Digital innovation and user feedback provide a catalyst to simplify products and customer experience, but to capture economic value, you need to take a further step: link the new experience to underlying operational processes. That requires an understanding of two things: what creates value across a given journey from the customer’s point of view (faster cycle time, personalization, cross-channel functionality, and so on) and what drives business costs and revenues (number of manual touches, extent of customer fallout, additional product sales, and so on).
When businesses are trying to see journeys as customers see them, it can be hard to shake off a frame of mind that revolves around internal processes, structures, and KPIs. It may take a deliberate effort to stop thinking “this change might be difficult to implement” or “that cost has to be reduced” and start thinking what the customer wants instead.
Describing journeys from the customer’s perspective—“I wait in line” or “I receive a bill”—is also helpful in exploring what can go wrong and how to put it right.
Authors: Ewan Duncan, Shital Chheda, Stefan Roggenhofer
Source: McKinsey Quarterly
Subjects: Customer Related, Management
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