McKinsey & Company: Improving the #customer #experience to achieve government-agency goals #cx

The benefits of a customer-centric strategy aren’t limited to private-sector businesses.

Government agencies at every level can gain by putting the needs and wants of citizens first.Across the business landscape, savvy executives are increasingly asking the same question: What do my customers want?

They are coming to realize that, whatever they offer, they are in the customer-experience business.

Technology has handed consumers growing power to choose how and where to buy products and services, and customer-friendly leaders such as Amazon and Apple steadily raise customer expectations for superior service ever higher.

We find that how an organization delivers for customers is beginning to be as important as what it delivers. Our research shows that companies that systematically put customers first create inroads against competitors, build cultures that benefit employees as well as customers, and improve the bottom line from both the revenue and cost sides.

The customer-experience phenomenon

This may seem far removed from the work of federal, state, and local governments, but it offers important lessons. True, agencies rarely have a direct competitor from which they are trying to capture market share. Nor do disruptive start-ups typically emerge to steal their customers. Yet the rationale for agencies to improve the citizen experience may be just as powerful.

For enhancing an agency’s ability to achieve its stated mission, outperforming in efforts to meet budget goals, and engaging employees in a superior culture of citizen service, customer-experience improvement efforts offer public agencies far-reaching lessons.

Central to any successful customer-experience program is a focus on identifying, understanding, and mastering the customer journey: the complete end-to-end experience customers have with an organization from their perspective.

In essence, improving citizen experiences requires more rigorous effort to improve citizen journeys across channels and products. Like customer-focused businesses, most agencies focused on serving citizens typically think about touchpoints: the individual transactions through which citizens interact with the agency and its offerings. But this siloed focus on individual touchpoints misses the bigger, and more important, picture: the citizen’s end-to-end experience.

Only by looking at the citizen’s experience through his or her own eyes—along the entire journey taken—can you really begin to understand how to improve performance meaningfully.

Read all: Improving the customer experience to achieve government-agency goals | McKinsey & Company

My point of view: Looking at many government agencies there is a world to win choosing such an approach. But legislation, politics, back-log technology and a resistance to change are major obstacles.

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Kuudes’study – The Informed Consumer

Understanding the customer is a crucial part of our work at Kuudes. We accordingly decided to conduct a thorough study of the motives and most recent trends underlying consumer choices and tour the whole of Sweden to interview people

Read all: Swedish study – The Informed Consumer

Adrian Swinscoe: How the customer experience vision gap is holding many organisations back

In a world that is moving faster and faster and where it seems like we have less and less time to think, there is better way to approach problems, particularly when it comes to those associated with improving and developing the customer’s experience.

Doing so will allow organisations to develop an increased ability to deliver better and more sustainable growth, higher RoI and better outcomes for them and their customers.

Back in September, I wrote an article called ‘Habituation And The Risk To Customer Experience’. In it I suggested that habituation, the process of transforming the learning of new things into habits, is something that we naturally go through but is also something that, in an organisational context, could pose a risk to the ongoing improvement and development of things like customer experience.

The reason being is that once we develop a habit or a way of doing things, it can ‘stop us from noticing and then fixing the ‘invisible’ problems that are around us’.

This phenomenon is real and is holding many organisations back in their efforts to improve their customer experience.

The reason that I say this is that, over the course of the last few months, I’ve been having a series of conversations with a number of large organisations that are looking to improve their service and customer experience, many of whom are facing the same sort of issues. However, the interesting thing that has emerged from these conversations is how similarly many of them behave when they become aware of a problem or when they recognize that their service or experience is experiencing a problem. These problems tend to manifest themselves through things like a fall in revenues, rising costs, an increase in customer churn or a decrease in their NPS or CSAT scores.

What I have observed is that once an organisation recognizes that it has a problem many of them jump into ‘fix’ mode and quickly move towards buying new tools, technology, processes or systems etc etc in order to fix the problem.That’s fair enough, you may say.

Source: How the customer experience vision gap is holding many organisations back | Adrian Swinscoe

Key #CX charts from Adobe’s #Digital Trends 2017 Report

Last year, the Adobe Digital Trends report showed data-driven marketing to be the top priority for marketers, with 90% of survey respondents citing it as their number one choice. Fast forward to 2017 and the tables have turned. Read more…

Source: Four key CX charts from our Digital Trends 2017 Report