Customer Experience

Customer Experience

Opinions expressed on this blog reflect the writer’s views and not the position of the Capgemini Group

Is your marketing, sales and service organisation ready for the digital era?

Internet, Social Media and the use of mobile technologies have dramatically changed the way how companies interact with consumers and how they market and sell their products. Viral marketing, social sentiments, mobile apps and location-based services extend traditional ways of ‘Above-the-line’ and direct marketing. Whereas small marketing departments are not capable to improve their capabilities, central units struggle to provide the required flexible and agile support to their business divisions.

While Marketing, Sales and Service (MSS) traditionally focus on branding, advertising, events, website, direct marketing/CRM and customer care, new competency areas as mobile marketing, social marketing/CRM, location-based marketing, eCommerce or customer analytics need to be build up. Companies have to set-up a new approach for an MSS organisation since it has become crucial not only to integrate different channels but also to establish an operating model that can cope with these challenges.

An operating model is a comprehensive view on how a company constructs and aligns a certain scope of capabilities to execute the business model and to deliver its strategic objectives. Applied to MSS, the MSS operating model answers the following questions:

  • How does the MSS organisation look like and how is it aligned with the rest of the corporate DNA...
  • What skills and capabilities need to be provided...
  • What processes are in place…
  • Which agencies and partners are involved…
  • What MSS systems and tools are used…
  • How is the MSS budget and performance being monitored…
… in order to deliver the company’s strategic MSS objectives?

Facing disruptive digital innovations, many companies struggle to define an operating model that secures both efficient and effective MSS execution. Our research reveals that 60% of marketing and service managers see significant improvement potential in aligning sales and service activities. 2 out of 3 CRM executives are looking for smarter ways of CRM execution that respond to budget and resource constraints:

 

But these are just the basics - the “silver bullet” for all marketers in a new digital world is how to align physical and digital channels to provide a consistent customer experience for existing and emerging consumer types with a reasonable and sustainable co-existence in the future world.

Most companies are still organised de-centrally in independent business units and departments. Responsibility for budget and performance lies in these silos and often lacks alignment. Resources and infrastructure are dispersed and skills can differ from unit to unit. Since there is no clear ownership, companies often don’t have transparency on the interaction with the customer which can lead to multiple, redundant and/or contradicting messages towards the customer. In addition, the potential of generating important insights from the customer relationship is not sufficiently used.

Our design approach provides answers in respect to the digital ecosystem and company structure. MSS shared services and competence centers can be the solution for a cross-functional integration and an enabler of leveraging digital competencies across the organisation. The consolidation of selected MSS activities across brands, markets and/or business units leads to control and coordination of all interfaces where the customer touches the organisation. Furthermore, cost efficiencies through shared resources and standardised processes can be achieved.

Capgemini Consulting has already supported several companies in transforming their organisation. Are you already changing your MSS organisation to face the challenges of digital transformation?

About the author

Mania Strube
Mania Strube

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