Evolution of CCM New customer experience essential

1. Evolution of CCM: New customer experience essential As consumer expectations increase around timely, instant access to relevant information, the customer communications industry is gearing up to meet them. As a result, Customer Communication Management (CCM) has grown rapidly into a new, omnichannel reality over the past few years. Where customer communications included static, one-way messaging, today’s communications solutions can help organizations realize the promise of real, measurable, all-channel customer interaction based on in-depth analysis. But not all businesses have evolved to solidify CCM. 1. Lead Customer Communications At least in adult organizations, representing 30% of the companies surveyed in Aspire’s

2. recent research, IT users make contact decisions. These businesses maintain a document-based approach and invest in CCM only if it returns to a corner due to regulatory changes or equipment failure. At this lowest level of maturity, CCM’s progress is based on strategy rather than strategy. For example, IT-led organizations may invest energy and capital in a push toward digital migration, but efforts will be less visible to meet concrete (but limited) goals or emerging regulatory needs. You may be at this stage of CCM maturity if: Your communication is restricted by law. You have a print-based approach with limited and early online communication. Communications with your customers are scattered or inconsistent (ie mortgage ads sent to your existing mortgage holders) 2. Line of Business (LOB) — Lead Communications 60% of businesses that find themselves amid a transition have handed over Customer Communications ownership to Line of Business (LOB) customers and have entered the second phase of CCM maturity. The investment in this intermediate phase focuses on securing the agility and adaptation required to achieve the fastest time for the market through the customer’s preferred communication channel. While cost reduction is important as a means of funding these new initiatives, the primary goal is high customer satisfaction. However, problems arise when businesses reach a goal with an insular approach that does not take into account the needs of real, real-world consumers. For example, a healthcare provider can spend a lot to set up a mobile app without having to hesitate to download their old customer base app or do sensitive business through it. At an even more basic level,

3. while empowering helps organizations increase business value, internal silos often stay in place and prevent them from becoming completely customer-centric. Your organization may be in the second stage of CCM maturity if: You have some limited personal nature of messaging and channel. You are working for timely communication but sometimes miss the mark. Your communications are data-driven, but you realize you can do more with customer analytics 3. Lead Customer Interactions In the third and final stage of maturity, CCM prioritizes the customer experience through real data analytics and travel insights. Each communication is checked to make sure it is relevant, tailored to the user’s location on the user’s journey, and calibrated to provide maximum lifetime value. Aspire’s recent CCM research found that only 10% of businesses worldwide have achieved this level of CCM maturity. Going forward, these businesses will begin to adopt a vision that is visible from the outside, which will allow real consumers to shape their communication and control in the hands of central CX teams, which will reach consumers. Can guide an integrated strategy at every turn. Travel As an adult CCM led organization: Your conversations are deeply personal, timely, and relevant, as they are based on the full insights of the customer.

4. All customer communications are part of a multi-stage, comprehensive customer communication strategy. Messages reach users via their favorite channel or device, and your focus is on emerging channels and developing preferences. Accelerate your CCM evolution A wise investment is an important part of CCM’s journey to maturity, but an organization cannot go its way to success. Because the customer experience is a combination of all interactions throughout the life cycle, the only real change is to develop technology to fully understand customer behavior and secure the ability to communicate in a channel and device-agnostic way. Real change requires organizational changes to overcome functional silos and improve coordination and collaboration between business units, as well as promote more efficient and automated workflows and processes. According to Forrester Research, these changes can be complex, but the rewards are significant, as focused businesses earn 5.7 times the revenue of their less customer-obsessed peers.