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Blog 7: Customer Journey build on quicksand

Hey how crazy, a text message from the supplier. He just texted that the product will be delivered tomorrow at 10 am. How weird, that happened yesterday, right?

Organizations invest a lot of time in improving the customer journey. In itself, this seems like a good plan because which organization wouldn’t want all customer contact moments to be executed well or to become an experience. However, for a customer journey to truly be successful, the underlying customer chain must be in order. And that’s where the problem arises. As explained in our previous blog, organizations do not “see” their customer chains. Although they exist, they are not made explicit, are not part of the controls, and no improvements are programmed for them.

Create clarity, make the customer chain explicit first

Making customer chains explicit provides clarity for your organization. This gives you insight into which steps are performed from customer need till the fulfillment of that customer need (usually a delivery of product or service) and who performs these steps. This includes steps that the customer does not see, but which are crucial to realize or even exceed customer expectations. Without receiving raw materials or parts, you cannot make or assemble a product. Without proper scheduling, you cannot teach students, and without proper inventory management of medicine, you cannot reliably administer medication.

Contact moments that are the moments of truth and thus focus particularly on the experience.

Peter Geleen – IPM Parners

Customer journey as a subset of the customer chain.

In short, a customer chain is more comprehensive than a customer journey. Or in other words, a customer journey is a subset of the customer chain. While the customer chain ensures that all steps are performed correctly and efficiently at once, the customer journey focuses on the contact moments. Contact moments that are the moments of truth and therefore mainly focus on the experience. Or expressed in NPS terms.

With setting up a good customer journey, you do what you promise and get an 8. The customer journey then focuses on the experience of that to make it a 9+.

Customer chains and customer journeys are thus intertwined, where a customer chain can be seen as the foundation. But what use is a customer journey if the foundation is not in order? Exactly, you are then treading on quicksand. Creating an experience while it is not certain that products and services will be delivered on time and correctly at once is a big risk. Instead of your organization being an example of a great experience, your organization is now the sleuth at the party.

Customer chains are the foundation of your organization

As far as iPM is concerned, the advice is therefore to start with the basics. Do you have your customer chains in view? Who are the owners and which links are involved? Who are the key customers (groups) and what are their expectations? What are our internal expectations? Is it clear with which tactics we play the chain? Are handover moments well-defined and is everyone’s role clear? Do we know together when the chain is successful and do we continue to work together? What opportunities do we see to improve customer value and internal value in the customer chain? Only when you have this properly set up for each chain, are you, in our opinion, ready for the customer journey. Not before.

When setting up the customer chain, determining the KPIs is an important step. How to determine the right KPIs will be covered in the next blog.

The iPM implementation approach

We would like to take you along in the coming weeks with the questions and changes we encounter in practice during the implementation of iPM with our clients. Questions about the setup and organization of iPM, as well as the best implementation approach, will be addressed. The following topics will be covered:

Introduction of iPM

  1. From planning & control to iPM
  2. Ready for take-off
  3. Setting the right targets
  4. Which customer chains does my organisation have
  5. Division of roles: hierarchy versus chain
  6. Tactics of the chain in focus
  7. Customer journey versus customer
  8. How to determine the right KPIs
  9. Getting your KPIs right in 10 days
  10. Consultation structure in iPM organization
  11. Effective performance dialogue and the usefulness of BRV
  12. Leader and team development
  13. Encouragement as a style to get more out of teams
  14. iPM in complex organizations
  15. Tips for implementation

Curious? Get in touch with us!

We outline what we often see in the traditionally driven organization and outline what that looks like when you apply iPM. Want to know more about healthy performance management? We lard that with situations and examples we find in practice. Contact us and we will help your organization move forward!

Back to the overview

Winning with the right KPIs

From strategy to execution: how key performance indicators can help your business.

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