In a recent report, Aberdeen provides an overview of the activities Best-in-Class organisations use to gain granular insights into consumer expectations. It highlights how businesses keep up with evolving buyer preferences, determine the factors influencing loyalty, and empower employees with insights that drive customer delight.
Mastering the Use of Date to Create Happy Customers
Findings from Aberdeen Group’s June 2016 study, Getting Ahead in Customer Analytics: Which Technologies Do You Need to Succeed?, show that only 15% of businesses claim to be truly in tune with its customers.
Companies that master the use of data, interact with customers through their preferred channels and excel at personalising these multi-channels.
Aberdeen’s May 2016 study, CEM Executive’s Agenda 2016: Aligning the Business Around the Customer, shows that 58% of businesses use at least eight channels as part of their customer experience management (CEM) programs.
The Best-in-Class also have a foundation in place that enables each employee to access customer intelligence in order to do their job.
Key Pillars to Becoming More Intelligent About Your Customers
As mentioned above, more than half of businesses currently use a minimum of eight channels to interact with buyers. These channels vary according to customer preferences, industry and region. However, one common aspect for these organisations is the need to ensure that captured data flows seamlessly through enterprise systems.
Findings from Getting Ahead in Customer Analytics indicate that a fragmented view of buyer data is the top challenge influencing customer analytics. Figure 1 shows that Best-in-Class are indeed 30% more likely than All Others to have such a capability in place.
Building a unified view of customer data happens in two ways. First, companies use internal IT resources to map which systems capture data through specific channels, then map out data flows to uncover inefficiencies.
These companies rely on the IT team’s skill to streamline data flow, but resource allocation can be a challenge. Best-in-Class organisations compensate their technical employees based on their contribution to customer data management programs. Once an organisational and technical structure is in place, Best-in-Class companies focus on converting data into actionable insights.
It is vital that employees have granular insights into the voice of the customer (VoC) in order to meet and exceed client expectations. Figure 2 shows that all Best-in-Class businesses provide employees with role-based views of customer sentiment and behavioural data.
Role-based reporting is important as it helps employees gain access to the customer intelligence they need to do their jobs well. Best-in-Class companies also use analytics to empower their employees with contextual insights. Use of business intelligence tools help analyse historical spend for each account and gauge customer profitability.
Figure 3 shows that savvy CEM executives are 62% more likely than their peers to establish key performance indicators (KPIs) to gauge the performance of each channel.
Aberdeen suggests that organisations looking to join the ranks of the Best-in-Class adopt the following activities:
- Eliminate data silos – work with your IT team to identify inefficiencies and address them
- Provide employees with the insights they need to do their job
- Evolve with your customers by regularly gauging if your activities align with buyer needs
Aberdeen Group has been an international research partner of Nebula since 2010. With thousands of research documents, growing daily, Aberdeen’s research library helps enterprises and service providers discover the priorities and strategies of best-in-class enterprises.
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