Delivering a consistent experience on the most common customer journeys is an important predictor of overall customer experience and loyalty. We have also found that improving customer experience from average to “wow” is worth a 30 to 50 percent improvement in “likelihood to remain/renew” and “likelihood to buy another product.”
Despite these opportunities, companies have been slow to respond to the customer journey imperative in an organized way. Executives focus on optimizing discrete touchpoints rather than improving the complete customer experience. This is like treating a symptom without bothering to find the cure.
The CMO and COO are the natural partners for turning this around. As Jo Coombs, Managing Director at OgilvyOne, London, observes, “I don’t think it can just be one or the other. If it’s all about the operations then you lose sight of the customer. If it’s all about the customer, then you may not have the infrastructure and back-end to support what you’re trying to do.”
While the CMO and COO have a good track record of collaborating in certain areas, a certain tension has long defined the relationship.