Omnichannel CX Transformation Strategies. Mark Stanley Strategic Business Consulting

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2 Omnichannel CX Transformation Strategies Mark Stanley Strategic Business Consulting

3 THERE IS NO DIGITAL STRATEGY, IT S SIMPLY STRATEGY IN A DIGITAL WORLD. 2017, Genesys Telecommunications Laboratories, Inc. All rights reserved.

4 NIKEiD Online customers can order personalized shoes in hundred of colors combinations. Digital tools have made product design and manufacturing faster and more efficient than ever before. Improve visibility and performance in its operations Increase efficiency Reduce waste Enhance corporate social responsibility in the company global supply chain

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6 DIGITAL CAPABILITIES Four levels of digital mastery FASHIONISTAS DIGITAL MASTER BEGINNERS CONSERVATIVES LEADERSHIP CAPABILITY Source: Leading Digital

7 DNA of Digital Masters Most of the companies were already investing in technologies such as social media, mobility, analytics and embedded devices. Digital Capability Technology-enabled initiatives in: Customer Experience Internal Operations Business Models Leadership Capability Leadership capabilities including: Vision Governance Engagement IT-Business Relationships Source: Capgemini consulting

8 Mastering both dimensions is key to achieve digital advantage Nike: From Separate Initiatives to Firm-Level Transformation 1 DIGITAL CAPABILITY Social Media Digital Product Design Customized Manufacturing 2 LEADERSHIP CAPABILITY Digital marketing Digital Division: Nike Digital Sport + Digital product innovation/design Digital commerce (e/m-commerce) Digital technologies (GPS, mobile, etc.) Customer analytics FIRM-LEVEL TRANSFORMATION Source: Leading Digital

9 Digital Masters outperform their peers Revenue Generation Efficiency Profitability Market Valuation +6% +9% -11% +26% -12% +12% -4% -10% -24% +9% -7% +7% Basket of indicators: Revenue / Employee Fixed Asset Turnover Basket of indicators: EBIT Margin Net Profit Margin Basket of indicators: Tobin s Q Ratio Price / book ratio Source: Leading Digital - Survey of 391 companies with Revenue > 500M in 30 countries

10 Some industries average higher mastery than others FASHIONISTAS Travel and hospitality Telecoms DIGITAL MASTERS High Technology Average industry digital mastery: Retail Banking Pharmaceuticals Consumer Packaged Goods Insurance Utilities BEGINNERS CONSERVATIVES Manufacturing Source: Leading Digital

11 but every industry already has digital masters Percentage of firms in each industry by quadrant High Technology 38% 25% 21% 17% Banking 35% 23% 23% 19% Insurance 33% 33% 13% 21% Travel and hospitality 31% 19% 50% Telecomm 30% 17% 48% 4% Retail 26% 30% 17% 26% Consumer Packaged 24% 16% 28% 32% Utilities 20% 40% 20% 20% Manufacturing 12% 26% 17% 45% Pharmaceuticals 7% 17% 43% 33% 0% 20% 40% 60% 80% 100% Digital Master Conservative Fashionista Beginner Source: Leading Digital

12 DIGITAL CAPABILITIES What is your level of digital mastery? FASHIONISTAS Many advanced digital features (such as social, mobile) in silos No overarching vision Underdeveloped coordination Digital culture may exist in silos BEGINNERS Management skeptical of the business value of advanced digital technologies May be carrying out some experiments Immature digital culture DIGITAL MASTER Strong overarching digital vision Good governance Many digital initiatives generating business value in measurable ways Strong digital culture CONSERVATIVES Overarching digital vision exists, but may be underdeveloped Few advanced digital features, but traditional capabilities may be Strong governance across silos Taking active steps to build digital skills and culture LEADERSHIP CAPABILITY Source: Leading Digital

13 The role of technology has shifted from business enabler to business driver

14 Building Digital Capabilities Drivers of differentiation CUSTOMER EXPERIENCE OPERATIONAL PROCESSES BUSINESS MODELS Better Relationships Better Processes Better Products/Services

15 Building Digital Capabilities CUSTOMER EXPERIENCE & ENGAGEMENT OPERATIONAL PROCESSES OPERATIONAL PROCESSES BUSINESS MODELS

16 Poll The Audience Does your company have a strategy for a digital world?

17 Purpose The strong role that Customer Experience and Omnichannel Engagement play in a Digital Transformation process. Process What happens on an end-to-end journey? CX Omni Channel Engagement How is the customer journey enabled?

18 DIGITAL TRANSFORMATION The integration of digital technology into all areas of a business resulting in fundamental changes to how businesses operate and how they deliver value to customers

19 Synchronous v Asynchronous CX

20 Channel Engagement Models

21 Alignment Strategy People Process Technology

22 Thought Leadership Column 1 Early Developing Maturing Barriers Strategy Lack of strategy Customer and productivity driven Managing distractions Growing vision Culture Siloed Integrating Talent Development Security focus Transformative vision Integrated and innovative Tepid interest Investing Committed Leadership Lacking skills Learning Sophisticated MIT SLOAN MANAGEMENT REVIEW DELOITTE UNIVERSITY PRESS

23 Three Ds Build & Test Viable Products Developmen t Idea Generation Discovery Deployment Produce, Bring to Market

24 Key Questions What could we do? What will we do? Is it worth it? How and when will we do it? How will we bring it to market?

25 Poll The Audience Do you think you need more help with: 1. Developing a strategy for a digital world. 2. Operationalizing and executing your company s digital strategy.

26 CX Digital Transformation Process Strategy & Vision Design Execute Analyze Plan Monitor & Support CX Digital Transformation Planning Phase Value Appreciation Phase

27 Poll The Audience Are you ready to move forward with digital transformation?

28 DIGITAL CAPABILITIES What is your target level of digital mastery? CXMM FASHIONISTAS Many advanced digital features (such as social, mobile) in silos No overarching vision Underdeveloped coordination Digital culture may exist in silos DIGITAL MASTER Strong overarching digital vision Good governance Many digital initiatives generating business value in measurable ways Strong digital culture BEGINNERS Management skeptical of the business value of advanced digital technologies May be carrying out some experiments Immature digital culture CONSERVATIVES Overarching digital vision exists, but may be underdeveloped Few advanced digital features, but traditional capabilities may be Strong governance across silos Taking active steps to build digital skills and culture LEADERSHIP CAPABILITY

29 DIGITAL TRANSFORMATION INVOLVES ENTERPRISE WIDE CHANGE Enterprise Digital Transformation Business Model Operational Process Customer Experience Strategic Business Consulting Business Driver CX DIGITAL TRANSFORMATION Strategy Operations People Processes Technology

30 What Genesys can offer GENESYS IS A SOLUTION PROVIDER, WHICH MEANS WE CAN PROVIDE ACTIONABLE RECOMMENDATIONS TO IMPROVE YOUR CUSTOMER EXPERIENCE (I.E. OPTIMIZED CUSTOMER JOURNEYS), WITH A STEP BY STEP ROADMAP BASED ON OUR SOLUTIONS AND BEST PRACTICES SCENARIO 1 YOU ARE DRIVING AN ENTERPRISE DIGITAL TRANSFORMATION PROGRAM DIGITAL CULTURE INTERNAL PROCESSES ENTERPRISE-WIDE DIGITAL TRANSFORMATION CHANGE MANAGEMENT FOCUS ON DIGITAL CX TRANSFORMATION, ALIGNING WITH GLOBAL DIGITAL STRATEGY THAT HAS BEEN OR IS BEING DEFINED SCENARIO 2 YOU ARE NOT ENGAGED IN ANY ENTERPRISE DIGITAL TRANSFORMATION PROGRAM EXPLAIN DIGITAL TRANSFORMATION BASICS SUPPORT DIGITAL CX TRANSFORMATION ENTERPRISE-WIDE DIGITAL TRANSFORMATION, DRIVEN BY CX TRANSFORMATION SUPPORTED BY MANAGEMENT CONSULTANTS/TRANSFORMATIONAL PARTNER

31 NEXT STEPS TO WALK YOUR DIGITAL JOURNEY TODAY OR TOMORROW Please visit us in our Customer Success booth at the Pavilion to get more details about what we can do for you. Sign up now to get benefits of our Early Adopter Program. WHEN YOU ARE BACK AT THE OFFICE Complete your self assessment to identify your current level of digital mastery Contact us, we can help you to define, adjust and execute your CX Digital transformation From pharma to manufacturing to high tech - some company is already reaping the benefits of the digital advantage. Every other company is behind.

32 MARK STANLEY SR. PRINCIPAL BUSINESS CONSULTANT , Genesys Telecommunications Laboratories, Inc. All rights reserved.