Customer Experience Capability Maturity
Assessment for the Contact Centre Industry in
Malaysia
CCAM CX Summit 2016
Presenter
Bijuraj Sarangi
Principal Consultant – Lead Customer Experience
Frost & Sullivan, APAC
23rd November 2016
Objective and Approach
Strategic Imperative and Objective of the Assessment
Strategic Imperative for customer experience
maturity assessment for contact center
organizations?
• Contact centres have become epicentre of all
types of customer interaction channels
• Contact centre plays a strong role in
integrating
and
aligning
organization’s
marketing, sales and service capabilities
Customer
Experience
Journey
Discover
Exit/
Retained
Contact
Center
Decide
Objective
• To assess the customer experience maturity
level of contact center organizations in
Malaysia using Frost & Sullivan’s proprietary
maturity model and diagnostic framework.
• The assessment aims to provide the current
maturity level of contact centers across 14
capability areas that can be assessed on an
on-going basis to drive improvements in
customer experience capabilities.
Complaint
Buy
Get
Service
Pay
Frost & Sullivan believes that small changes in the way organizations operate and offer services can
make big impacts on end customer experience
3
Scope of the Assessment
The assessment was designed with 30 Critical Success Factors (CSFs) identified across people,
process, technology and organization alignment areas to gauge maturity level of customer experience
capabilities for the industry as well as across organizations. Carefully selected from Frost & Sullivan
proprietary CX maturity model, these 30 CSFs correspond to 14 CX capability areas for contact center
organizations.
Core Customer Experience Enablers
Customer Centricity Enablers
1
Customer Experience Design
9
Operation Function Alignment
2
Customer Process Enablement
10
Customer Support Alignment
3
Customer Service Technology
11
Human Resource Alignment
4
People Enablement
12
IT Function Alignment
5
Service Excellence & Continuous Improvement
13
Culture Alignment
6
Customer Management
14
Brand Alignment
7
Service Performance Management
8
Customer Feedback Management
4
Participant Industries
Industry
No of participant organizations
Banking
7
Consumer Goods and Services
3
Insurance
7
Transportation
3
IT, Services and Outsourcing
10
Utilities and Public Sector
3
Ecommerce
3
Telecommunication
2
Hospitality
1
Pharmaceutical
1
Total
40
5
Approach
Maturity assessment framework used for analysis is built using Frost & Sullivan proprietary Customer
Experience maturity framework which is a comprehensive framework covering both core customer
experience enablers and customer centricity elements in an organization
Define
Core CX
Capabilities
CX Functions
Organization
Alignment
Design
Deliver
Discover
Customer Journey
Mapping
Customer Process
Enablement
Service Operations
Management
Service Performance
Management
Customer Experience
Design
Customer Service
Technology
Service Excellence
and Continuous
Improvement
Customer Feedback
Management
Comparative Service
Differentiation
People Enablement
Customer
Management
Service Partner
Management
Marketing
Sales
Customer
Support
Operation
Leadership
Human
Resource
IT
Culture
Brand
A four step approach undertaken to complete the exercise across 40 companies in 10 different industries
4 Weeks
1
2
3
4
Participant
Identification
CX Assessment
Area Identification
Maturity
Assessment and
Analysis
Organization and
Industry Maturity
Reporting
6
Frost & Sullivan Customer Experience Maturity Model
Moving from
traditional to
digital channels
Traditional
channels in
place
Customer
engagement
is shared
responsibility
No idea
about CXM
Customer
engagement is
partially
proactive
Dedicated CE
function
Basic
G
1
Connected
systems.
Unified
technology/
process
experience
Advanced
Evolving
2
No
Exposure
Limited digital
presence
3
CE is a
business
objective and
growth agenda
Aligned
Organization
and processes
Digital presence
with cross
channel
capability
Unified
customer
experience (360
degree
customer view)
Leading
4
Customer
analytics drives
customer
strategy
Omni channel
capability
Customer selfhelp enabled
(moving
towards zero
contact)
Unified Customer Experience
Alignment to Business Objectives
Do you know where you are?
Next Gen
5
Integrated and
connected
smart systems
NBA enabled
services
Customer
experience is
the culture
Customer Centricity
7
An effective contact centre operating framework helps companies inch a
step closer to end customers and enable desired experience
Customer
Interaction
Journey
Channels
Pre Purchase
Phone
Operation
Structure
Or Process
Structure
Post Purchase
Purchase
IVR
SMS
Website
Web-chat
Social
Media
Email
Fax
Command Center
Incident Management
Scheduling
Query/ Complaint Management
Problem Management
Capacity Planning
Escalation Management
Staff Management
Technology
Shared Services
Or Functions
People
ACD
Campaign Management
IVR/VP
Quality
Front Line Representatives
CTI
CRM
HR
IT
Support Staff
Agent
Desktops
BPM
Systems
Operation
Leadership
8
Executive Summary
Frost & Sullivan assessment positions the Malaysian Contact Center
industry at an Advanced Stage on the customer experience maturity curve
As per Frost & Sullivan Customer Experience maturity analysis, the contact center Industry
is placed at an advanced stage with well-connected and synchronized backend and
frontend processes, clear visibility into service performance management and increased
focus on customer feedback driven service enablement.
However, partial use of digital capabilities for customer engagement, scope for improvement
in customer experience design across touch points and unavailability of a 360 degree view
in to customer interactions and intentions are some of the key bottlenecks that the industry
need to address to move to the next level of maturity
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Industry CX
Capability
10
Cross Industry Customer Experience Capability Maturity
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Banking
Consumer Goods &
Services
Insurance
Transportation
IT Services and
Outsourcing
Utilities and Public
Sector
E-Commerce
Telecommunication
Hospitality
Pharmaceuticals
11
Customer Experience Industry Heat Map Highlights The Gaps Across Core
Customer Experience Enablers Across Industries
Core Customer
Industry
Experience Enablers
IT
Consum
Utilities
Services
ETelecom
er
Insuranc Transport
and
Hospitali Pharmac
Banking
and
Commer municati
Goods &
e
ation
Public
ty
eutical
Outsour
ce
on
Services
Sector
cing
Customer Experience
Design
Customer Process
Enablement
Customer Service
Technology
People Enablement
Service Excellence &
CI
Customer
Management
Service Performance
Management
Customer Feedback
Management
12
Although, the industry has started leveraging digital capabilities, there are
still significant gaps in enabling customer preferred interaction medium
and service capabilities with desired functional and technical features
1
45%
Customer Experience Design
33%
Customer Process Enablement
33%
37%
People Enablement
Service Excellence & CI
11%
Service Performance Management
Customer Feedback Management
28%
11%
37%
40%
Customer Management
17% 17%
14%
92%
11% 2
of organizations believe they still
have a lot to do to enable the
right interaction channels with
right capabilities for the right
customers and 45% significantly
lack in self service and cross
channel capabilities
33%
61%
Customer Service Technology
8% 1
47%
37%
14%
40%
11%
43%
40%
31%
37%
Need Significant Improvement
Need Improvement
Doing Good
Doing Great
11% 6%
26%
17%
2
89%
believe they need to improve
their customer engagement
technology platform including
both customer facing and
backend operation technologies,
61% of which requires significant
improvement
13
Moreover, enabling customer management capabilities that can provide a
complete view into customer segments and their interaction patterns for
better decision making requires improvement
45%
Customer Experience Design
33%
Customer Process Enablement
33%
37%
People Enablement
11%
Service Performance Management
Customer Feedback Management
28%
11%
37%
37%
40%
40%
Customer Management
17% 17%
14%
8%
33%
61%
Customer Service Technology
Service Excellence & CI
47%
43%
40%
31%
37%
Need Significant Improvement
Need Improvement
Doing Good
Doing Great
11%
3
83%
of organizations believe their
existing capability to enable a
360 degree view of customer
11%
engagement requires
improvement and 40% have
11% 6% 3
fragmented or no visibility into
customer interactions with little
26%
scope to align and derive insights
out
14%
17%
14
Customer Centricity Enablers Heat Map Highlights The Gap Across
Industries
Core Customer
Centricity Enablers
Industry
IT
Consum
Utilities
Services
ETelecom
er
Insuranc Transport
and
Hospitali Pharmac
Banking
and
Commer municati
Goods &
e
ation
Public
ty
eutical
Outsour
ce
on
Services
Sector
cing
Operation Function
Alignment
Customer Support
Function Alignment
HR Alignment
IT Function Alignment
Culture Alignment
Brand Alignment
15
Challenges in internal functions, processes and brand promise alignment
to customer requirements is a key bottleneck for enabling customer
centricity
1
29%
Operation Function Alignment
Customer Support Function
Alignment
18%
29%
50%
32%
HR Function Alignment
IT Function Alignment
34%
17%
31%
9% 24%
Brand Alignment
28%
44%
9%
43%
9%
41%
17%
2
15% 18%
15%
Culture Alignment
9%
42%
1
14%
of organizations believe there are
limitations from a technology and
process perspective that hinders
alignment between operation
functions, while about 30% see
scope for significant improvement
2
26%
3
Need Improvement
Doing Good
Doing Great
32%
feel their hiring process may be
able to address any skill or
resource fitment needs, however,
they are not sure about it
3
Need Significant Improvement
63%
28%
believe there is no consistency in
the experience offered and hence
keeping brand promise is a
challenge
16
… having said that, organizations to a certain extent have been able to
imbibe a customer experience culture within organizations which is further
bolstered by improved visibility into service performance
68% of organizations believe they have been
66% of organizations believe they are able to
able to drive a customer experience culture
track their service performance end to end and
within their organization
have a clear visibility into poor performing areas
Customer experience is driven as a core value
within the organization
End to end service performance reporting through
KPIs/ Scorecards and Dashboards
CX is an enterprise agenda driven at the highest
level by leadership
Different performance measures for different levels
– taking care of the operation and strategic
reporting needs
When it comes to organizational decision making,
customer is the priority
Automated online reporting and dashboards customized view for different stakeholders at
different levels.
17
Industry Wise Customer Experience Strengths and Weaknesses
Industries
Strengths
Weaknesses
Banking
1. KPIs and scorecard based matrices,
performance reporting
2. Employees alignment to organization CX
program
1. Effective IVR, CRM and allied channel
capabilities
2. Employee satisfaction measurement
Consumer Goods
& Services
1. Highly responsive internal service desks
keeping systems up and running
2. A good mix of digital and non digital channels
in play
1. Cross channel capabilities
2. Uniform and consistent information sharing
across channels
3. Omni-channel capabilities
Insurance
1. Cross functional complaint management
process
2. KPIs and scorecard based matrices,
performance reporting
1. Analytics driven differentiated experience
for different customer segments
2. Employee empowerment through right
tools, process and decision making
Transportation
1. Advanced analytics driven 360 degree
customer view
2. Employee empowerment through right tools,
process and decision making
1. Effective CTI capabilities and gaps in voice
and data sharing across systems
2. Usage of IVR for self service and contact
deflection
IT Services and
Outsourcing
1. Quality management through advanced tools
and solutions
2. Organization wide continuous improvement
programs through six sigma, lean and TQM
1. Digital presence across touch points
2. Effective CRM solution to enable a 360
degree view of customers
18
Industry Wise Customer Experience Strengths and Weaknesses
Industries
Strengths
Weaknesses
Utilities and Public
Sector
1. Quality, workflow and knowledge management
processes
1. Cross and multi channel capabilities
2. Digital presence across touch points
E-Commerce
1. Customer collaboration and feedback usage
2. Employees alignment to organization CX
program
1. Analytics driven differentiated experience
for different customer segments
2. Proactive customer connects and
intimations
Telecommunication
1. Self service capabilities across touch points
2. Appropriate channel capabilities across digital
and non-digital platforms
1. Effective CRM solution to enable a 360
degree view of customers
2. Cross/Omni channel capabilities
Hospitality
1. Uniformity in formation sharing as well as
digital presence
2. Cross functional process and alignment of
backend and frontend operations
1. Appropriate self service and human
assistance services across channels
2. Effective IVR, CRM and allied channel
capabilities
Pharmaceuticals
1. Uniformity and consistency in formation
sharing
2. Organization wide continuous improvement
programs through six sigma, lean and TQM
1. Effective IVR, CTI and allied technology
solutions
2. Proactive customer connects and
intimations
19
CX Capability Maturity
Maturity Level of Customer Experience Enablers
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Customer Experience
Design
Customer Process
Enablement
Customer Service
Technology
People Enablement
Service Excellence &
CI
Customer
Management
Service Performance
Management
Customer Feedback
Management
21
Maturity Level of Customer Centricity Enablers
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Operation Function
Alignment
Customer Support
Alignment
HR Function
Alignment
IT Function Alignment
Culture Alignment
Brand Alignment
22
Customer experience design is at an Evolving stage and needs significant
improvement in terms how the customer experience journey is designed
across different touch points
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Customer Experience
Design
Enabling cross/multi-channel capability, digital presence and customer interaction and self service
capabilities represent the top three areas of improvement. While analytics driven differentiated
experience is an area where the industry still needs to kick off its presence.
76%
70%
47%
33%
of organizations
need to enhance
their self service
offerings - largely
dependent on agent
assistance for
customer interaction
of organizations yet
to enable an
analytics driven
differentiated
experience for their
customers
of organizations
need to build cross
channel capabilities
across touch points
(only an 11% have
initiated some
measures)
of organizations do
not have digital
customer
engagement
capabilities enabled
on the ground
23
Pharmaceutical industry displays highest gap in customer experience
design followed by Consumer Goods & Services and E-Commerce
CX Capability
Critical Success
Factors
Self service
capability
Core Customer
Industry
Experience Enablers
Cross/
Multichannel
Capability
Customer
Experience
Design
Differentiated
customer
experience
Uniformity in
information
shared
Digital customer
interaction
IT
Consum
Utilities
Services
ETelecom
er
Insuranc Transport
and
Hospitali Pharmac
Banking
and
Commer municati
Goods &
e
ation
Public
ty
eutical
Outsour
ce
on
Services
Sector
cing
Self service capability
Cross/Multi channel
capability
Differentiated service
experience
Uniformity in
information shared
Digital customer
interaction
24
Customer process enablement is at an Advanced as organizations are
putting efforts to strengthen internal operation as well as external
customer facing processes
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Customer Process
Enablement
The industry is doing relatively good in terms of streamlining operation and customer facing processes.
Organizations have increased focus on strengthening quality management, workflow and escalation
management and complaint management processes. Customer intimations and knowledge creation
and management are few areas which still needs significant improvement.
33%
14%
11%
Organizations do not
have an incident
management
capability in place and
hence struggle to
manage incidents
Do not have a defined
customer intimation
process in place and
are very much
reactive in information
sharing
Do not have a concept
of knowledge creation
and sharing. No
knowledge repository,
process/templates/
methods in place
25
Consumer Goods & Services industry displays highest gap in customer
process enablement followed by Pharmaceutical, Transportation and
Hospitality
CX Capability
Critical Success
Factors
Capability Area
Quality
Management
Industry
Knowledge
Management
Customer
Process
Enablement
Workflow
Management
Complaint
Management
Customer
Intimations
IT
Consum
Utilities
Services
ETelecom
er
Insuranc Transpo
and
Hospitali Pharmac
Banking
and
Commer municati
Goods &
e
rtation
Public
ty
eutical
Outsour
ce
on
Services
Sector
cing
Quality management
Knowledge
management
Workflow
management
Complaint
management
Customer Intimations
26
Customer service technology is placed at an Advanced stage and needs
significant improvement in terms enablement of basic technology
solutions including CTI and CRM
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Customer Service
Technology
Many organizations in the industry are in the process of identifying right technology solutions for their
operation requirements as well as for customer engagement improvement, however, much more on the
ground is yet to be achieved from an implementation perspective. Need for effective CRM, IVR and CTI
solution are on top of the technology requirements of the industry.
63%
63%
62%
57%
Organizations still
have DTMF based
IVR application with
legacy systems,
speech recognition
enabled to a certain
extent with
cumbersome and
heavy menus
Organizations do
not have an
integrated agent
desktop that can
help improve agent
productivity and
operational
efficiency
of organizations
need to revisit their
computer telephony
integration (CTI)
technologies to
enable smooth flow
of voice and data
of organizations still
struggling with
legacy CRM
solutions. About
14% do not even
have a true CRM
solution
implemented
27
Transportation Industry Displays Highest Gap in Customer Service
Technology Followed by Consumer Goods & Services and Hospitality
CX Capability
Critical Success
Factors
Capability Area
Building
channel
capabilities
Industry
Effective CRM
solution
Customer
Service
Technology
Integrated
agent
applications
Effective IVR
solution
Voice and data
paths (CTI)
IT
Consum
Utilities
Services
ETelecom
er
Insuranc Transpo
and
Hospitali Pharmac
Banking
and
Commer municati
Goods &
e
rtation
Public
ty
eutical
Outsour
ce
on
Services
Sector
cing
Building appropriate
channel capabilities
Effective CRM
solution
Integrated agent
applications
Effective IVR solution
System enablement
for voice and data
paths
28
People Enablement is placed at an Advanced Stage as Employee
Empowerment is Improving Across Industries
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
People Enablement
Capability Area
66%
31%
Of organizations need to
improve decision making
capability of their workforce at
different levels
Of organizations do not
measure or track employee
satisfaction levels regularly
Industry
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
Employee
empowerment
Employee
satisfaction
measurement
29
Continuous improvement is placed at an Advanced stage of maturity owing
to increasing adoption of it by organizations as an enterprise wide program
to improve customer experience
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Service Excellence
and CI
51%
37%
Of organizations have implemented
enterprise wide continuous
improvement strategies such as Six
Sigma, lean, and TQM. These are not
only mandated but also incentivized
through recognition and rewards
Drive continuous improvements
across different functions in silo, an
organization wide continuous
improvement framework is still
missing
Capability Area
Industry
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
Continuous
Improvement
30
Customer management is placed at an Evolving stage as many industry
players despite of efforts in technology and process improvements are
struggling to obtain an end to end visibility into customer engagement
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Customer
Management
43 %
40%
Organizations have been able to
implement right technologies and
processes. However, there are gaps
in implementation which is hindering
that 360 degree view of customer
engagement
Organizations have fragmented or no
visibility into customer interactions
and engagements with little scope to
align and derive insights out. About
9% have no visibility at all!
Capability Area
Industry
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
360 degree
customer view
31
Service performance management is placed at a Leading stage owing to a
large number of industry players measuring and monitoring their
performance through well defined KPIs and matrices
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Service Performance
Management
68%
34%
Organizations have implemented
prioritized KPIs and scorecard based
matrices with focus on key result
areas which is able to provide true
picture of business performance at
different levels
Organizations are still dependent on
manual and partially automated
reporting processes and dashboards
Capability Area
Industry
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
KPIs and
Matrices
Performance
reporting and
dashboards
32
Customer feedback Management is Placed at a Leading Stage as
Organizations are Using Customer Feedbacks to a Great Extent to
Optimize their Plans and Develop New Initiatives
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Customer Feedback
Management
54%
31%
Organizations are leveraging
customer feedback to identify pain
points in processes and systems and
are able to derive meaningful and
actionable insights for strategic
initiatives
Organizations leverage customer
feedbacks but do not close loop with
customers on their feedback
implementation
Capability Area
Industry
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
Customer
feedback usage
33
Operation function alignment is placed at an Advanced stage as a large
number of organizations have either already enabled cross functional
process capabilities or are in the process of enabling the same
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Operation Function
Alignment
63 %
29%
Organizations have enabled cross
functional processes to link frontend
and backend operations which in a
way reduces or eliminates function/
business unit specific roadblocks
Organizations believe they haven’t
been able to enable cross functional
processes to the required extent and
hence encounter process execution
challenges
Capability Area
Industry
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
Alignment of
backend
processes to
frontend
34
Customer support function alignment is placed at an Advanced stage as
larger section of the industry is putting efforts into workforce skill and
competency enhancement on multiple fronts
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Customer Support
Function Alignment
32 %
Organizations are building their
customer support function
competencies by enhancing customer
service attitude through simulation
based trainings, user scenario
workshops, eLearning, class rooms etc.
Capability Area
Industry
50%
Organizations are planning to bring in
more programs focusing on service
attitude enhancement, however, are
resorting to only soft skill improvement
for the time being
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
Building customer
service attitude
35
HR function alignment is placed at an Advanced stage owing to majority of
the organizations clearly defining their customer engagement roles at
different levels to ensure minimal or no skill mismatch
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
HR Function
Alignment
53 %
29%
Organizations have clearly defined
processes and frameworks in place to
ensure skill fitment for new hire and
existing workforce which reduces
avenues for skill mismatch
Organizations do not have clearly
defined job descriptions for customer
engagement roles and hence leaving
gaps in the hiring process that can lead
to skill mismatch
Capability Area
Industry
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
Customer
engagement skill
fitment
36
IT function alignment is placed at an Advanced stage owing to majority of
the organizations clearly defining their customer engagement roles at
different levels to ensure minimal or no skill mismatch
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
IT Function Alignment
74%
44%
Organizations have implemented service
desks that is responsive all the time and is
managed by service desk managers
through real time latest tools and
technologies
Organizations have cross functional
workflows in place driven primarily through
technology to enable a smooth service
work flow. While 41% are in the process of
enabling cross functional workflows
Capability Area
Industry
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
Managing service
desk
responsiveness
IT service
workflow
enablement
37
Culture alignment is placed at a Leading stage owing to a large section of
the industry driving customer experience as an organization value and
shared goal
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Culture Alignment
68%
68%
Organizations drive customer experience
as a core value and is being strongly
driven by organization leadership.
Customer are the top priorities across
functions and roles
Organizations have developed a compelling brand and
employee proposition and are able to attract employees
to the organizational philosophy. Employees are also
cognizant of the fact that they are contributing even at
individual levels to the broader goals
Capability Area
Industry
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
Customer
experience
culture
Shared objective
or goals
38
Brand alignment is placed at an Advanced stage as organizations have
started building capabilities to bridge the gap between brand promise and
experience delivered
No Exposure
Basic
Evolving
Advanced
Leading
Next Gen
Brand Alignment
42 %
Organizations have defined a customer
preference drive customer experience
journey which defines a differentiated
brand identity and aligns brand promise to
experience offered
Capability Area
Industry
28%
Organizations do not exhibit consistency in
the experience offered to end customers
owing to gap in brand promise and
experience offered
IT
Consum
Utilities
Services
ETelecom
er Goods Insuranc Transpor
and
Hospitali Pharmac
Banking
and
Commer municati
&
e
tation
Public
ty
eutical
Outsourc
ce
on
Services
Sector
ing
Brand alignment
to experience
offered
39
Key Opportunities for Improvement
Customer experience being a very important differentiator in the industry,
organizations would require to enable required and relevant capabilities to
push themselves to the leading and next generation maturity levels [1/2]
Enable self service capabilities across interaction channels,
especially leveraging more of IVR service
Enable cross and omni-channel capabilities for customer
interaction
Improve digital presence and increase digital customer
engagement
Optimize customer experience technologies that can enhance
operational efficiency and improve customer visibility
41
Customer experience being a very important differentiator in the industry,
organizations would require to enable required and relevant capabilities to
push themselves to the leading and next generation maturity levels [1/2]
Increase customer connect and collaboration [Need to leverage
more of digital platforms]
Implement customer analytics driven experience strategies for
different customer segments
Improve employee engagement to drive employee satisfaction and
keep tracking and improving the same – “A happy employee can
deliver a happy experience”
42
Thank You!
“
Managing customer experience is as simple as
managing the gap between what organizations offer
and what customers perceive - smaller the gap, better
the experience!
”
Frost & Sullivan, the Growth Partnership Company, works in collaboration with
clients to leverage visionary innovation that addresses the global challenges and
related growth opportunities that will make or break today’s market participants.
For more than 50 years, we have been developing growth strategies for the
Global 1000, emerging businesses, the public sector and the investment
community. Is your organization prepared for the next profound wave of industry
convergence, disruptive technologies, increasing competitive intensity, Mega
Trends, breakthrough best practices, changing customer dynamics and emerging
economies? Contact Us: Start the Discussion
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