital sales—appealing to many stakeholders willing to fund and support the project.
- Identify and solicit people to join the project team. Determine who needs to be involved and in what roles. Depending on the project, representation may be required from IT, marketing, sales, and security, but at different levels of involvement. For example, executives may only need to be involved for budget-related decisions, while marketing may need to be involved on a daily basis to make decisions on DCX strategy or timing for the project.
- Gather internal data. Determine what existing analytics say today for problems and opportunities. For example, is contact center agent turnover on the rise? On average, contact center agent turnover went from 24.2% to 16.8% after the successful implementation of a DCX project. Simply adding agent analytics in the contact center could help improve turnover, reducing the costs of replacing agents.
- Identify stakeholders. Look for influencers who will fund the project and evangelize the benefits. Once you know what the problems and opportunities are, you can pinpoint who will benefit and support the projects.
- Prepare a presentation. Speak to the stakeholders, explaining the problem or opportunity, the proposed technology and organizational solution, anticipated results, and expected costs and gains. Prepare prior to discussions by anticipating any questions stakeholders may ask.
Of course, there are many other steps to building a successful strategy. Typically, companies budget three to six months, depending on the scope of the strategy, the number of people involved, and the size of the organization.
I will discuss more about building the strategy, selecting the right providers, and implementing the technology efficiently during a webinar later this week on March 14.
Bottom line: Take the time up front to develop a strategy and map projects to the overall strategic goals. Then, you can move swiftly to execute on the initiatives that ultimately deliver on benefits enterprise-wide. The better the planning, the quicker you’ll see results once you’ve launched a project. Most organizations document the measurable success of their DCX project within six months (though some larger, complex initiatives may take 12-18 months).