IN BRIEF
Customer experience (CX) is what customers encounter at every point of contact with a company, from the first inquiry through contract and invoice to service. It covers the channels customers use to raise a request as well as the processes behind them. Customer communication and output management ensure that business documents are produced correctly and delivered through the right channel.
When to involve us.
When inquiries are answered differently depending on the channel, customers have to follow up several times, or invoices, contracts and letters need manual rework, customers feel the friction and the organisation carries avoidable effort.
We follow typical customer cases across channels, departments and systems and show where information is missing or handovers break down. This produces a service blueprint and a channel model that defines which requests run through which channel, who owns them and which service levels apply. For customer communication, we define template ownership, approvals and delivery rules, taking existing print, document and archive solutions into account.
What the work produces.
We agree on the scope around your goals, starting point and available capacity. The following elements illustrate what an engagement can include.
WHAT WE ADDRESS
- Customer journey and touchpoint analysis
- Service blueprint with prioritised friction points
- Channel model with ownership and service levels
- Output management: templates, approval and delivery channels
POTENTIAL OUTPUTS
A service blueprint, clear channel and delivery rules, and prioritised improvements. These help your teams improve handovers and customer communications and assess them against agreed service levels.
A focused starting point.
Examples of typical customer cases and documents, an overview of the channels and systems involved, and known complaints or rework. Customer service, sales and the people responsible for customer communication should be involved from the start.
The question first. Then the scope.
The first conversation clarifies the objective, deliverables and people involved. We agree whether the engagement covers design, pilot support or technical implementation, who takes on each task and how the deliverables will be assessed.
Discuss a starting point by emailHow can we tell whether the customer experience is improving?
Through a small set of measures that make sense from both the customer and the operations perspective. Satisfaction scores such as NPS or CSAT rarely show on their own where friction originates. More telling are measures such as first-contact resolution, the number of follow-ups per case or the time from inquiry to answer. We define these measures for a few central customer cases and link them to the touchpoints in the service blueprint. This shows which improvement reaches customers and which friction point should be tackled next.
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