More and more companies today are touting “superior customer experience management” capabilities. Some are talking about new contact center software, others website visitor tracking and analysis software, still others are describing omnichannel delivery platforms, and some are mentioning “CXM” in the contact of development platforms or CRM databases. Clearly they’re focused on the customers’ experience of THEIR part of the dialogue! What they aren’t doing is addressing the entire dialogue that a bank is having with their customers.
The customer dialogue is composed of much more than just the contact channel touch points – while contact management is in itself a complex challenge (i.e. trying to make a seamless “omnichannel” experience across web, chat, email, text, IVR, letter, dialer and manually-dialed interactions), it doesn’t begin to describe the customer’s full dialogue with the bank. The customer’s experience also includes:
- the content of letters/emails/texts/web pages that they see;
- the content of offers (whether cross/up-sell or specific collections- or recovery-oriented delinquency resolution programs) and the enrollment/fulfillment management and tracking of programs;
- the information provided in disclosures that are made by agents and in written materials;
- the specific tasks that customers encounter when they work through a business process, including questions they are asked to answer for the bank; and
- the particular handling (sorting into queues, to then be worked by agents) of their questions, requests, and other issues that remain to be resolved.
The complexity of this all-encompassing dialogue speaks to the need for something more than a system that “does it all” (which may never be built/installed in our lifetime). What is needed is a comprehensive customer experience management (CXM) infrastructure that is built, ground up, to accommodate a multitude of potential inputs and outputs. Such a system, to be valuable, would allow the bank to control and monitor/manage all customer-facing elements of their experience — even if some of the elements were not in-built parts of the CXM, per se. Being able to present a single, unified view of the customer and all their experiences, similarly, would be extremely valuable. Finally, it would be invaluable to have the wherewithal to execute the centrally-controlled strategy from the CXM interface, capturing the data into the unified view and therefore be able to not only prove what was done, to whom/ when/how, but to also prove what could not have been done.
It is possible to build such an ecosystem from the ground up using commercial products tied together with a carefully designed and executed middleware layer, or from a prescriptive starting point such as a BPM infrastructure automation product. It’s just much harder to do it that way (and more expensive to build, maintain, and extend/enhance over time) than to buy a CXM execution infrastructure like CredAgility and build the ecosystem around that platform. All of the resources saved by leveraging CMC’s platform can then be productively engaged in optimizing the results of the customer-centric strategies over time, which has a much bigger impact to the bank’s bottom line.