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In the face of this statement, any digital strategy must keep the final user in mind, whether it is a consumer or company. That is the main conclusion of a study by Forrester and Accenture, based on almost 300 interviews to managers with a digital profile and background who work in large companies.

The truth is that we find ourselves before a new type of consumer–digital, global–who demands that companies present new channels for communication and loyalty-creation. Thus, an efficient, rich and attractive user experience (Cx) and customer journey is one of the greatest priorities for companies in their relationship with current and potential clients, as can be seen in the following chart:

The study by Forrester thus highlights the need to establish new “connection and support points” with the client, which can be put into practice through the creation of user experiences that are new, relevant and, above all, have an emotional impact.

The study also mentions the importance of developing organizational flexibility that allows companies to optimize processes and reduce lead times and time to market for products and services, as well as knowing how to quickly and efficiently manage directional changes caused by user behavior.

During this year, 56% of surveyed managers plan to implement new digital initiatives, looking to have a positive effect on user experience.

Some of those mentioned are: generating new transversal channels for online communication, enhancing personalized assistance, or creating co-creation communities to encourage engagement between clients and brands.

Reaching the final user from the top down

Any transformation process that involves several actors entails a collective action plan. And the leaders are the ones who define the guidelines in the face of these changes.

According to Forrester, 52% of senior executives are planning to implement an integral transformation process this year for their companies, along with everything else this entails: shake foundations, overcome internal resistance, take action with global implications and develop new governance models.

Profound internal changes that are carried out from the top down, but that look to integrate everyone in a transversal way, including consumers who, as we mentioned, are at the heart of the transformation process, and require new channels for client acquisition and/or loyalty creation.

So much so that Forrester highlights that many companies are even putting into question apparently totemic pillars such as the profitability of their short-term actions at the expense of immediate satisfaction for the client. The idea is not so much to make a sale, but to reflect on how the sale was made and whether or not it will give rise to other sales in the future.

Reaching the final user begins from the top down (and maybe from the outside?)

Most of the companies surveyed by Forrester acknowledge that their digital initiatives to attract or retain consumers go no further than “a medium level”. This is often because of a lack of previous experience in the digital arena, a lack of specific expertise, or a lack of internal resources.

In light of this, more and more organizations turn to alliances and third-party solutions in order to chart an attractive and solid course and user experience. Offering or building stories, especially when done collectively, can conquer clients’ hearts and perhaps also position them at the heart of the company’s actions.

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