BUILDING YOUR CX STRATEGY: SEVEN DIMENSIONS FOR SUCCESS

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BUILDING YOUR CX STRATEGY: SEVEN DIMENSIONS FOR SUCCESS

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BUILDING YOUR CX STRATEGY: SEVEN DIMENSIONS FOR SUCCESS / 2

Customer experience (CX) is not a new concept. Since 2010, the beginning of what we now call The Age of the Customer, the balance of power has shifted from manufacturing and distribution to the highly informed, constantly connected customer. And companies know that providing the best experience to these customers is key to their success.

In fact, 73% of businesses claim that improving CX is a strategic priority. Yet even with all of this focus on CX, few companies are getting it right. According to Forrester, only 1% of companies deliver an excellent CX.1

We are years into the Age of the Customer, and the “why” and “how” of embedding a customer strategy into a business strategy continues to evolve. CX leaders continue to excel at adapting, but for thousands more it is still a work in progress. In this guide, we will share our perspective on the state of CX today, as well as the core elements of a CX strategy and how you can deliver on them.

3 / BUILDING YOUR CX STRATEGY: SEVEN DIMENSIONS FOR SUCCESS

Today, mobility, transparency, and an endless supply of choices allow customers to know more about products and pricing, and allow brands to build equity on the entirety of their shopping experience. From researching products, buying on their own terms, and sharing both the product and service experiences, customers are firmly in charge. Where the price and the product used to be the driving force behind purchase decisions, consumers now want more. In fact, 86% of consumers are willing to pay more for a better customer experience.2

CX is the brand experience. Understanding and delivering on brand promises are table stakes, and savvy brands are using CX as the key differentiator to attract, engage, and retain customers. High-performing brands also know that delivering on this promise takes more than a great marketing strategy. The entire business must be aligned – from vendors and partners, to manufacturing, supply chain, and customer service. And, although retailers and service industries have led the way, the same customer-centered principles apply in financial services, healthcare, and other industries.

THE STATE OF CX

UX VS. CXUser experience (UX) is your customer's experience with a specific digital channel, be it your website, an app, or a piece of software. You can’t have a great CX without a great UX. Your website is often the first experience a potential buyer has with your company. For many companies, it is the only experience a customer may have.

But CX is much larger than UX. It’s not just what happens digitally, or on the screen. It’s what happens directly, indirectly, online, in the store, and sometimes well after the sale. Each and every experience your customer has with your products, your employees, your stores, and your call center make up the moments that will define your brand.


Today, your brand is what your audience says it is. Consumers are leveraging greater access to information – not just to understand what’s good for them, to find the best price, or where to find the products they want, but also to determine how brands are viewed in the market generally and in their social circles. Simultaneously, consumers expect stellar experiences while interacting with these brands, especially the ones they already know and trust.

THE STATE OF CX

THE CUSTOMER IS IN CONTROL

81%OF CONSUMERS

CONDUCT ONLINE RESEARCH BEFORE THEY MAKE

A PURCHASE 4

94%OF B2B BUYERS

CONDUCT ONLINE RESEARCH BEFORE THEY MAKE

A PURCHASE 5

64%OF CONSUMERS SAY

CUSTOMER EXPERIENCE IS MORE IMPORTANT THAN PRICE

WHEN DECIDING WHO GETS THEIR BUSINESS 6


To keep pace with these always-on consumers, brands need to see themselves as more than the sum of the products they sell for their own sake. For example, the actual feelings that people have for their iPhones go far beyond their utility. Apple’s branding and positioning strike a transcendent chord in a way that captures the imagination of the user. We sense we are part of something transformational in the nature of communication and want be part of it. We think the technology is leading edge and fun. And, we want to demonstrate to others that we belong to the future.

Consumer engagement, then, is about tapping into the essence of not just the utility that these products provide, but why consumers are inclined (one might even say moved) to buy one product over another. In the age of the connected consumer, there’s never been a better opportunity to do this, day-in-and-day-out, while adapting to ever-changing consumer behavior and preferences.

89%OF CONSUMERS BEGAN

DOING BUSINESS WITH A COMPETITOR FOLLOWING A POOR CUSTOMER EXPERIENCE 7


Your brand is a promise to your customers. From their point of view, every interaction they have with your organization is part of the same brand experience. The success of that experience depends on your ability to deliver on your brand promise. Successful organizations build lasting relationships with their customers by inspiring loyalty, and meeting customer expectations across every interaction with a brand, product, or service.

Take, for example, The Ritz-Carlton. The luxury hotel has built a reputation of impeccable service standards based on its commitment to anticipating the needs of customers. From the front desk to the cleaning crew, all employees are trained to be on alert and listen to both the expressed and unexpressed needs of the guests. As a result, there are countless stories of how The Ritz-Carlton employees have gone above and beyond to the delight of their guests. The key to its success is that through each interaction, The Ritz-Carlton provides the same great service and upholds the brand promise.

THE STATE OF CX

YOUR BRAND

26%OF CONSUMERS CITE

"TRUST" AND "CONSISTENCY" AS AN IMPORTANT ELEMENT

OF BRAND LOYALTY 8


Whether you’re a luxury hotel or a global manufacturer, it is essential that your CX strategy supports your brand purpose, promotes your core values, and reflects the style of your organization. When you understand the mission, vision, and values of your organization, you can develop an actionable strategy that delivers your definition of the brand experience. This definition goes beyond your company’s colors and logo.

Your brand is reflected in the tone and voice of your messaging, the design patterns of user interfaces, and the conversations customers have with your organization. Today’s customer expects all of these things to work together to provide a consistent and meaningful cross-channel experience that is personally relevant. When you successfully meet these expectations, you provide your customers with a reason to return.

B2B CUSTOMERS ARE MORE THAN TWICE AS LIKELY TO CONSIDER A BRAND THAT SHOWS

PERSONAL VALUE OVER BUSINESS VALUE BECAUSE BUYERS PERCEIVE LITTLE DIFFERENCE

IN THE BUSINESS VALUE THAT DIFFERENT SUPPLIERS CAN OFFER 9


Brands and retailers are building loyal customers the way real people are building loyal relationships with each other through all kinds of interactions. The true measure of loyalty is not how many points a customer has racked up, but how often they come back and how excited they are to share that experience with their friends, family, and acquaintances.

The connected consumer is highly informed, in control of their shopping experience, and can turn on a dime. Appealing to the consumer at all points along the shopper’s journey is fundamental to building the right CX and engendering true loyalty.

A great CX drives three types of customer loyalty: retention, enrichment, and advocacy. Companies that deliver on CX tend to earn more repeat business from their customers, get more incremental purchases from their customers, and attract new customers through positive word of mouth.

Retention, enrichment, and advocacy translate into higher profits. Forrester conducted a study to ensure revenue benefits of the loyalty built through good CX. They found that each 1% of improvement in CX quality – as measured by their Customer Experience Index – resulted in an additional $15 - $175 million in annual revenues.10 Where your company falls within that range depends on how easily your customers can switch to a competitor. The easier it is to switch to a competitor, the more impact your CX has on your loyalty and revenue. While a competitor may be able to match you on price and product, a great CX is hard to replicate.

THE STATE OF CX

LOYALTY AND SWITCHING COSTS



As customers become more accustomed to this new level of attention and the conveniences that come with it, they come to expect them everywhere they go. Browsing and comparing products on a commerce website has never been easier, honed by the experience of literally millions of checkouts over the past 20 years. So it’s natural that a patient finding a doctor would expect the same ability to search, sort, compare, and learn everything possible about potential providers. In the quest to innovate for their customers, companies are looking outside of their traditional industries to find out what else is working, borrow those experiences, and adapt completely different business models.

These adaptations and crossovers are becoming more pervasive. Lululemon is not just moving product and tapping into a fashion movement. It has come to the forefront of a healthy lifestyle movement. Kroger is not just a place to stock up the pantry. It has evolved into a shopping event, complete with sushi and craft beer bars. Insurance companies are now cultivating loyalty with their members by providing wellness services and medical services faster and more thoroughly than the providers in their networks. Caterpillar is driving more sensor data in a single mine than the original Apollo spacecraft did in a trip to the moon.

THE STATE OF CX

INDUSTRY AND CATEGORY CROSSOVER

In a healthcare industry known for inconvenient and frustrating

processes, Kaiser Permanente is committed to meeting the

rising expectations for patient experience. One of its divisions,

KP on Call, has added more self-service and online options

to reduce the need for in-person care. We worked with them

to offer features like web self-service and Nurse Chat, which

provide online interviews, prescription management, and

follow-up care plans, resulting in more convenient, personalized

care that can turn a potentially frustrating experience into a

positive one for all parties involved.

/ INDUSTRY CROSSOVER CLIENT SUCCESS STORY

KAISER PERMANENTE


The data is in, and better CX correlates directly with higher revenue growth.

PRIORITIESThe 2016 Econsultancy survey of digital marketing trends reveals CX as the single most exciting opportunity, ahead of content marketing, mobile, personalization, and social.11 Walker Information reports that experience is a bigger priority than product and price, and will grow as a priority through at least 2020.12

PROFITSWhen companies prioritize CX, they generate 60% higher profits than their competitors.13 Retention is a key indicator of great CX, and a 10% increase in customer retention yields a 30% increase in the value of the company. A 5% increase in customer retention can increase profits by 25-125%.14

PERFORMANCECX leaders are outperforming the S&P 500 index by more than 35 points over an eight-year period; those that are lagging behind in CX underperform by almost 45 points.15 In addition, Gartner’s 2014 CEO Survey shows revenue growth as the most pressing strategic mandate in business today. When asked for the top priority in technology-related business capabilities to support this growth agenda, CEOs identified digital marketing, followed closely by CX.

CX MEANS BUSINESS


It’s almost impossible to check your news feed without hearing about a new technology disrupting the status quo or trying to solve a new problem. Innovation, often muddled with invention, disruption, and high tech, has many definitions and interpretations. We think of innovation in simpler terms: something new to your business that satisfies an unmet customer need. This connection to customer needs is why the best and most sustainable innovations are inextricably linked to CX.

Successful companies aren’t resting on their laurels, but are constantly re-evaluating how to learn from and engage the buyer. Instead of just outwitting the competition, industry leaders work every day to empower customers even more, because that empowerment is what they expect

and demand. But in practical terms, there will be more needs and more ideas than your firm can handle. Staying focused and managing innovation and CX as a portfolio is key to investing in the right changes at the right time.

If your company has decided to focus on CX, then you are achieving parity. You become competitive by meeting your customers’ needs, but you will remain competitive by finding and satisfying their unmet needs. Five years ago, omni-channel commerce was a differentiator for brick-and-mortar retailers. Today it is table stakes, and tomorrow your competitors are releasing something else that customers will soon come to expect.

INNOVATE OR DIE


Good investment strategies rely on a diverse portfolio, and we subscribe to the 70/20/10 model for innovation.

As a starting point, 70% of your spend is applied to the experiences that your customers expect now. This means ensuring that you are delivering on the table-stakes experiences that customers simply expect from you and your competitors. Twenty percent is applied to what is in the marketplace – but new to you – and what your customers will come to expect. Ten percent of your spend should focus on what is next and will become truly innovative and differentiating.

Innovation is not just for startups, labs, and garages. Customer-focused brands know that it’s not the big that eat the small. It’s the fast that eat the slow.

70%

20%

10%

OF SPENDING IS APPLIED TO THE EXPERIENCES THAT CUSTOMERS EXPECT

OF SPENDING IS APPLIED TO WHAT IS IN THE MARKETPLACE

OF SPENDING IS APPLIED TO FOCUSING ON WHAT IS TO COME


CX as a strategy depends on ongoing top-down and company-wide commitment to creating, delivering, and sustaining the experiences that matter to their customers.

Creating great experiences depends on mining customer insights, aligning them with your overall business strategy, and combining them through a thoughtful design process to share them with your customers. Technology is now essential to delivering the experiences that customers have come to expect, and that same technology is also crucial to sense, measure, and react to customers’ actual experiences. Finally, the ongoing operational and cultural commitment to adapt and change with your customers is essential to sustaining their loyalty.

Our history with hundreds of clients during the Age of the Customer has revealed seven dimensions that are common to the companies and brands with the most compelling customer experiences. Understanding these dimensions is an important step in evaluating your own ability to create, deliver, and sustain a great customer experience. Let's look at each of these seven dimensions in more detail.

7 DIMENSIONS OF AN EFFECTIVE CX STRATEGY

7 DIMENSIONS OF AN EFFECTIVE CX STRATEGY

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01Customer Insight


Before you can provide great experiences, you first have to create them. And before creating those experiences, you need to understand your customer and their unique needs. Customer insights are the linchpin of a strong CX commitment, and great companies apply that knowledge strategically with a deliberate design approach.

The Create phase encompasses three dimensions: Customer Insight, Strategy, and Design Process.

1. CUSTOMER INSIGHTBy gathering customer insights through research and data, you’re able to understand your customer’s needs and establish goals as a means of creating new and better experiences. It is critical to talk with your most valued customers to understand their expectations and how you measure up today. You need to know which touchpoints and channels are involved in their customer journey and how satisfied they are with those interactions.

An effective CX plan addresses each of the tasks outlined below, and includes insight and data to clearly understand the current situation.

/ Customer personas that include a 'most important tasks' ranking

/ Customer journey maps that have been validated with data and customer research

/ Insight into the role, importance, and level of customer satisfaction with every touch point in their journey

/ Understanding of how mobile devices are used to interact with your company

/ Understanding of CX satisfaction today, with the ability to drill down into the five to eight key drivers

/ Understanding of customer loyalty strength, including intent to repurchase and advocacy

/ A system to collect customer feedback and use it to drive CX innovation and improvements

To truly understand your customers, it is also important to gather information from your customer-facing employees. These employees are a means to understanding what barriers exist between your customers and the ideal experience. They have the day-to-day experience and insight into your company’s operational or technological barriers, and are often a great source of “quick wins.”

CREATE

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01Customer Insight


CUSTOMER INSIGHT BEST PRACTICE

CREATE A DETAILED CUSTOMER JOURNEY MAP

A good customer journey map illustrates every interaction a customer makes while completing a transaction. A best-in-class map incorporates data and customer input to identify pain points and the best ways to eliminate them. Despite the fact that mapping is a proven best practice, many companies are missing a huge opportunity to improve CX by completing this work. In a recent study, only 54% of survey respondents confirmed that they have completely mapped out or are in the process of mapping out the customer journey, within the last year.9

When Hunter Douglas set out to build a product visualization

application for its customers, some of its competitors already had

similar tools. But Hunter Douglas was committed to finding out what

its customers were missing, and then delivering on those needs.

We conducted in-depth consumer interviews, market analysis, and

usability and prototype testing to guide our app development strategy.

Our research showed that consumers – eager for proof they were

making a smart and stylish investment – wanted to preview the

window fashions up close, in detail, and in room settings. We brought

this insight to life with the iMagine™ Design Center application. Since

the launch, visitors are twice as likely to engage in purchase intent

activities such as searching for a dealer when interacting with the app.

/ CUSTOMER INSIGHT CLIENT SUCCESS STORY

HUNTER DOUGLAS



2. STRATEGYYour CX strategy is a description of the experience that you intend to deliver and the associated value that you offer your customers. Your strategy provides direction and prioritization of activities in concert with enterprise goals and customer requirements.

To be most effective, it must be driven by customer needs, be supported by the employees who deliver it every day, and deliver on your brand promise and value proposition.

An effective CX strategy includes: / A clearly articulated vision with supporting strategies

/ Competitive insight that enables you to differentiate your CX

/ Organizational alignment to effectively support an omni-channel business

/ Success metrics that connect business performance with CX excellence

/ A road map to guide the implementation of approved projects

/ A capital budget that provides sufficient resources to execute the plan

A thoughtful CX strategy establishes the vision for your company, but the benefits aren’t realized until the strategy is executed. With this in mind, the strategy must also include a road map to guide the executional effort, a capital budget to effectively fund the required investments, and key performance indicators (KPI) to evaluate the outcomes of the program.

STRATEGY BEST PRACTICECREATE A CX ROAD MAP AND DEFEND IT

It takes a tremendous amount of work to develop an effective CX road map. Once in place, it is essential that all future projects demonstrate how they will advance the company’s CX effectiveness and are vetted and prioritized accordingly. It is equally important to remember that diluting funding and resources in an attempt "to do more" typically undermines your organization’s probability of success.

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3. DESIGN PROCESSThe design process is used to envision, plan, and create CX using a mix of science and art, technology, and operational problem solving. The most successful CX design initiatives are highly collaborative, with active involvement by the business, creative, and technology teams. These teams clarify project goals, develop a solid foundation of customer needs, apply design thinking principles such as rapid prototyping, and perform ongoing evaluation of customers through various phases of development.

CX leaders follow these best practices for all digital design projects:

/ Project objectives are linked to a CX KPI and are justified with CX insight

/ UX and digital design standards are effectively documented to ensure consistency across all digital touchpoints

/ An iterative design methodology is used to create an end product that meets user expectations

/ The project plan is structured to support collaboration between UX, technology, and marketing

/ A UX leader is empowered to maintain CX integrity as inevitable executional compromises are made

/ A formal evaluation is conducted with customers to validate effectiveness prior to launch

DESIGN BEST PRACTICEUSE DESIGN THINKING TO CREATE DESIRED OUTCOMES

Many teams are still getting comfortable with the principles of design thinking, but they are committed to the process. Use cross-functional teams and short cycles to improve each time you share a prototype and convert the feedback into a better solution.

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The best CX strategy will fall short unless the infrastructure, processes, and other components are defined and operational. In order to deliver an exceptional CX, you must have an effective combination of technology, operational processes, and measurement in place.

The Deliver phase encompasses two dimensions: Enabling Technologies and Operations.

4. ENABLING TECHNOLOGIESSelecting the right technology solutions to enable your desired CX can be a daunting task. Finding solutions that enable your CX vision, working through integration issues, and justifying the expense are a few of the complex issues that must be addressed. Fortunately, there are well-established reference architectures and methodologies to guide organizations through technology adoption.

A foundational element is the definition of business, functional, and technical capabilities that align with the most compelling CX. Modern systems are built for scale and ongoing refactoring in mind to be agile enough to meet changing expectations of your customers.

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To keep pace with CX leaders, you’ll want to pursue a technology solution that enables you to: / Deliver an outstanding CX across all customer channels

and device types

/ Efficiently manage content for multiple channels, including digital and physical, without extensive customization

/ Optimize your efforts through A/B testing, real-time monitoring and rapid content changes

/ Deliver highly relevant and personalized information, with behavior-based triggers

/ Create and leverage rich customer profiles by integrating multiple data sources into a single view

/ Meet all your customer’s expectations when using a mobile device to do business with you

ENABLING TECHNOLOGIES BEST PRACTICEAs a first step toward alignment of your CX strategy and the technology needed to enable it, you should discuss these five issues with your team:

/ How can we deliver a consistent experience across all channels?

/ How can we improve the effectiveness of our content management?

/ How can we boost the impact and ROI of our marketing campaigns?

/ What is the best way for us to provide a more personalized

experience?

/ How can we consolidate all of our data so that we have a single view

of the customer?

THE COMPLETE GUIDE TO YOUR CX STRATEGY / 19

/ OUR TECHNOLOGY PARTNERS

We maintain strategic relationships with the world’s leading technology innovators, including:

/ IBM / Microsoft / Oracle / Adobe / Salesforce / And more

To see all of our partnerships, visit Perficient.com/partners.


http://www.perficient.com/partners


5. OPERATIONSMany companies have invested heavily in a technology platform, only to implement the basic functionality and miss opportunities by not optimizing the analytics, having the platform rejected by business units that don’t want to change, or by not modifying policies that would enable employees to deliver a superior CX.

CX leaders have recognized that an exceptional customer experience isn’t possible without operational improvements that create a more agile, responsive organization. They are rethinking roles and responsibilities, reorganizing to improve collaboration, and empowering employees with new decision rights. They are introducing an agile/lean methodology to make faster decisions and implement with fewer surprises, plus modifying their governance policies to deliver a consistent CX across divisions and products, with managed oversight of third parties.

We see excellence across six operational indicators: / A CX champion is actively engaged and empowered to make

decisions across functional groups

/ A clearly defined escalation system is in place to manage and resolve CX issues

/ The UX, marketing, and technology teams collaborate on a regular basis without a corporate mandate, and are able to reach compromises without management intervention

/ The core team is actively applying the principles of agile methodology

/ A change management plan is created for every major initiative

/ Team resources are thoughtfully assigned to important CX projects, with skill set and capacity as high priorities

OPERATIONS BEST PRACTICEENSURE YOUR OPERATIONS SUPPORT CX EXCELLENCE

CX leaders understand that key functional teams have to work effectively together to succeed, but it’s naïve to believe that disagreements will magically disappear. It is imperative that operational policies and procedures be developed to proactively deal with the issues that are most frequently encountered on complex digital projects.

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A thoughtful plan serves as the foundation of CX improvement – and technology and operations play a critical role – but the soul of the CX experience is the culture of your organization. Your CX plan must address the ways that your team will maintain a high level of performance, knowing that customer expectations will continue to change, and your organization will have to adapt, and employees will be asked to accept new responsibilities. Customer focus is constantly reinforced through leadership and nourished through ongoing sensing, feedback, and measurement.

An effective organization has a team of people who do their job well on a daily basis. An exceptional organization has a team that seeks opportunities to exceed customer expectations and knows that a little extra effort to take care of a customer is invaluable.

The Sustain phase encompasses two dimensions: Measurement and Culture.

SUSTAIN


6. MEASUREMENTDeveloping an effective measurement system involves the metrics, technologies, and techniques used to track and report on your CX effectiveness. Ironically, there has never been more available data for companies that are seeking to improve their CX, yet many continue to struggle with actionable insight.

Most companies have developed basic capabilities in this area. They have clearly defined CX metrics and KPIs that align with CX goals, and are able to accurately track the primary metrics across their digital properties. They have also incorporated the most important information into their standard management reports. A subset of this group is able to measure behavior and the effectiveness of digital touchpoints, and has assigned financial values to non-transactional actions and tasks.

MEASUREMENT BEST PRACTICESCX leaders should follow these best practices to monitor and improve their effectiveness:

/ The analytics program has executive sponsorship, sufficient

resources and properly trained personnel

/ Have the ability to measure behavior and effectiveness across all

digital touchpoints

/ CX goals have been clearly defined with KPIs across the entire CX

/ Analytics data is readily available and actively communicated within

the organization

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7. CULTUREYour company’s culture is the shared attitudes, beliefs, and values held by leadership and employees, which are demonstrated through their actions. To create a customer-centric culture it takes effort across the organization, from top to bottom. While leaders are responsible for the oversight of this CX focus, each employee needs to be enabled and encouraged to make customer-centric decisions in their daily work.

CX leaders strongly agree with these culture-building principles: / Leadership actively supports CX efforts and results

/ Employees are empowered to create a memorable CX

/ Key functional groups share many of the same CX goals

/ Employees have sufficient skills and experience to execute the CX strategy

/ The organization is willing to take risks and understands that some projects will fail

/ Financial incentives and career advancement opportunities are properly aligned with CX KPIs

/ CX feedback and metrics are reviewed with employees on a regular basis

CULTURE BEST PRACTICEEVALUATE YOUR ORGANIZATIONAL STRUCTURE

CX leaders understand that their organization must continually adapt to thrive in an omni-channel world. We strongly recommend that your management team discuss these three issues:

/ What is our management process to balance our corporate

CX goals with functional group goals?

/ Are we modifying our job roles to consider the CX tasks and

technology skills that are necessary?

/ Do we need to change our organizational structure to break down

silos and improve cross-functional collaboration?

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How is your company delivering on these seven dimensions? Where are you getting it right with your CX, and where do you need some work? Take our CX assessment to see where you stand today.

WHAT’S MY CX SCORE?

TAKE OUR CX ASSESSMENT

Contact us to learn more about CX IQ and CX AMP, our jumpstart tools designed to help you gain better focus on your CX, create breakthrough visualization, and build consensus for further innovation.

[email protected]

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MEET THE AUTHORSBRIAN FLANAGANDIRECTOR, DIGITAL EXPERIENCE

For more than 20 years Brian has worked with

clients to design and execute cutting-edge user

experiences. As a digital experience strategist,

he is responsible for driving digital strategy for

enterprise clients and oversight in delivering best

practices. In this role, Brian keeps Perficient Digital

and its clients on the cutting edge of new design

strategies for next-generation technologies to

consistently exceed client and peer expectations.

JIM HERTZFELDPRINCIPAL, STRATEGY AND INNOVATION

Jim leads digital strategy and innovation

for Perficient Digital. He has nearly 25 years

of experience in digital strategy, customer

experience, and delivery, and he has provided

client leadership to enterprise and strategic

initiatives at companies like Target, Luxottica, and

Honda. His areas of focus include commerce,

digital marketing, and complex systems

integration in retail and consumer markets.

GREGG SAMPSONDIRECTOR, DIGITAL STRATEGY

Gregg offers a unique blend of digital marketing,

commerce, and traditional marketing expertise. He

specializes in creating customer-driven digital strategies

that are supported with research and analytics, and

driving organizational alignment around customer

experience improvement initiatives. Gregg brings

more than 25 years of experience with Fortune 1000

companies in both B2C and B2B industries, with proven

success across every phase of the customer life cycle.

SOURCES:

1 Forrester, "Forrester’s CX Index Ranks the Brands that Deliver the Best Customer Experience"

2 Cloud Cherry, "The Rules of CX Are Changing"

3 Super Office, "32 Customer Experience Statistics You Need to Know for 2017"

4 Ad Week, "81% of Shoppers Conduct Online Research Before Buying"

5 Brafton, "94 Percent of B2B Buyers Research Online for Purchase Decisions"

6 CMO Council, "Can We Future-Proof Customer Engagement?"

7 New Voice Media, "The Multibillion Dollar Cost of Poor Customer Service"

8 Rare, "Defining Loyalty"

9 Marketing Week, "B2B Branding: Where Is the Love?"

10 Forrester, "Transforming Your Organization into a Customer Experience Powerhouse"

11 Econsultancy, "Quarterly Digital Intelligence Briefing: 2016 Digital Trends"

12 Walker Info, "Customers 2020"

13 Gartner Group, "Leading on the Edge of Chaos"

14 Retention Science, "Customer Retention Should Outweigh Customer Acquisition"

15 Watermark, "The Loyalty Lift"

16 Altimeter Group, "2016 State of Digital Transformation"


ABOUTPERFICIENT DIGITALWe architect systems of customer delight. We move at the speed-of-culture. We exist to delight our clients, by relentlessly delighting their customers. We are what happens when more than 200 of the most talented digital strategists, design pros, brand shapers, digital marketers, data scientists and creative coders all believe one thing to be true — exceptional customer experiences always translate to positive ROI for our clients. Perficient Digital blends the strategic imagination of an agency with the deep technical acumen of Perficient’s established consultancy to deliver exceptional customer experiences for the world’s biggest brands.

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