CX IN A WORLD OF TRANSIENT ADVANTAGES Of course , simply recognising the need to include CX in the discourse will remedy some of the shortfall of the traditional view of competitive advantage , which was internally-focused .
However , integrating CX in the context of transient advantages requires more nuanced considerations . A fundamental objection could be that , if managers need to keep their organisations agile enough to seize the next source of advantage , it does not make sense to invest time and resources on CX-delivery tools , as these normally take time to be deployed and embedded .
While the rationale of such thinking might seem tempting , at closer analysis these are not valid objections and are not obstacles to using CX to obtain competitive advantages .
In a context of transient advantages , resource allocation is more important than ever . So , organisations should focus on delivering the levels of service that meet customers ’ expectations and ensure the optimal trade off of resources and customer satisfaction , without tying excessive resources and preventing organisations from exploiting new sources of advantage . In line with this , CX measurement tools should allow to identify the optimal service delivery levels . At Ipsos , we define this as helping organisations optimise , rather than maximise , the customer experience : in other words , finding the delivery inflection points which meet expectations without requiring too many resources or time to implement .
More tactically , faster and more modular measurement tools need to be adopted so that customer feedback is delivered faster to stakeholders – again , an essential requirement in a context of a fast-moving competitive landscape . Tools such as Enterprise Feedback Management ( EFM ) are particularly useful .
Finally , CX programmes should be centred around long-lasting customer experience drivers : those factors which , because they meet essential consumers ’ needs , are likely to remain unchanged even when the sources of competitive advantage evolve . For example , at Ipsos Singapore we have started weaving Behavioural Science thinking into our CX programmes to help clients quantify the fundamentals of experience and service delivery . I call these fundamental dimensions ( such as fairness , status , drive ) ‘ CX codes ’ and we have developed ways to measure them consistently .
REMARKS Ultimately , the reason why we still have such partial views of competitive advantage is that we often think inside-out : we see creating advantage through products / technology ( NPD ) or the message that we want to communicate ( branding and advertising ), rather than the journey that our customers go through or the benefits they seek .
Only too often we create artificial boundaries between experience and perceptions , rather than help organisation see how the two influence each other . And yet , in the evermore complex reality of today ’ s competitive landscape , advantage ( whether long-term or transient ) cannot be achieved through CX , brand , advertising or NPD on their own . Instead , it requires holistic and joined-up thinking , which understand and quantifies the impact and opportunities that these different elements offer and identify how they can be integrated in a holistic discourse .
Luca Griseri Luca . Griseri @ Ipsos . com
Director , Ipsos Loyalty Singapore