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THE CUSTOMER
EXPERIENCE BLUEPRINT
A report into the skills, technology and processes
reshaping businesses
2THE CUSTOMER EXPERIENCE BLUEPRINT
ContentsThe Customer Experience Blueprint
Executive Summary
1. Vision: - Setting and communicating a clear and ambitious
customer experience vision
- Why develop a shared vision for customer experience?
2. Surface: - Monitoring and responding to customer expectations
- How Cisco is connecting customer touch points
3. Plumbing: - Making and governing technology choices
- Keeping up with the fast pace of technological change
4. Capability: - People, processes and governance and making things
happen
- Which departments are involved in creating the future
customer experience?
- How involved human resource teams build a culture that
drives customer experience thinking
- What are the greatest barriers organisations face in
delivering improved customer experience?
Conclusion
P3
P4
P5
P7
P8
P9
P13
3THE CUSTOMER EXPERIENCE BLUEPRINT
The Customer
Experience Blueprint
This report looks at how businesses are keeping pace with rising customer expectations and the pressure it puts them under.
To help make sense of these challenges we have worked with digital service design agency Friday, using the structure of their digital maturity model to assess how marketers and customer service professionals are responding to these pressures.
The following report summarises the findings of the survey and highlights some recommended actions for organisations seeking to reinvent their customer experience – and reinvent themselves in order to deliver it.
Surface
Plumbing
Capability
The membranes (websites, apps, etc) through which customers interact and use services.
Technology infrastructure, platforms, systems and services.
People, skills, processes, governance, ways of working, etc.
Vision A shared articulation of the t arget customer experience, and of the organisation that delivers it.
“It is hard. We have
to rethink not just
the technology, but
the organisational
structures and
capabilities required
to deliver.”
Lara Doyle,Senior Content Manager,UBM
4THE CUSTOMER EXPERIENCE BLUEPRINT
T oday, it’s hard to maintain a lasting competitive advantage. Markets and industries change at pace and
customers are more informed, less loyal, and ever more demanding.
More and more small, agile start-ups enter established markets and disrupt traditional businesses. But a fast follow strategy by those organisations doesn’t allow them to move swiftly enough to keep pace with fast-changing customer behaviour and expectations.
Organisations need to be arranged around the customer, work hard to uncover and anticipate their unmet needs and be geared to respond at speed. Products and services need to stay relevant and for today’s demanding customers this means “usefulness wins”. No wonder customer experience is much talked about and seen as an opportunity and as a way to gain and keep a competitive advantage. In many sectors, customer experience is already more important than price and product when it comes to differentiating brands.
But the complexities of providing outstanding customer experience are significant. Creating a holistic experience means accounting for the joins between offline and online. We all have lives infused with and underpinned by digital tools, services and experiences and as consumers we expect our products and services to be consistent and personalised, to co-ordinate around our lives and be designed for our convenience. We want them to work on every device — easily and painlessly.
Customer experience is the competitive battleground and the route to differentiation. And all customer experience is necessarily going to be underpinned by digital.
This report clearly shows that organisations are stepping up to the customer experience challenge and highlights some of the barriers to success. The key difficulty in delivering a consistent customer experience no longer lies in convincing stakeholders of its importance, nor really
in technology. The challenges are human, cultural ones — aligning around a shared vision, embedding customer experience thinking across departments and teams, adopting new ways of working, changing governance to allow and value velocity over certainty.
These cultural changes are all essential for organisations to move from doing digitalto being digital — transparent, flexible, sensitised and highly responsive to their customers, organised around a shared purpose and a clear vision of the customer experience. Being digital allows an organisation to sustain the velocity and the agility to thrive in an environment of constant change — which is the only thing of any certainty we can say about the environment of tomorrow.
Anno Mitchell,Chief Strategy Officer,Friday
Alex Wright,Chief Executive Officer,Friday
Executive Summary
5THE CUSTOMER EXPERIENCE BLUEPRINT
Vision
The customer experience is the competitive battleground. A clear ambition for the future customer experience is a clear ambition for competitive victory.
This vision for the future customer experience needs to be explicit, shared, widely understood, voiced from the top and used as a discriminating tool in decision-making.
An impactful vision captures clearly how the future experience is measurably better for the customer and for the business.
The most mature digital visions cover both the better future customer experience and the better organisation that delivers it.
The audience for our survey are mostly marketing, ecommerce and customer care professionals who understand the importance of customer experience. The vast majority (75%) of respondents agreed that their organisation has a clear and ambitious view of the customer experience they are trying to deliver.
The challenge of providing an outstanding customer experience often arises from actually being able to continually deliver
on this vision. Putting the customer at the heart of an organisation means to evangelise from the top.
In our survey 42% of respondents question their organisation’s efforts to ensure a shared understanding exists across all departments and teams illustrating that organisational leadership and customer experience professionals have a clear vision of their ideal customer experience, but the rest of the organisation is a little left out.
Setting and communicating a clear and ambitious customer experience vision
Clearly, it is essential to align the entire organisation to ensure all departments and teams work together to create the future customer experience. Truly understanding the customer and responding to their needs with the development of relevant products and services increases customer satisfaction and loyalty.
Therefore, improving the customer experience ultimately delivers bottom-line business value, with tangible impact on the growth and profitability of the organisation. Our respondents pointed to two key areas with impact - incremental sales from new customers driven by reputation and word
of mouth referrals, as well as less churn of existing customers, retaining loyalty and a greater share of wallet.
Respondents also talked about how clear goals shared across the organisation make prioritisation easier and more efficient, streamlining the decision-making process.
Interestingly, less than 8% of respondents highlighted the fact that non-price competitive advantage derives from improved customer experience. We expect this differentiating role to become a much stronger focus over the next years.
Why develop a shared vision for customer experience?
0%
5%
10%
15%
20%
25%
30%
35%35%
21%
19%
17%
11%12%
8%
For more on this watch the video:
How to build a shared customer
experience vision
http://tfmainsights.com/why-is-the-
customer-experience-important/
■ Better alignment across the organisation ■ Greater customer satisfaction and loyalty ■ Improved financial results of an organisation■ Increased understanding of the customer ■ Product development and service improvements■ Greater organisational efficiencies ■ Differentiation from competitors
6THE CUSTOMER EXPERIENCE BLUEPRINT
Vision
Your food
Condition
Local clinic
April MayMay
His knee hurts when he runs …
So, he books an appointment at the gym … After a while, he finds his knee still hurts …
Fitness action plan
So, he books an appointment with a consultant …
Who makes some recommendations …
Googles “knee pain”
Information on the health website includes expertadvice (such assimple exercises), as well as detailsof health services
And in his Health MOT, he is given a fitness action plan ...
NH
Then rehabilitation begins with physiotherapy …
And soon he is back in the gym!
?? ?? ?
??
?
Local gym
NH
Diagnosis
Local clinic
:-(
:-)
“How is your knee?”
“Welcome to Health!”
MOT
“Share data with consultant?”
110100100111010011101001001110100111010010011101001110
Directions
“What is included in the cost?”
“When can you start to run again?”
“Do you have any more questions about your treatment?”
?
“Remember: 20 steps, twice a day...”
“Dr Smith tells me you’ve had a knee arthroscopy...”
Watch this
“You are due a follow-up with the consultant –would you like to book it in?”
!
!
P
YourLocal
Gym
f
Gym?
YourLocalClinic
YourLocalClinic
110100100111010011101001001110100111010010011101001110
NH
110100100111010011101001001110100111010010011101001110
Treatment
#nuffield knee surgery What knee exercises
are you doing?
Your stay
Your room
Read this
“What to expect?”
Watch this?
Read this?
Treatment
Rehabilitation
Rich video content of health physiotherapists discussing knee pain is available via socialnetworks
About knee pain
Blog posts from healthappear on Facebookto drive traffic to the health website
The site is location-aware so it recommends the userservices that are close to them
Health professionals can review and track user data to preparefor their session
The appointment booking process includes a quick sign-up for HealthScore –and asks users to import data from their other digital services
Health professionals can ‘prescribe’ users content from across the
Health digital ecosystem
Health professionals can continue to check-in with users remotely – or trigger/automate
service messages and reminders to keep in touch between appointments
The website offers helpful information on local clinics and hospitals so users find answers to common queries or concerns
without having to ask
“Can you recommend me a consultant?”
Users are seamlessley handed over to adjacent healthcare specialists withthe digital account providing continuitybetween services
Information gathered on users duringtheir journey is shared between healthcarepractitioners so users experience seamlesshandovers between services
Information prescription
Treatment options
All the information and advice that user’s recieve through their journey is centrallystored in their account so they can refer back to it
Information to help users prepare for their hospital treatment, such as directions
or FAQs, are available on the webiste
Messages sent to users between consultations to offer them encouragement or invite them to make contact to discuss their treatment
“83% of people who have a knee arthroscopy report an improvement in their quality of life”
“Share data with physiotherapist?”
“Share data with gym instructor?”
Users are sent relevent and timely content and messagesto encourage them to keep going
Because all the information about the user’s treatment is
stored in their account the handover to the physiotherapy
service is seamless
“You are ready to start back at the gym – would you like to make an appointment with your Health Mentor?”
He decides to proceed with the operation ...
He finds a community of people to support him in recovery …
Users are invited to join social media communities to support them through their rehabilitationand recovery
When users are ready, they are offered incentives to sign-up for Wellbeing Memberships
Your food
Condition
Local clinic
April MayMay
His knee hurts when he runs …
So, he books an appointment at the gym … After a while, he finds his knee still hurts …
Fitness action plan
So, he books an appointment with a consultant …
Who makes some recommendations …
Googles “knee pain”
Information on the health website includes expertadvice (such assimple exercises), as well as detailsof health services
And in his Health MOT, he is given a fitness action plan ...
NH
Then rehabilitation begins with physiotherapy …
And soon he is back in the gym!
?? ?? ?
??
?
Local gym
NH
Diagnosis
Local clinic
:-(
:-)
“How is your knee?”
“Welcome to Health!”
MOT
“Share data with consultant?”
110100100111010011101001001110100111010010011101001110
Directions
“What is included in the cost?”
“When can you start to run again?”
“Do you have any more questions about your treatment?”
?
“Remember: 20 steps, twice a day...”
“Dr Smith tells me you’ve had a knee arthroscopy...”
Watch this
“You are due a follow-up with the consultant –would you like to book it in?”
!
!
P
YourLocal
Gym
f
Gym?
YourLocalClinic
YourLocalClinic
110100100111010011101001001110100111010010011101001110
NH
110100100111010011101001001110100111010010011101001110
Treatment
#nuffield knee surgery What knee exercises
are you doing?
Your stay
Your room
Read this
“What to expect?”
Watch this?
Read this?
Treatment
Rehabilitation
Rich video content of health physiotherapists discussing knee pain is available via socialnetworks
About knee pain
Blog posts from healthappear on Facebookto drive traffic to the health website
The site is location-aware so it recommends the userservices that are close to them
Health professionals can review and track user data to preparefor their session
The appointment booking process includes a quick sign-up for HealthScore –and asks users to import data from their other digital services
Health professionals can ‘prescribe’ users content from across the
Health digital ecosystem
Health professionals can continue to check-in with users remotely – or trigger/automate
service messages and reminders to keep in touch between appointments
The website offers helpful information on local clinics and hospitals so users find answers to common queries or concerns
without having to ask
“Can you recommend me a consultant?”
Users are seamlessley handed over to adjacent healthcare specialists withthe digital account providing continuitybetween services
Information gathered on users duringtheir journey is shared between healthcarepractitioners so users experience seamlesshandovers between services
Information prescription
Treatment options
All the information and advice that user’s recieve through their journey is centrallystored in their account so they can refer back to it
Information to help users prepare for their hospital treatment, such as directions
or FAQs, are available on the webiste
Messages sent to users between consultations to offer them encouragement or invite them to make contact to discuss their treatment
“83% of people who have a knee arthroscopy report an improvement in their quality of life”
“Share data with physiotherapist?”
“Share data with gym instructor?”
Users are sent relevent and timely content and messagesto encourage them to keep going
Because all the information about the user’s treatment is
stored in their account the handover to the physiotherapy
service is seamless
“You are ready to start back at the gym – would you like to make an appointment with your Health Mentor?”
He decides to proceed with the operation ...
He finds a community of people to support him in recovery …
Users are invited to join social media communities to support them through their rehabilitationand recovery
When users are ready, they are offered incentives to sign-up for Wellbeing Memberships
Target customer experience for integrated healthcare provider
7THE CUSTOMER EXPERIENCE BLUEPRINT
Surfaces - the websites and apps through which customers interact with organisations - obviously play a key role in delivering any customer experience. The most digitally mature organisations are able to manage the customer experience like a product – continually iterating it, based on evidence.
“Digital” is used as a nervous system for customer intimacy — detecting customer behaviours, surfacing findings inside the organisation and enabling surface iterations in rapid loops. A sophisticated approach to identity management means that customers are recognised through all surfaces, and the organisation has a single view of each customer.
Product owners have the power and know-how to deliver new digital products and services, and change the surfaces, at speed.
48% of respondents agree that their customers’ behaviour is monitored closely throughout their organisation. While 57% are not convinced about the ability to respond to changes in customer behaviour with the needed agility.
The message from this survey is clear – customer behaviour is not yet monitored closely enough, and organisations are still unable to react quickly enough to changes in customer behaviour and expectations
Monitoring and responding to customer expectations
11%5%
20%
27%
37%
12%7%
23%
27%
30%
The behaviour of your customer is monitored closely throughout your organisation
Your organisation is able to respond to changes in customer behaviour quickly by adjusting products and services to meet new customer expectations
■ Strongly disagree■ Disagree■ Neither agree nor disagree■ Agree■ Strongly agree
■ Strongly disagree■ Disagree■ Neither agree nor disagree■ Agree■ Strongly agree
How Cisco is connecting customer touch points
Daniel Aziz, Marketing Director of Cisco Canada, spoke to TFM about how Cisco is connecting all the different touch-points a prospective customer might have with them across their channels.
“Customers have many interactions with us, from customer service to our ecommerce process with orders, shipping and delivery.
“At the moment each department has their own metrics and surveys that measure the success of an account, but is still quite reactive. We are moving to having a complete view using all the data points, and to put a scorecard against them so we can benchmark everything.”
“We can measure customer satisfaction by benchmarking our performance across all interactions we have with a customer, from landing page to social media sentiment, their online behaviour. Only by bringing this together we can see the full picture and understand where we need to improve.”
By moving to real-time insight, Daniel hopes to be able address problems before they go wrong.
“For example if someone rings customer service we want to know that they’ve just tweeted that they are disappointed about something – monitoring and flag social sentiment as it happens.
Read full interview: How Cisco uses The Olympics and marketing tech to grow its sales pipeline
Surface
8THE CUSTOMER EXPERIENCE BLUEPRINT
The state of technology infrastructure, platforms and systems that form the digital plumbing of organisations make and break good customer experiences.
Organisations that meet customer expectations today use interoperable technology that is deployed in agile service-architectures to support rapid and distributed product development and innovation.
They have all the necessary technical expertise in-house (if not capacity) to make and govern their own technology choices – and this expertise is distributed through the organisation.
Their business units and technology teams work in well-connected ways with shared ambitions and are able to operate technology roadmaps, together, at multiple speeds and ranges.
The speed of change in customer demands brings the need to respond in ever-shorter cycles. This results in constant and diverse investment in new technology, as well as the often painful integration of legacy systems and processes.
There’s demand for “more malleable” and “more flexible” technology, but finding the right systems to allow for experimentation and improvements is not easy. 30% of respondents told us that planned technology changes and their impact are not transparently communicated.
Making and governing technology choices
Keeping up with the fast pace of technological change
12%7%
23%
27%
30%
There is transparency of all planned technology changes and its impact on customer experience and stakeholders across the business can input into the technology roadmap
■ Strongly disagree■ Disagree■ Neither agree nor disagree■ Agree■ Strongly agree
Can businesses actually disrupt themselves?
“True transformational growth almost never comes from within existing systems and structures,” says Saher Sidhom, TedX speaker and founder of Hackmasters. Read full interview: How to Create 10x Better Technology Experiences
Perhaps the greatest technology issue faced by those seeking to transform the customer experience revolves around data.
44% of respondents highlighted the fact that their organisation doesn’t have a single connected view of each customer’s data. Customer transactions across different products and services are handled by different teams and departments, and sometimes different technology infrastructure. This creates
challenges for the customer as well as staff – a less-than-ideal customer experience for both.
Respondents highlighted the difficulty of joining up data sets across markets and channels, and connecting user data across devices to build a clear multi-channel picture. Tracking customers then, to provide a connected view and serve them effectively and consistently, is one of the greatest problems.
The data challenge
Plumbing
9THE CUSTOMER EXPERIENCE BLUEPRINT
Organisations looking to keep up with customer expectations need to develop their internal capabilities of people, processes and governance (etc) in order to deliver a better customer experience.
Successful organisations optimise for agility over predictability, for velocity over certainty.
Their new products and services are by default conceived and created as digital-first. Their internal HR teams actively raise digital skills through learning and development, specify the needed digital capabilities in job descriptions, and value these skills in internal development and appraisal processes.
These organisations also actively minimise manual processes for their workforce and provide their teams with the digital tools required to deliver outstanding customer experiences.
Creating the future customer experience is clearly driven by marketing departments in collaboration with leadership teams. Input also comes from functional departments such as customer service, ecommerce and IT.
Interestingly, only 26% of respondents agreed with the statement that “HR plays
a leading role in building digital capability into the entire employee lifecycle”, which highlights big shortcomings, as HR has the potential to lead the development of the overall working culture and set up teams for success.
People, processes, governance and making things happen
Which departments are involved in creating the future customer experience?
78%
73%
68%
58%
52%
27%
24%
0% 10% 20% 30% 40% 50% 60% 70% 80%
■ Marketing ■ CEO/ Managing Director■ Customer Service■ E-commerce ■ IT■ Finance ■ Human Resource (HR)
Capability
10THE CUSTOMER EXPERIENCE BLUEPRINT
Human resources (HR) has a vital role to play in making customer experience thinking central to an organisation’s culture by doing three things:1) Identifying desirable attitudes and
behaviours that lead to a better digitalculture
2) Building these into the gatewaysthroughout entire “employee lifecycle” - recruitment, training, evaluation, reward, progression, etc.
3) Celebrating these behaviours in ritualsand routines
By doing this, HR teams help build digitally mature organisations.
Digitally mature organisations are driven by and organised around a clear purpose that is repeatedly communicated and widely understood. And they distribute decision-making authority as far through the organisation as possible, in pursuit of the purpose.
They prioritise velocity over perfection, and iterate quickly based on evidence and data. This happens in a transparent environment, where collaboration is the norm, and where “digital’ is an enabler. Projects, products
and services in these organisations can change quickly, fail fast, and this can all happen in the public eye. In these cultures, teams form close bonds based on shared purpose, mutual respect and the buzz of learning and building together at great speed.
These fast-paced working environments are created by people who exhibit certain types of behaviour – they like to make things, and prioritise building over planning, proving over predicting and software over slideware. They’re likely to be active self-educators – testing new tools, seeking learning opportunities with colleagues, and sharing what they’ve learned with other hungry collaborators. They like to acquire the skills to design and build things themselves. They thrive in environments where the purpose is clear, but the route, the process and the method are ambiguous and they have the latitude to make their own way. And they’ll take reward from the quality of the thing they’ve built, the quality of the experience they had together in building it, and the quality of the learning curve they went on while doing it.
In the most digitally mature organisations, the HR function not only sees these cultural patterns, but can accurately describe the desirable behaviours from individuals that will combine to make them. As a result, the desirable behaviours find their way into all the aspects of the “employee lifecycle”. This means that these attitudes are listed and described alongside competencies, they become part of job descriptions and are built into objectives, so that desired behaviours are rewarded.
And, in these organisations, HR plays a role in encouraging and amplifying rituals and customs that celebrate the desired behaviours and the role models who exhibit them well. Individuals in the Front-end development team at Nature Magazine, for example, on receiving fairly laughable employee-of-the-month prize money, spent the cash on comic taxidermy (moles, in a range of unlikely poses, with silly props). After the first couple of people in the group did it, the organisation backed it, and it’s now “a thing”. Beer and pizza doth not a culture make.
So, Go HR.
HR has the power to drive a culture
of customer experience thinking
Alex Wright,Chief Executive Officer,Friday
11THE CUSTOMER EXPERIENCE BLUEPRINT
28% of respondents to the survey say keeping up with technology changes to be the greatest barrier to the organisation being able to deliver an improved customer experience. Couple this with the 18% of respondents who sited data management and customer insight and 46% of respondents find technology to be the
most challenging aspect to delivering an improved customer experience.
Other challenges sited include creating alignment across the organisation (23%), restraints on budgets and resources (17%) and problems connected to staff, skills and existing culture (14%).
What are the greatest barriers organisations face in delivering improved customer experience?
0%
5%
10%
15%
20%
25%
30%
28%
23%
18%
17%
14%
■ Technology issues, in particular the struggleof keeping up with technology changes
■ Creating alignment across the organisation■ Data management and customer insight ■ Restraints on budgets and resources ■ Problems connected to staff, skills and the
existing culture
12THE CUSTOMER EXPERIENCE BLUEPRINT
While small organisations typically feel stretched to achieve their objectives with small teams and limited budgets, there is a clear trend that as organisation size increases, so too does the difficulty in delivering a joined up approach to customer experience.
Whether looking at people, technology or processes, the larger the business the harder it is to make change happen.
More people, more problems
Your organisation has a single connected view of each customer’s data and transactions across all products and services, which is shared between teams and departments.
Leadership and delivery teams have the expertise and appetite to enable agility and flexibility through technology.
HR plays a leading role in building digital capability into the entire “employee lifecycle” - hiring, training and evaluating staff for skills relevant to a digitally infused world.
Your organisation has a clear and ambitious view of the customer experience you are trying to deliver, and the role of digital in delivering it.
The behaviour of your customer is monitored closely throughout your organisation.
Your organisation is able to respond to changes in customer behaviour quickly by adjusting products and services to meet new customer expectations.
This vision for the future customer experience is shared across the business, widely understood and evangelised from the top. It guides and prioritises decision making.
There is transparency of all planned technology changes and its impact on customer experience and stakeholders across the business can input into the technology roadmap.
Where appropriate, new products and services within your organisation are conceived and created with a digital-first approach that is focussed on enhancing the customer experience.
■ Organisations with less than 250 employees■ Organisations with more than 250 employees
13THE CUSTOMER EXPERIENCE BLUEPRINT
Putting the customer at the heart of the organisation is far easier said than done, especially when concurrently undergoing a digital transformation project. It is easy to lose sight of the end-goal of a world class customer experience when faced with a quagmire of people, process and technological disruption. Barriers to implementing a successful customer experience programme might include technology issues, in particular the struggle to keep up with technology changes, creating alignment across the organisation, data management and customer insight, restraints on budgets and resources and problems connected to staff, skills and the existing culture.
However, building a blueprint for the ideal customer experience your organisation would like to deliver creates the focus the organisation needs.
To summarise, a blueprint for building a successful customer experience outcome comprises of:• Setting and communicating a clear and
ambitious customer experience vision
>75% of respondents to our customerexperience survey agreed that theirorganisation has a clear and ambitiousview of the customer experience theyare trying to deliver.
• Monitoring and responding tocustomer expectations>48% of respondents agree that theircustomers’ behaviour is monitoredclosely throughout their organisation.
• Getting to grips with technology andsystems and the data challenge>30% of respondents told us that planned technology changes and their impact are not transparently communicated.>44% of respondents highlighted the fact that their organisation doesn’t have a single connected view of each customer’s data.
• People, processes, governance andmaking things happen>Only 26% of respondents agreed with the statement that “HR plays a leading role in building digital capability into the entire employee lifecycle.”
ConclusionAbout us
Technology for Marketing
is the premier event for
marketers to source,
understand and maximise the
use of technology-powered
marketing.
www.tfma.co.uk/
eCommerce Expo is the UK’s
biggest marketplace for
buyers and suppliers of the
latest ecommerce technology,
products and services.
www.ecommerceexpo.co.uk/
Customer Contact Expo brings
leading contact centre and
customer service suppliers
face-to-face with the industry’s
largest gathering of buyers and
decision-makers.
customercontactexpo.co.uk
Friday makes beautifully
useful digital - through a mix
of service design and modern
engineering. The team values
fast and visual forms of
thinking; along with agile and
iterative forms of making and
help their clients focus - to
do less better. Their clients
include HSBC, Nuffield Health, Barnardo’s, Cancer Research
UK, Lebara and the
Co-operative Group.
wearefriday.com/
The Customer Experience Arena (Live)
To help traditional departments within the organisation make
sense of the new customer landscape, a specialised customer-
centric arena will unite senior management from marketing,
ecommerce and customer service disciplines in a bid to better
understand customer pain points with each department,
how data and insight is shared between departments, and
the skills, processes and technology required to support
the customer experience. Technology for Marketing, eCommerce Expo and Customer Contact Expo take place from 28-29 September 2016 at Olympia National, London.
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