7 etapas para navegar no cenário CX em mudança

A pandemia está forçando as empresas a repensar como elas se aproximam e investem em CX

Os líderes empresariais vêm se voltando para a tecnologia para melhorar as interações com os clientes há anos, mas a pandemia transformou a experiência do cliente (CX) rapidamente. Os líderes em CX estão sendo forçados a repensar como abordam e investem em CX.

CX is critical to every business, but before the benefits of a successful CX strategy can be felt, business leaders must be capable of quantifying and measuring CX. Customer satisfaction (CSAT), net promoter score (NPS) and customer effort score (CES) are important KPIs, but because they do not directly translate to cost savings, these metrics often do not resonate with executives outside of their organization.

Há três áreas principais para medir para demonstrar como a CX impulsiona os resultados dos negócios: 

1. Geração de receita
2. Contenção de custos
3. Economia de custos

The third area—cost savings—is where the ebook How to Prioritize CX in a Cost-Cutting Environment places its focus. CX leaders must be able to draw a clear line between CX initiatives and cost savings in order to succeed in a cost-cutting environment.

Construindo um caso de negócios para CX

Para navegar com sucesso no cenário CX em mudança, há várias etapas que você deve tomar para criar um caso de negócios eficaz. Isso começa com o desenvolvimento de uma compreensão dos “custos do cliente” e como usá-los para criar um modelo simples de benefícios e ROI que impulsione seus negócios:

• Etapa 1: Understand interaction trends.
  Interactions between customers and agents generate rich data that is stored in the contact center. Analyze and develop an understanding of these trends.
• Step 2: Assign costs to these trends.
  Assign a cost to each of these interaction types by multiplying the number of calls by the cost per call.
  
• Step 3: Get to the “why.”
  Once common trends or themes for calls have been identified (step 1), it’s important to understand the root cause of why they persist.
  
• Step 4: Design an action plan.
  When you’ve identified the root causes of common customer issues, create an action plan to address them.
  
• Step 5: Make reasonable assumptions.
  After developing a bird’s eye view of common customer problems and identifying the root cause for each, prepare a reasonable assumption as to how many of these problems can be solved (thereby reducing the total amount of calls coming in).
  
• Step 6: Establish the projections.
  Now, it’s time to calculate the potential benefit of solving these common customer problems by reducing the frequency of incoming calls related to them.
  
• Step 7: Measure the impact.
  Finally, measure the impact after putting this plan in place.

Embora duplicar os benefícios da CX e vinculá-la a um ROI mensurável sejam os primeiros passos na construção de um argumento comercial convincente e justificável para o investimento contínuo em CX, só podem levar uma organização até certo ponto sem a tecnologia certa implementada.

If you want to learn more about each of these steps and how to build a quantifiable business case for CX—as well as how to identify and adopt the right technologies to execute on it—download the How to prioritize CX in a cost-cutting environment ebook.