IT Innovation | July 28, 2015

Emerging CX Trends

By: Guest Author


The collection of customer feedback and insights is
critical to every business and serves as the foundation of our customer
experience strategy and programs. Below
is post from Jeremy Whyte, Oracle’s senior director of customer feedback and
response programs, on our efforts.

Recently I attended the annual Customer Experience
Professionals Association (CXPA) Insight Exchange, where a host of Certified
Customer Experience Professionals (CCXPs) and CX program leaders converged to
discuss the latest trends, challenges and best practices in the CX profession. During the keynote, Bruce Temkin of The
Temkin Group highlighted 5 emerging trends he sees having the greatest
influence on customer experience efforts over the next few years:

  1. Anticipatory
    Going beyond customer journey mapping, this focuses on
    assisting customers in reaching their ultimate goals and can be achieved by
    understanding what the customer wants not only now, but several steps after
    that so that companies can best position around customer needs;
  2. Mobile
    Today’s products and experiences need to be designed for and
    integrated with mobile, with mobile enabling process redesign. Simply enabling or using mobile as an
    isolated channel or process extension is no longer good enough;
  3. Value as
    a Service:
    Technology is empowering end users to more self-sufficiently
    address their own needs, replacing traditional services in the process, and
    enabling proactive services;
  4. Continuous insights: Capturing and
    disseminating ongoing customer feedback across channels and touchpoints to
    enable decision makers to take action faster;
  5. Power of
    Using culture as an advantage and realizing that effective CX
    strategies must be aligned with an organization’s culture in order to be
    successfully adopted (the whole “culture eats strategy for breakfast” notion).

Each aligns well with both Oracle’s corporate and CX
strategies. In fact, Jeb Dasteel, Oracle
SVP and Chief Customer Officer, hit on a number of these during his 2014
CXPA Insight Exchange keynote
. However
one emerging trend – continuous insights – was of particular interest to me as
the premise maps exactly to the integrated feedback and response program we
have implemented!

For example, establishing a platform for continuous
insight required the modular, connected and integrated customer feedback
strategy we have in place today:

  1. Modular:
    Providing a host of highly-targeted surveys and panels enabling customers to
    access them at any time and through any channel based on their experiences and
    interest levels;
  2. Connected:
    Enabling customers to “jump” seamlessly into multiple surveys and panels at their
    convenience without needing to provide their detailed demographic information
    along the way;
  3. Integrated:
    Providing holistic and role-based reporting across sources, channels and touch
    points to trigger closed-loop follow-up at micro and macro levels.

Oracle's Omni-Channel Feedback and Response Architecture

This strategy was driven directly by external and
internal factors:

  1. Customer preferences changed, as value revolved around shorter, more targeted surveys, an understanding how their input shaped direction, and the ability to respond via mobile devices;
  2. Privacy laws significantly restricted traditional methods of outreach via more stringent opt-in/opt-out policies and touch rules;
  3. Oracle stakeholders wanted new data faster to establish baselines, measure progress, and capture input in emerging areas;
  4. Increased demand required a more streamlined way of capturing and responding to feedback in a scalable way across the growing Oracle organization;
  5. Oracle's culture rewards simplifying, standardizing and automating programs and processes using Oracle products in a way that customers can adopt.

To address these evolving business needs, we modified our
strategy two years ago with the goals of increasing customer engagement,
providing continuous feedback throughout the business, and enabling more
proactive identification and resolution of opportunities and issues. We introduced an omni-channel panel
management program called the Customer Advisory Panel (CAP), embedded it within
our traditional survey infrastructure driven by the Oracle Service Cloud (OSvC),
and integrated it with Oracle Business Intelligence Enterprise Edition (OBIEE)
to cascade roll-based information out to employees in a self-service manner. Lengthy relationship surveys were reduced by
75% and a suite of highly targeted panels were rolled out to better align
content with customer preferences and expectations. These surveys and panels were engineered to
work together and “talk” to one another, enabling respondents to opt-into CAP
if not already a member, access a “survey buffet” of available panels, and
“jump” into existing panels of choice. These panels can be accessed directly through CAP or via the web on
demand, can be sent via personalized email invitations or conducted over the
phone, and are optimized for mobile and desktop devices.

 Oracle's Integrated Panel Management Program

Results of our relationship and transactional surveys are
fed into the Oracle Customer Programs (OCPWB) for visibility across the
Customer Program Manager and Customer Success communities and to trigger the
issue-to-resolution (ITR) follow-up process when required. At a macro level, the Oracle executives
sponsoring panels send thank-you emails to respondents to highlight results,
share impact and outline next steps to close the loop. These practices allow Oracle to resolve
customer-specific issues while sharing how feedback is being used within
Oracle, which in turn incents customers to remain engaged.

The business results achieved were immediate after year
one: A 12x increase in response rates was seen across the first 40 panels
compared to prior relationship surveys, 66% of contacts viewed panels via their
mobile devices, and 23% of panelists “jumped” into other panels to provide
feedback in relevant areas, with the average of those panelists jumping into 3
panels each. This increased the volume of feedback received across the Oracle
ecosystem, eliminated the need to survey these customers, bypassed suppression
challenges and contact management efforts, and provided customers with greater
choice around channels, subjects and schedules. The time to setup and deploy new surveys was reduced from three weeks to
one day.

The addition of these panels meant that we had more
surveys to report results on, so horizontal reporting across the these 40 always-available
surveys was required in order to provide employees with a holistic view of the
voice of the customer and in their areas of responsibility (that number today
is over 70 ongoing surveys!). To achieve
this level of “enterprise intelligence” as Temkin puts it in his 2015 The Future of CX Insights report, we
rolled out OBIEE to feed customer contact information and survey results into a
single system. Role-based dashboards were created with links to more detailed
reports and scorecards that highlighted results in aggregate, by segment (such
as geography, industry, product, account tier, demographics, etc.), by account
and by contact. Secure self-service
reporting was introduced to align with Oracle’s culture and enable “distributed
leadership” (as Amy Lucas of the Temkin Group cites) to empower our core
Customer Program Manager (CPM) community to access results in real-time to
identify and address specific issues while proactively advising their
management teams of key trends and comparisons in a structured way across the
globe. At management levels, stack
rankings and comparisons across products, geographies and segments continue to
fuel internal competition.

Based on that success, transactional survey data was
added to marry point-in-time information with broader relationship-based and
targeted panel feedback, in addition to the issue-to-resolution (case
management) information to provide a fully closed-loop and standards-based reporting
infrastructure across all surveys. Program engagement data was then added to provide insights into the
types of programs customers are engaged in, as well as revenue data. This enabled more programmatic analyses to
highlight the impact of engagement on satisfaction, loyalty and revenue, as
well as “provocative analytics” to identify predictors of growth and loyalty
across segments. For example, we know
that “customer advocates” who are engaged in at least 5 core programs are more loyal and spend
on average 857% more than “transactional buyers” (non-engaged customers). We also know that loyalty drivers vary
between our SaaS and on-premise customers, allowing us to invest resources in
specific areas of the customer lifecycle based on segment to increase success, expansion
and long-term loyalty while staying in tune with longer-term customer needs.

The combined insight is used in many ways including our
“Top Ten Themes” program which highlights and actions the largest, most
systemic areas that have the greatest impact on CX and growth. We also use “provocative analytics” to raise
startling new insights to the executive committee and model the impact of
variables on business outcomes. These
efforts, combined with other proactive outreach activities across the Customer
Program Manager and Customer Success communities – and along with Oracle’s
strategy and culture - are setting the stage for creating the next generation
of “anticipatory experiences.”

Susie Boyer, Senior Product Manager for Oracle Service
Cloud, and I recently co-presented at Modern CX World, where we highlighted
Oracle’s product capabilities in the CX space and illustrated how Oracle is
using those solutions to run our CX programs internally. To view the presentation with recorded audio, please click here.

Customer focus = Customer success.

Jeremy Whyte, CCXP

Senior Director, Customer Feedback and Response Programs