Creating lasting customer experiences when you are the world’s leading brand-experience company is no small feat. And when these experiences are often built for discerning executive audiences in B2B environments, the mandate to get it right is all too high. Our client recognized this need, and had implemented a survey-centric voice of the customer system to fuel a CX strategy informed by real-time data. While the platform systematically did its job capturing and measuring touchpoints along their customers’ journeys, data alone led to “data discontent,” and simply wasn’t enough to satisfy multiple internal audiences and fuel broader organizational strategy.

Early discussions with the client pointed to a quagmire: they had a wealth of information, and recognized the need to broaden the lens of the VOC data. Yet they lacked a multidisciplinary partner to seamlessly work across departments and initiatives as a member of their team. From sales teams to customer support, the organization was hungry to find the connective tissue between its customer inputs, but needed focus and guidance.

An immersion session with stakeholders facilitated the syncing of customer data with the broader customer journey. Doing so enabled the design of a strategic framework that mapped out organizational touchpoints linked to customer data streams. From there, predictive analytics quantified the impact of brand perceptions and overall experience, which fueled a playbook for organizational action. The playbook focused priorities for individual departments, broadened their organizational view by illuminating pain points and delighters, and allowed them to allocate resources for crucial drivers of positive experiences.

Executives have become more intimate with their customers’ journeys and have a decision-making framework by which to support them. Perhaps more importantly, the consolidated insights have bridged the gap of confidence between executive decision-making and frontline actions.

Today, the Customer Experience team is equipped with a strong point of view to migrate the organization away from a siloed, touchpoint-specific approach to an end-to-end, journey-centric frame of reference. Planning discussions at the executive level have shifted away from looking at each decision in isolation and toward a broader realization of the impact on the entire customer experience.

More tactically, quarterly reports are informing branch improvement strategies, and systemizing and automating processes has led to cost reductions of up to 14%, while adding capacity to their teams. Early results also point to rising overall experience scores that are guiding KPI, yet next-phase analytics will accurately quantify all-in ROI.