首页 > 译 文 > 【咨询感想】The Truth About Customer Experience---客户体验的真相
2023
04-25

【咨询感想】The Truth About Customer Experience---客户体验的真相

Companies have long emphasized touchpoints—the many critical moments when customers interact with the organization and its offerings on their way to purchase and after. But the narrow focus on maximizing satisfaction at those moments can create a distorted picture, suggesting that customers are happier with the company than they actually are. It also diverts attention from the bigger—and more important—picture: the customer’s end-to-end journey.

长期以来,公司一直强调接触点,即客户在购买途中和购买后与组织及其产品互动的许多关键时刻。但是,在这些时刻狭隘地关注最大化满意度可能会造成一幅扭曲的画面,表明客户对公司比实际更满意。它还将注意力从更大、更重要的图景上转移开:客户的端到端旅程。

Think about a routine service event—say, a product query—from the point of view of both the company and the customer. The company may receive millions of phone calls about the product and must handle each one well. But if asked about the experience months after the fact, a customer would never describe such a call as simply a “product question.” Understanding the context of a call is key. A customer might have been trying to ensure uninterrupted service after moving, make sense of the renewal options at the end of a contract, or fix a nagging technical problem. A company that manages complete journeys would not only do its best with the individual transaction but also seek to understand the broader reasons for the call, address the root causes, and create feedback loops to continuously improve interactions upstream and downstream from the call.

从公司和客户的角度考虑一个例行的服务事件——比如说,一个产品查询。公司可能会接到数百万个关于产品的电话,必须处理好每一个电话。但如果在几个月后被问及这种体验,客户永远不会把这样的电话简单地描述为“产品问题”。理解呼叫的背景是关键。客户可能一直在努力确保搬家后不间断的服务,在合同结束时了解续订选项的意义,或者解决一个恼人的技术问题。管理完整旅程的公司不仅会尽力处理单个交易,还会寻求了解呼叫的更广泛原因,解决根本问题,并创建反馈循环,以不断改进呼叫的上下游交互。

In our research and consulting on customer journeys, we’ve found that organizations able to skillfully manage the entire experience reap enormous rewards: enhanced customer satisfaction, reduced churn, increased revenue, and greater employee satisfaction. They also discover more-effective ways to collaborate across functions and levels, a process that delivers gains throughout the company.

在我们对客户旅程的研究和咨询中,我们发现,能够熟练地管理整个体验的组织会获得巨大的回报:提高客户满意度,减少流失,增加收入,提高员工满意度。他们还发现了更有效的跨职能和跨级别协作的方法,这一过程为整个公司带来了收益。

Consider a leading pay TV provider we worked with. Although it was among the best in the industry at managing churn, it faced a maturing market, heightened competition, and escalating costs to keep its best customers. Churn was a familiar problem, of course, and the typical reasons for it were well understood: Pricing spurred some customers to leave, while competitors’ technology or product bundles lured others away. The common ways to keep customers were also well known, but they were expensive, including such things as upgrade offers, discounted rate plans, and “save desks” to intercept defectors. So the executives looked to another lever—customer experience—to see if improvements there could reduce churn and build competitive advantage.

想想我们合作过的一家领先的付费电视提供商。虽然它在管理客户流失方面是业内最优秀的,但它为了保持最好的客户,得面对一个成熟的市场、激烈的竞争和不断上升的成本。流失是一个常见的问题,当然,其典型原因也很容易理解:价格促使一些客户离开,而竞争对手的技术或产品捆绑吸引了其他客户。留住客户的常用方法也是众所周知的,但它们都很昂贵,包括提供升级服务、折扣费率计划和拦截背叛者的“节省办公桌”等。因此,高管们把目光投向了另一个杠杆——客户体验——看看能否在这方面做出改进,从而减少客户流失,建立竞争优势。

As they dug in, they discovered that the firm’s emphasis on perfecting touchpoints wasn’t enough. The company had long been disciplined about measuring customers’ satisfaction with each transaction involving the call centers, field services, and the website, and scores were consistently high. But focus groups revealed that many customers were unhappy with their overall interaction. Looking solely at individual transactions made it hard for the firm to identify where to direct improvement efforts, and the high levels of satisfaction on specific metrics made it hard to motivate employees to change.

当他们深入研究时,他们发现公司对完美接触点的强调是不够的。长期以来,该公司一直严格衡量客户对每笔交易的满意度,包括呼叫中心、现场服务和网站,得分一直很高。但焦点小组显示,许多客户对他们的整体互动不满意。仅仅关注单个交易使得公司很难确定在哪里直接进行改进工作,并且对特定度量标准的高满意度使得很难激励员工进行改变。

As company leaders dug further, they uncovered the root of the problem. Most customers weren’t fed up with any one phone call, field visit, or other interaction—in fact, they didn’t much care about those singular touchpoints. What reduced satisfaction was something few companies manage—cumulative experiences across multiple touchpoints and in multiple channels over time.

随着公司领导深入挖掘,他们发现了问题的根源。大多数客户对任何一个电话、实地考察或其他互动都不感到厌倦——事实上,他们并不太关心这些单一的接触点。满意度降低的原因是很少有公司能够管理的——随着时间的推移,在多个接触点和多个渠道中积累经验。

Take new-customer onboarding, a journey that typically spans about three months and involves six or so phone calls, a home visit from a technician, and numerous web and mail exchanges. Each interaction with this provider had a high likelihood of going well. But in key customer segments, average satisfaction fell almost 40% over the course of the journey. It wasn’t the touchpoints that needed to be improved—it was the onboarding process as a whole. Most service encounters were positive in a narrow sense—employees resolved the issues at hand—but the underlying problems were avoidable, the fundamental causes went unaddressed, and the cumulative effect on the customer was decidedly negative.

以引导新客户为例,这一过程通常持续3个月左右,包括6个左右的电话、技术人员的一次到家拜访,以及大量的网络和邮件交流。与该提供者的每次交互都很有可能进行得很顺利。但在关键客户群中,平均满意度在整个过程中下降了近40%。需要改进的不是接触点,而是整个引导过程。从狭义上讲,大多数服务接触都是积极的——员工解决了手头的问题,但潜在的问题是可以避免的,根本问题没有得到解决,对客户的累积影响显然是负面的。

Remedying matters would add significant value, but it wouldn’t be easy: The company needed a whole new way of managing its service operations in order to reinvent the customer journeys that mattered most.

补救问题会带来巨大的价值,但这并不容易:公司需要一种全新的方式来管理其服务运营,以重塑最重要的客户旅程。

More Touchpoints, More Complexity

更多接触点,更复杂

The problem the pay TV provider encountered is far more common than most organizations care to admit, and it can be difficult to spot. At the heart of the challenge is the siloed nature of service delivery and the insular cultures that flourish inside the functional groups that design and deliver service. These groups shape how the company interacts with customers. But even as they work hard to optimize their contributions to the customer experience, they often lose sight of what customers want.

付费电视提供商遇到的问题比大多数组织愿意承认的要普遍得多,而且很难发现。挑战的核心是服务交付的孤立性,以及在设计和交付服务的职能组中盛行的狭隘文化。这些群体决定了公司如何与客户互动。但是,即使他们努力优化他们对客户体验的贡献,他们也经常忽视客户的需求。

The pay TV company’s salespeople, for example, were focused on closing new sales and helping the customer choose from a dense menu of technology and programming options—but they had very little visibility into what happened after they hung up the phone, other than whether or not the customer went through with the installation. Confusion about promotions and questions about the installation process, hardware options, and channel lineups often caused dissatisfaction later in the process and drove queries to the call centers, but sales agents seldom got the feedback that could have helped them adjust their initial approach.

例如,付费电视公司的销售人员专注于完成新的销售,并帮助客户从密集的技术和节目选项菜单中进行选择,但他们对客户挂断电话后发生的事情知之甚少,除了客户是否完成安装之外。促销方面的困惑以及安装过程、硬件选择和渠道阵容方面的问题往往会在流程后期引起不满,并将问题推到呼叫中心,但销售代理很少能得到可以帮助他们调整初始方法的反馈。

The solution to broken service-delivery chains isn’t to replace touchpoint management. Functional groups have important expertise, and touchpoints will continue to be invaluable sources of insight, particularly in the fast-changing digital arena. Instead, companies need to embed customer journeys into their operating models in four ways: They must identify the journeys in which they need to excel, understand how they are currently performing in each, build cross-functional processes to redesign and support those journeys, and institute cultural change and continuous improvement to sustain the initiatives at scale.

打破服务交付链的解决方案不是取代接触点管理。职能组拥有重要的专业知识,接触点将继续成为宝贵的洞察力来源,特别是在快速变化的数字领域。相反,公司需要以四种方式将客户旅程嵌入到他们的运营模式中:他们必须确定他们需要超越的旅程,了解他们目前在每个旅程中的表现,构建跨职能流程来重新设计和支持这些旅程,并制定文化变革和持续改进以维持大规模的计划。

Identifying Key Journeys

确定关键旅程

Defining the journeys that matter and deciding where to begin the transformation requires both top-down, judgment-driven evaluations and bottom-up, data-driven analysis, to varying degrees. We recommend pursuing these efforts in parallel whenever possible.

定义重要的旅程并决定从哪里开始转换需要不同程度的自顶向下、判断驱动的评估和自底向上、数据驱动的分析。我们建议尽可能同时进行这些努力。

An executive working session, drawing on existing research, may be sufficient to identify the most significant journeys and the pain points within them—the specific service shortcomings that damage customers’ experience. That research is typically fragmented and often includes data on the customer volume in a given journey, reasons for call center complaints, and obvious gaps in performance—for example, discrepancies between promises made in marketing materials and services actually delivered.

在现有研究的基础上召开一次高级工作会议,可能足以确定最重要的旅程和其中的痛点——损害客户体验的特定服务缺陷。这种研究通常是零散的,通常包括特定旅程中的客户数量、呼叫中心投诉的原因以及表现上的明显差距——例如,营销材料中的承诺与实际提供的服务之间的差异。

At three companies we’ve worked with, sessions of this type directed attention to key customer journey problems. The executive team at a fixed-line telecom focused on the 50% dissatisfaction rate with the installation process; the team at a leading energy player targeted the 40% churn among customers moving houses; and executive sessions at an integrated telecom zeroed in on the more than one third of new fiber-optic customers who canceled before installation or within 90 days. In each case the executive attention led to a concerted effort to fix the targeted journey, while leadership’s “walking the talk” generated support for improvement programs and broader organizational changes. These results show how initial top-down work can identify early wins (often policy or process changes that can be implemented quickly and centrally) that set the tone for further transformation.

在我们合作过的三家公司中,这种类型的会议将注意力引向了关键的客户旅程问题。固定线路电信公司的管理团队关注的是安装过程中50%的不满意率;一家领先的能源公司的团队瞄准了搬家客户中40%的流失率;在一家综合电信公司的执行会议上,超过三分之一的新光纤客户在安装之前或在90天内取消了订单。在每一种情况下,高管的关注都导致了协调一致的努力,以确定目标旅程,而领导层的“言出必行”产生了对改进计划和更广泛的组织变革的支持。这些结果显示了最初的自顶向下工作如何能够确定早期的胜利(通常是可以快速和集中实施的政策或流程变更),从而为进一步的转变奠定基调。

For companies seeking just to fix a few glaring problems in specific journeys, such top-down problem solving can be enough. But those that want to transform the overall customer experience need to simultaneously create a detailed road map for each journey, one that describes the process from start to finish, takes into account the business impact of optimizing the journey, and lays out a commonsense, feasible sequence of initiatives.

对于那些只希望在特定过程中解决几个明显问题的公司来说,这种自上而下的问题解决方案就足够了。但是那些想要改变整体客户体验的人需要同时为每个旅程创建一个详细的路线图,它描述了从开始到结束的过程,考虑到优化旅程的业务影响,并列出了一个常识性的、可行的计划序列。

This is a bottom-up effort that starts with additional research into customers’ experiences of their journeys and which ones matter most, both to customers and to business performance. A company should draw on customer and employee surveys along with operational data across functions at each touchpoint, to assess performance and gauge how it is doing relative to the competition. Best-in-class companies use regression models to understand which journeys have the greatest impact on overall customer satisfaction and business outcomes, and then run simulations to get a picture of the potential impact of various initiatives.

这是一种自下而上的努力,首先对客户的旅程体验进行额外的研究,以及对客户和业务绩效最重要的是什么。公司应该利用客户和员工调查以及每个接触点的跨职能运营数据来评估绩效,并衡量其相对于竞争对手的表现。一流的公司使用回归模型来理解哪些旅程对整体客户满意度和业务结果有最大的影响,然后运行模拟以获得各种计划的潜在影响的图像。

Doing this research and analysis well is no small task, because it typically means acquiring new types of information and assembling it in new ways. For many companies, combining operational, marketing, and customer and competitive research data to understand journeys is a first-time undertaking, and it can be a long process—sometimes lasting several months. But the reward is well worth it, because the fact base that’s created allows management to clearly see the customer’s experience of various journeys and decide which ones to prioritize.

做好这项研究和分析不是一项简单的任务,因为它通常意味着获取新类型的信息并以新的方式将其组合起来。对于许多公司来说,结合运营、营销、客户和竞争研究数据来了解旅行是第一次尝试,这可能是一个漫长的过程——有时会持续几个月。但回报是值得的,因为创建的事实基础可以让管理层清楚地看到客户在各种旅程中的体验,并决定优先考虑哪些。

Understanding Current Performance

了解当前表现

Once a company has identified its key customer journeys, it must examine each one in detail in order to understand the causes of current performance. This deep dive involves additional research, including customer and employee focus groups and call monitoring. Combined with the initial bottom-up analysis, it allows the company to map the most significant permutations of each journey as the customer experiences and would describe it, revealing the sequence of steps she is likely to take from start to finish. The mapping exercise also exposes departures from the ideal customer experience and their causes, and often reveals policy choices or company processes that unintentionally generate adverse results. For example, many companies charge for phone-based technical support, thinking that imposing a fee will steer customers to self-service options. But the consequence may be numerous callbacks or inadequate do-it-yourself fixes, both of which degrade the customer experience.

一旦公司确定了其关键客户旅程,它必须详细检查每个客户,以便了解当前绩效的原因。这种深入研究涉及到额外的研究,包括客户和员工焦点小组以及电话监控。与最初的自下而上分析相结合,它允许公司将每次旅程中最重要的排列映射为客户体验,并将其描述出来,揭示她从开始到结束可能采取的步骤顺序。映射操作还暴露了对理想客户体验的偏离及其原因,并经常揭示无意中产生不利结果的政策选择或公司流程。例如,许多公司对基于电话的技术支持收费,认为收费将引导客户选择自助服务。但结果可能是大量回调或不充分的自己动手修复,这两者都会降低客户体验。

A company may get millions of calls about a product and must handle each one well. It must also address the root causes of the calls.

一家公司可能会接到数百万个关于产品的电话,必须处理好每一个电话。它还必须解决这些呼叫的根本原因。

Consider the telecom faced with 50% initial customer dissatisfaction. Executives knew the “provisioning journey”—the process of installing fixed-line service at a customer’s home—was a priority, and as they probed new data, they began to see an ominous pattern. When they surveyed new customers about their experience from the time they ordered service through installation and activation (a journey that spanned four touchpoints), they learned that although about half were thrilled with the service, giving it an eight or a nine on a 10-point scale, the other half were incensed, giving it a one or a two.

考虑电信公司最初面临50%的客户不满。高管们知道“配置之旅”——在客户家中安装固定电话服务的过程——是当务之急,随着他们对新数据的研究,他们开始看到一种不祥的模式。当他们调查新客户从订购服务到安装和激活(一个跨越四个接触点的旅程)的体验时,他们发现,尽管大约一半的人对这项服务感到兴奋,给它打了8分或9分(满分10分),但另一半人却很生气,给它打了1分或2分。

On further investigation, the firm discovered that the installation process for unhappy customers was compromised by delays that ultimately stemmed from misaligned incentives: Back-office employees weren’t measured on or rewarded for the accuracy of order tickets and so sometimes processed them with missing or incorrect information. The company’s traditional customer-experience dashboard had missed the problem because it included no measure of end-to-end success. “Our dashboard metrics were like a watermelon,” one senior manager told us. “On the outside everything was green, but when you looked inside, it was red, red, red.”

在进一步的调查中,该公司发现,不满意的客户的安装过程受到延误的影响,而延误最终源于不一致的激励措施:后台员工没有根据订单的准确性进行衡量或奖励,因此有时会在处理订单时遗漏或错误的信息。该公司传统的客户体验仪表盘忽略了这个问题,因为它没有衡量端到端的成功。“我们的仪表板指标就像一个西瓜,”一位高级经理告诉我们。“从外面看,一切都是绿色的,但当你往里面看时,它是红色的,红色的,红色的。”

Redesigning the Experience and Engaging the Front Line

重新设计体验并融入前线

Once a company has identified its priority journeys and gained an understanding of the problems within them, leaders must avoid the temptation to helicopter in and dictate remedies; indeed, they should refrain from any solutions (including ones from outside experts) that don’t give employees a big hand in shaping the outcome. Even if a fix appears obvious from the outside, the root causes of poor customer experience always stem from the inside, often from cross-functional disconnects. Only by getting cross-functional teams together to see problems for themselves and design solutions as a group can companies hope to make fixes that stick.

一旦公司确定了优先事项,并了解了其中的问题,领导者就必须避免像直升机一样介入并发号施令的诱惑;事实上,他们应该避免任何解决方案(包括来自外部专家的解决方案),这些解决方案不能让员工在决定结果方面发挥很大的作用。即使解决方案从外部看起来很明显,但糟糕的客户体验的根本原因总是源于内部,通常是跨职能的脱节。只有让跨职能的团队聚在一起,自己看到问题,并作为一个团队设计解决方案,公司才有希望做出持久的修复。

The energy company identified “moving house” as a journey it needed to get right. Executives started by gathering representatives from the various operational and commercial groups involved in that journey. The setup for the meeting was low-tech yet powerful: One wall of the conference room was devoted to posters, customer quotes, and visual depictions of what customers experienced from the time they decided to move until service was activated in their new homes.

这家能源公司认为“搬家”是一段需要做好的旅程。高管们首先召集了参与这一旅程的各种运营和商业团体的代表。会议的设置是低科技的,但功能强大:会议室的一面墙上专门贴着海报、客户报价,以及客户从决定搬家到在新家启用服务期间所经历的视觉描述。

It proved to be a breakthrough meeting. Seeing the journey represented from start to finish was powerful, because no single group had ever had visibility into—let alone accountability for—the entire experience, and therefore didn’t recognize the journey’s shortcomings. It immediately became clear that the process had evolved into something far more complex than anyone had realized; there were 19 customer interactions in all. Many of the steps involved complex handoffs between internal groups, creating multiple places where things could—and did—go wrong. But the “ahas” were not just about operational glitches: Some of the unhappy customers’ frustration arose from a lack of communication at key moments when, operationally, things were working fine—for example, when scheduling end-of-service at an old address. At other points (for instance, after starting service at a new address), customers got too much information and were confused by apparently conflicting messages.

事实证明这是一次突破性的会议。看到从开始到结束的旅程是很强大的,因为没有一个团队能够看到整个经历,更不用说对整个经历负责了,因此没有意识到旅程的缺点。事情立刻变得清晰起来,这个过程已经演变成比任何人想象的都要复杂得多的东西;总共有19个客户交互。许多步骤涉及到内部小组之间复杂的交接,造成了多个可能出错的地方,也确实出错了。但这些“不愉快”并不仅仅是操作上的小故障:一些不满意的客户之所以感到沮丧,是因为在操作上一切正常的关键时刻缺乏沟通——例如,在一个旧地址安排服务结束时。在其他情况下(例如,在一个新地址开始服务后),客户获得的信息太多,并且被明显相互矛盾的信息所迷惑。

How Journeys Pay Off

旅行如何获得回报

Most executives we talk to readily grasp the journey concept, but they wonder whether perfecting journeys ...

与我们交谈过的大多数高管都很容易理解旅行的概念,但他们想知道,完美的旅行……

Once the team members had identified the reasons for the myriad handoffs and begun to appreciate the challenges their counterparts in other operational groups faced, they could sit down to design a new approach. They brainstormed solutions in a “war room,” launched frontline teams to pilot and improve upon ideas, and empowered the teams to take risks and experiment through trial and error. Finally, they engaged customers in the design process, to ensure that the approach developed would please them. The result: a new process that was four times as efficient, far more satisfying to customers, and much better aligned with the company’s brand promise, “We deliver.” The proportion of customers dissatisfied with the experience of moving house dropped significantly, resulting in a revenue gain of €4 million.

一旦团队成员确定了大量交接的原因,并开始理解他们在其他运营团队中的同行所面临的挑战,他们就可以坐下来设计一种新的方法。他们在“作战室”中集思广益地讨论解决方案,启动一线团队来试验和改进想法,并授权团队承担风险,通过试错进行实验。最后,他们让客户参与到设计过程中,以确保所开发的方法能让他们满意。结果是:新流程的效率提高了四倍,客户满意度提高了很多,而且更符合公司的品牌承诺——“我们交付”。不满意搬家体验的客户比例大幅下降,带来400万欧元的收入增长。

Navigating a Customer Journey

引导客户旅程

Good Journeys Fuel Growth Studies of companies in the pay TV and auto insurance industries reveal a strong ...

对付费电视和汽车保险行业公司的研究表明,良好的旅程促进了增长。

A leading car rental company we worked with ran a similar series of cross-functional efforts—pilots at key airport locations involving frontline teams including counter staff, car cleaners, exit gate personnel, and bus drivers. Management chose several target geographies, assigned a senior executive to each, and tasked the frontline teams with three things: mapping the customer experience and looking for fresh service ideas to improve it; getting frontline employees from each of the functions to collaborate on identifying the causes of problems and finding solutions; and coordinating activities to maximize the speed of service from the customer’s point of view.

与我们合作的一家领先的汽车租赁公司也开展了一系列类似的跨职能工作——在机场的主要地点进行试点,包括柜台工作人员、汽车清洁工、出口人员和巴士司机在内的一线团队。管理层选择了几个目标地区,为每个地区指派了一名高管,并向一线团队下达了三件事的任务:绘制客户体验图,寻找新的服务理念来改善客户体验;让各职能部门的一线员工通力合作,找出问题的原因并找到解决方案;从客户的角度出发,协调各项活动,最大限度地提高服务速度。

A team in one region discovered a major bottleneck: The company frequently fell short of clean cars during peak demand. Among the remedies it suggested was installing a buzzer between the rental counter and the car lot. When the line at the counter grew long, staff members could alert workers in the lot that they would soon need more cars. By the end of the pilot, the unit’s on-site customer service scores had doubled, revenues from upselling had climbed 5%, and the cost of serving customers had dropped 10%. In addition, the marketing team—involved from day one—helped identify changes to the exit process (when customers pick up a car on the lot) that boosted upsell by broadening the choice of available vehicles.

一个地区的团队发现了一个主要瓶颈:在需求高峰期,该公司经常缺乏清洁能源汽车。它建议的补救措施之一是在租赁柜台和停车场之间安装一个蜂鸣器。当柜台前的队伍变长时,工作人员可以提醒停车场的工作人员,他们很快就会需要更多的汽车。到试点结束时,该部门的现场客户服务得分翻了一番,追加销售收入增长了5%,服务客户的成本下降了10%。此外,营销团队从第一天起就参与进来,帮助确定退出流程(当客户在停车场取车时)的变化,通过扩大可用车辆的选择来促进追加销售。

Sustaining at Scale by Changing Mind-Sets

通过改变思维模式来维持规模

Of course, analyzing journeys and redesigning service processes get a company only so far. Implementing the changes across the firm is hugely important—and hugely challenging. A detailed discussion of how to scale and sustain transformation initiatives is beyond the purview of this article. However, delivering at scale on customer journeys requires two high-level changes that merit mention here: (1) modifying the organization and its processes to deliver excellent journeys, and (2) adjusting metrics and incentives to support journeys, not just touchpoints.

当然,分析旅程和重新设计服务流程只能让公司走这么远。在整个公司实施这些变革是非常重要的,也是非常具有挑战性的。关于如何扩展和维持转换计划的详细讨论超出了本文的范围。然而,在客户旅程中大规模交付需要两个高层的变化,值得在这里提到:(1)修改组织及其过程以交付优秀的旅程,以及(2)调整度量和激励以支持旅程,而不仅仅是接触点。

Organizationally, adopting a journey-centric approach allows companies to move from siloed functions and top-down innovation to cross-functional processes and empowered, bottom-up innovation. Most companies keep their functional alignments intact and add cross-functional working teams and processes to drive change. To that end, many companies we have studied set up a central change leadership team with an executive-level head to steer the design and implementation and to ensure that the organization can break away from functional biases that have historically blocked change. These roles tend not to be permanent—indeed, success ultimately involves changing company culture so much that the roles are no longer needed—but they are critical in the early years. The energy company located its change team right next to the boardroom to signal the importance of its effort. The pay TV provider promoted a functional leader and had him report directly to the CEO. Several telecoms we have worked with that elected more-permanent organizational change left the cross-functional change teams in place to ensure sustained checks and balances to the natural tensions across functions. In the most effective cases, companies design cross-functional working and accountability into their core business processes, establishing clear ownership, authority, metrics, and performance expectations that supplement the existing functional structures.

从组织上讲,采用以旅程为中心的方法可以让公司从孤立的职能和自上而下的创新转向跨职能流程和授权的自下而上的创新。大多数公司保持其职能一致性,并增加跨职能工作团队和流程来推动变革。为此,我们研究过的许多公司都成立了一个由高管领导的中央变革领导团队,负责指导设计和实施,并确保组织能够摆脱历史上阻碍变革的职能偏见。这些角色往往不是永久性的。事实上,成功最终需要改变公司文化,以至于不再需要这些角色,但它们在早期是至关重要的。这家能源公司将其变革团队安置在董事会会议室旁边,以表明其努力的重要性。这家付费电视提供商提拔了一位职能领导,并让他直接向首席执行官报告。与我们合作过的几家电信公司,选举产生了更永久的组织变革,留下了跨职能的变革团队,以确保对跨职能的自然紧张局势进行持续的制衡。在最有效的情况下,公司在其核心业务流程中设计跨职能工作和问责制,建立明确的所有权、权限、指标和绩效预期,以补充现有的职能结构。

Consider how this worked at the car rental business. As efforts ramped up at the pilot locations, the CEO gave each member of his executive team responsibility for implementation across all sites in a particular geographic region, knowing that would require the executives to partner with peers in challenging new ways. The CFO, for example, might be responsible for keeping tabs on cross-functional improvements in the Philadelphia area and for taking any issues that arose, including purely operational ones, up the chain of command. And although the company had a solid playbook for its first pilot, it explicitly challenged the teams in each location to adapt the playbook and make it their own, and to try to beat the original location’s results. The frontline teams were empowered to continually test new ideas that the executives heading the teams could then spread to the rest of the business.

想想这在汽车租赁行业是如何运作的。随着试点地点的工作力度加大,首席执行官让其执行团队的每个成员负责在特定地理区域的所有地点实施,因为他知道这需要高管以具有挑战性的新方式与同行合作。例如,首席财务官可能负责密切关注费城地区的跨职能改进,并将出现的任何问题,包括纯粹的运营问题,纳入指挥链。尽管该公司在第一次试播中有一个坚实的剧本,但它明确要求每个地点的团队调整剧本,使其成为自己的剧本,并试图打破原始地点的结果。一线团队被授权不断测试新想法,领导团队的高管可以将这些想法传播到业务的其他部门。

Back at the energy company, the scope was broadened to include five critical journeys, with an executive team member leading each effort and conducting weekly reviews with stakeholders from each function. And at the integrated telecom, the executive team created a new permanent role, redeploying senior people from siloed functions to become “chain managers” responsible for overseeing specific journeys, such as fiber cable provisioning. It created war rooms where the chain managers could monitor the efforts and meet with the functional teams involved. Thus the program was driven by cross-functional, bottom-up idea generation but had enough top-down ownership and coordination to maintain momentum and focus.

回到能源公司,范围扩大到包括五次关键旅程,由一名执行团队成员领导每项工作,并与每个职能部门的利益相关者进行每周审查。在综合电信公司,执行团队创造了一个新的永久性角色,从各自为政的职能部门重新部署高级人员,成为负责监督特定旅程(如光纤电缆供应)的“连锁经理”。它创建了作战室,连锁店经理可以在那里监督工作并与相关职能团队会面。因此,该计划是由跨职能、自下而上的想法生成驱动的,但有足够的自上而下的所有权和协调来保持势头和重点。

Once their new management structures are in place, organizations must identify the appropriate metrics and create the appropriate measurement systems and incentives to support an emphasis on journeys. Even if a company already uses a broad customer satisfaction metric, moving the focus from touchpoints to journeys typically requires tailored metrics for each journey that can be used to hold the relevant functions and employees accountable for the journey’s outcome. Very few companies do that today. For the telecom focused on new product installs, this meant holding the sales agent, the technician, the call center, and the back-office agents responsible for a trouble-free install and high customer satisfaction at the end of the process, instead of simply requiring a successful handoff to the next touchpoint. For the energy company, it meant new cross-functional measures for each frontline employee who handled address changes (for example, error-free capture by call center agents of information needed downstream). Disney famously builds its entire theme park culture around delivering the guest experience: From hiring through performance reviews, it assesses each frontline team member on his or her customer-friendly skills. And one large retail bank started requiring each executive-team and board member to call five dissatisfied customers a month—a simple but effective way of holding the leadership’s feet to the fire on customer experience issues.

一旦新的管理结构到位,组织必须确定适当的衡量标准,并创建适当的衡量系统和激励措施,以支持对旅程的重视。即使一家公司已经使用了广泛的客户满意度指标,将重点从接触点转移到旅程通常需要为每一次旅程量身定制指标,这些指标可以用来让相关职能部门和员工对旅程的结果负责。如今很少有公司这样做。对于专注于新产品安装的电信公司来说,这意味着让销售代理、技术人员、呼叫中心和后台代理负责无故障安装和流程结束时的高客户满意度,而不是简单地要求成功切换到下一个接触点。对于这家能源公司来说,这意味着为每一位处理地址变更的一线员工提供新的跨职能措施(例如,呼叫中心代理对下游所需信息的无错误捕获)。众所周知,迪士尼的整个主题公园文化都是围绕着提供游客体验而建立的:从招聘到绩效评估,它会评估每个一线团队成员的客户友好技能。一家大型零售银行开始要求每个执行团队和董事会成员每月给五位不满意的客户打电话,这是一种简单但有效的方法,可以让领导层在客户体验问题上保持冷静。

Using Journeys to Differentiate

利用旅程来区分

Identifying the journeys that matter most can be beneficial even when companies don’t have a nagging customer ...

确定最重要的旅程可能是有益的,即使公司没有唠叨的客户……

Optimizing a single customer journey is tactical; shifting organizational processes, culture, and mind-sets to a journey orientation is strategic and transformational. Journey-based transformations are not easy, and they may take years to perfect. But the reward is higher customer and employee satisfaction, increased revenue, and lower costs. Delivering successful journeys brings about an operational and cultural shift that engages the organization across functions and from top to bottom, generating excitement, innovation, and a focus on continuous improvement. It creates a culture that’s hard to build otherwise, and a true competitive advantage goes to companies that get it right.

优化单个客户的旅程是战术性的;将组织流程、文化和心态转变为以旅程为导向是战略性和变革性的。基于旅程的转变并不容易,而且可能需要数年时间才能完善。但回报是更高的客户和员工满意度、增加的收入和更低的成本。成功的旅程带来了运营和文化的转变,使组织从上到下跨职能参与,产生兴奋、创新和对持续改进的关注。它创造了一种很难建立的文化,而真正的竞争优势属于那些做对了的公司。


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