Mobility is changing. Numerous companies are pushing into the market in the hope of sharing in customers' shifting purchasing behaviour. The challenge is to differentiate yourself from the competition, to deliver a consistent experience across the individual touchpoints, and to increase value for customers and for your own company systematically. CX for a mobility provider can help achieve these goals — but there are several pitfalls to watch out for.
In collaboration with CustomersX®, an assessment of the existing customer experience was carried out. It became clear that, until then, the company had been spreading itself too thin across its many touchpoints. There was also no customer-value perspective on CX. As a result, the focus was placed on the central value drivers from the customers' point of view, differentiation was strengthened, and marketing and sales activities were radically focused. This allowed the company to increase growth and profit significantly.
Customer Value-based Decision Making
Customer-centric Transformation
Co-Creation
Customer Management
Contents:
1. How are the customer journey and customer experience connected?
2. What are the key success factors for CX for a mobility provider?
3. How can CX for a mobility provider be implemented successfully?
4. How can CX for a mobility provider be improved systematically?
How are the customer journey and customer experience connected?
Based on our DTC approach, we developed a project approach to use customer experience management as an activity for differentiation and value creation.
As a first step
the customer journey was analysed using qualitative interviews and a quantitative survey, and set against the activities and investments in marketing, sales and service. Companies repeatedly shy away from comprehensively measuring the customer journey — partly because many providers rely on what we see as entirely nebulous constructs, such as moments of truth or personas. While the concept of moments of truth sounds plausible, our projects show that customers have many moments, and usually no single one leads to a purchase being abandoned; rather, it is always several moments that do not go ideally. Persona segmentation always looks great, but so far it has never been used successfully to increase customer value in practice. Why such concepts persist so stubbornly in practice remains a mystery.
The result of our customer-journey analyses and the comparison of activities and investments reveals a clear mismatch. We consistently observe that too many touchpoints are served in an average and inconsistent way. Through a radical focus, we were able to free up internal resources and offer customers a clearly differentiating, value-adding experience.
As a second step
a CX strategy was developed, comprising an internal roadmap and an external playbook. The internal roadmap showed the company which competencies it needed to improve over the next three years. The areas of customer data and controlling in particular revealed considerable competency gaps. A plan was also drawn up for the continuous expansion of automations. The playbook set out the brand identity, key content, the unification of the touchpoints and the content strategy.
As a third step
the new CX had to be established within the company. Here we drew on our extensive experience from our seminars. The roadmap and playbook were communicated comprehensively within the company, and all employees with customer contact were thoroughly trained. A central success factor for successful implementation is establishing several artefacts within the company. Here we recommend equipping the CEO as a CX evangelist with several artefacts over a period of two years.
As a final step
it was agreed with the client that we carry out an annual CX check. Even though reservations about such a binding engagement are usually considerable, it is consistently underestimated how much better a transformation can go — especially in the first two years — with the help of an external partner. The key here is to keep the effort for the client as small as possible.
In summary
many CX initiatives fail because they increase value neither for the company nor for customers. Often this is because the company's competencies are far too limited and rely on idiosyncratic methods and approaches such as the moments of truth and persona segmentation mentioned above, instead of a solid grounding in financial metrics. Using CX for differentiation and to increase customer value is possible, but in most companies it means an enormous transformation, especially in the customer-facing departments. Because the client still had a manageable number of employees, the transformation was considerably easier to manage. As a result, our client is seeing significant growth and profit development and has markedly improved its CX competencies.
*We take confidentiality towards our clients seriously. The name has been changed; the results are real.
