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Like you I continue to see multiple articles on various delivery/engagement channels with most focused on how to make each channel option better for the provider. Unfortunately, these articles are channel-centric and in many cases miss the key channel catalyst- the customers! For 20 years WESI has and will continue to emphasize that omnichannel success starts with critical customer/prospect research applied on a segmented focus and supplemented with a channel preference-profitability matrix.

Start with defining what customers you want the engage and have a professional develop and administer the appropriated research template. Ensure you clearly define channels, motivators and priorities today and over the next three years. While the research is being undertaken externally, internally assess the costs and profitability of each distinctive channel and their key features. Calculate where you have capacity/expandability and how costs trend with increased and decreased volumes. Also do some contingency calculations if you had to significantly shrink or add capabilities. Finally, prepare favourable preliminary out and co-sourcing options. These are the channel components that have to be assessed through an integrated discipline.

The goal is to know exactly what channel preferences currently exist and where you have to migrate to over the next few years. Avoid isolated channel silo analytics and ownership preferences. Channels options are fluid and competition will disintermediate you where they find a customer preference/profitability weakness. Your customer engagement is dependent on success with customer channel preference research applications.

Pat Palmer | Tuesday, February 27, 2018 | Trackbacks (0) | Permalink

Our sequence of priorities for optimum performance starts with people- customer and staff. Unfortunately today many organizations focus on their performance processes through clinical stages and incentives.

Among financial institutions this past December, it was "pay-up" month in the performance cycles and you would think that with the year's profit returns staff would be ecstatic and re-motivated. Looking a little deeper you will uncover sentiments that show cracks in the priorities ranging from employees focused on what gives them the most financial gains to those who would prefer to escape the never-ending treadmill to profits.Their cultures are no longer driven by people first!

Customer satisfaction and loyalty drives performance as concluded by many studies from academics and researchers over the years. Even in an omnichannel environment dominated with online options customers want to feel that their service is reason that drives financial suppliers' businesses or they will commoditize past relationships through disintermediation and aggregation options which we find in abundance when researching customer preferences. 

Recent negative media stories which show impersonal behaviours and clinical responses by banks sure reinforce non-personal priorities. Also when we talk to staff there is the distinct impression that top management is not driving customer first cultures any longer.

Staff also need to feel that they are part of the people first priority wherever they work in the customer chain from sales and service through to operations and enabling/background departments. Leaders have to walk the customer talk in what they do and how they do it. At every direct and indirect contact point staff have to have a customer focus externally and internally. If this is lost then dis-satisfaction is the result which affects relationships and hence profits.

Another catalyst is how green the organization is perceived by both customers and staff- is the planet important or is it profits and shareholder value at any cost.

Let's remember that technology does not exempt an organization from the cultural imperatives of people and profits but represents or mirrors the environment in which we do business. If you only want to be a commodity, online player you still have to demonstrate the empathy which engages people.

Pat Palmer | Wednesday, February 07, 2018 | Trackbacks (0) | Permalink


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