![]() Joao Dias, David Hamilton, Christopher Paquette, and Rohit Sood, “ How to start building your next-generation operating model,“ March 2017. By rethinking traditional operating models that hinder companies from achieving their potential and combining digital technologies and operating capabilities in an integrated, well-sequenced way, companies can create customer-centric strategies that can sustain new levels of speed, agility, efficiency, and precision. What is required is a more radical abandoning of traditional ways of working in favor of new approaches. A strong will to succeed will be a prerequisite, but by itself will be insufficient to grasp competitive advantage. Within this dynamic and rapidly changing landscape, important opportunities will manifest themselves to build revenue, deepen customer experience, and reduce cost. It is also clear that those expectations will continue to evolve quickly, pitting incumbent companies’ profitability against their ability to deliver services in new ways and master a complex landscape of technologies, marketing approaches, and operational capabilities. Three-quarters of online customers said they expected help within five minutes, have used comparison services for consumer goods, and trusted online reviews as much as personal recommendations. In our research, 70 percent of app users preferred added functionality over “look and feel” of the app, and 61 percent of customers said they were more likely to buy from companies delivering custom content. Our research finds that growing customer expectation of superior service drives efforts to advance and refine digital solutions. It is clear that customers, stoked by digital-first attackers and those playing catch-up, will only expect more digital solutions. players in sectors such as chemicals and steel are making bold moves to build dynamic shared digital ecosystems around customer needs. ![]() ![]() See “ Finding the right digital balance in B2B customer experience,” April 2017. As digital pure plays such as Amazon, Apple, and Uber continuously reinvent themselves by delivering simple, immediate, and individualized experiences, even traditional business-to-business 2 2. ![]() In that dynamic of value creation and durable competitive advantage, delivering digital services and operations has emerged as a prime mover in reshaping customer experience in almost every sector. See “ The CEO guide to customer experience,” McKinsey Quarterly, August 2016. Across sectors, satisfied customers spend more, exhibit deeper loyalty to companies, and create conditions that allow companies to have lower costs and higher levels of employee engagement. Improving customer experience delivers real benefits to companies that successfully execute customer-centric strategies. ![]()
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