Is the customer experience revolution underway?

by bold-lichterman

All companies have the customer experience in their mouths, but what about in reality? Where are they really and what sets the best of them apart?

This is the subject of a recent IBM study called “The Customer Experience Revolution“.

Only 16% of companies have mastered their customer experience

First lesson learned: if everyone is talking about customer experience, not everyone is in the same boat. There is even a significant gap between leaders and others.

What the study shows is that 16% of companies can be considered “elites” in this area against 48% “professional” and 36% “amateurs”.

That 48% of companies are doing things “right” with the right level of proficiency is pretty good news. What is more shocking is the 36% of amateurs who show that beyond the generic discourse on customer orientation (which largely predates digital transformation), too many have remained at the level of intention without committing in action.


Unsurprisingly, what sets them apart from the rest is their ability to measure and analyze what is happening at all touchpoints, continuously improve their devices, use data and listen to their employees.


Measurement, analysis, continuous improvement and listening to employees

Now let’s take a look at the “Elites” since they embody the level of excellence towards which others must strive. What axes should a company follow in order to strive for excellence in terms of customer experience?

Customer Experience “Elites” have a high level of collaboration across business functions and silos. Customer experience is not a black box but a shared responsibility.

What sets the Elites apart from the rest is not so much the collaboration (everyone tries it out) but the extent of it.

  • Data integration

Elites don’t rely on intuition but on data to measure and make decisions about their customer experience. An art that everyone is trying out today. So what sets elites apart is the fact that they use data from diverse sources, presented in an integrated fashion and made available to whoever needs it where others continue to silo their data and give it to their people. employees only a partial and sometimes erroneous view of things.

  • Designing experiences from the customer perspective

The Elites practice the “Experience Design»Based on customer needs. But they push their advantage further by using these same practices in many other fields such as employee experience design and generally in solving complex and varied business problems.

At the Elites, the customer is a full member of the “Customer Experience” team and 80% have access to live customer feedback. The most advanced do sentiment analysis and have permanent customer panels.


  • Analysis of the value of experience

What finally differentiates the Elites from others is a “value” oriented approach. They measure the business impact of their initiatives and each improvement. They thus measure the value for the customer and the value for them and draw conclusions for their future initiatives.


  • Listening to employees

What finally differentiates the Elites is the place they give their employees in the customer experience. On the front line, in charge of delivering the experience in question, the employee is indeed among the best placed to know what is working or not and what it would be good to implement.

In the end, a study which, rather than teaching us radically new things, strengthens us in certain convictions. On the other hand, it proves by the figures that these convictions are correct and gives a largely understandable roadmap for those who do not want to play in the “amateur” category any longer.

bertrand-duperrinBertrand Duperrin is Digital Transformation Practice Leader in Emakina. He was previously consulting director at Nextmodernity, a firm in the field of business transformation and management through social business and the use of social technologies.

He regularly deals with social media news on his blog.

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