Adapting CX strategies in the evolving landscape of customer expectations

Adapting customer experience (CX) strategies in the evolving landscape of customer expectations is a paramount challenge for businesses today. With the rapid proliferation of digital channels and technological advancements, customers are increasingly demanding a more seamless and personalized interaction with brands. To meet these expectations, organizations must remain agile and continuously evolve their CX strategies. In the same vein, Prasenjit Mukherjee, CIO, JWIL Infra Ltd highlighted how adapting customer experience (CX) strategies in the ever-evolving landscape of customer expectations is paramount in today's digital age.

DQ: How has the digital revolution influenced and elevated customer expectations? What are some of the things you have been witnessing across verticals?

Prasenjit Mukherjee: As we delve deeper into the digital era, we witness a remarkable transformation in customer expectations, whether for individuals or businesses. The evolution is not limited to just technological savvy; it extends to a growing demand for any service or product offered. Customers now seek superior quality, enhanced speed, and a personalized experience from the services or products they receive.

With the proliferation of new digital gadgets such as smartphones, tablets, and high-speed internet, customers are more interconnected and yearn for real-time experiences. They hold the world in their fingertips and anticipate businesses to leverage these technologies to provide seamless and efficient services. Transparency is crucial, as customers are better informed and expect businesses to deliver on their commitments, ensuring authenticity.

In essence, the goal is to create a personalized experience, where each customer, whether internal or external, in a B2C scenario, receives a tailored experience based on their behaviors and expectations. Success hinges on how quickly we can meet their needs and provide solutions. Promotions and business growth, especially through different channels, become essential, and companies are increasingly held to a standard of ethical responsibility and social impact. This digital evolution has indeed ushered in a paradigm shift in consumer expectations, be it in B2B or B2C contexts, where a consistent consumer experience is key.

DQ: What are some of the most significant barriers or roadblocks organizations encounter while delivering enhanced customer experiences? How can organisations overcome these challenges? 

Prasenjit Mukherjee: In the transition from a traditional system to a digital platform, several significant roadblocks come into play. Firstly, existing legacy systems entrenched within your business domain pose a formidable challenge. Secondly, a notable hurdle is the lack of literacy and awareness concerning data privacy and security. It's disconcerting that, in many instances, only a fraction of the workforce is familiar with these vital concepts, despite handling customer data.

The cost of implementing new technology presents yet another challenge, particularly for medium and small-sized businesses that may lack substantial budgets or clear expectations about return on investment. Tracking customer behavior is also a substantial challenge, as many organizations have grown accustomed to operating within legacy systems, leaving them uncertain about their customers' habits and historical data analysis.

Moreover, a lack of clarity persists, with organizations often embarking on digital initiatives without a clear understanding of what a digital platform entails and how it can truly benefit their customers and the organization itself. This endeavor often amounts to a mere checkbox exercise rather than a meaningful value generator.

Additionally, there's the issue of skillset gaps. Teams accustomed to traditional or legacy models may lack the expertise needed for the digital age, whether in app development, infrastructure, or security. This gap requires either investing in training or seeking external assistance, both of which incur costs and necessitate decisions about existing manpower.

While organizations understand the necessity of transitioning to a digital model, these roadblocks stand as significant hurdles that must be addressed for a successful transformation.

DQ: How do you balance the need for personalization and customization with data privacy concerns and regulations? What strategies must be implemented to ensure a secure and trustworthy digital customer experience? 

Prasenjit Mukherjee: As for the key steps to consider, it all starts with understanding customer behavior and the necessity for transparency. Customers should know why their personal data is being collected and how it benefits them. We should gather only the data that's relevant to the services we provide. For instance, when offering metering and water services, we don't need extraneous information like Instagram accounts or passport numbers. Collecting only what's necessary is the first rule in data privacy.

Informing customers about the purpose of data collection is crucial in building trust. They need to know why we're collecting their data and how we'll use it. On the data handling side, securing data during transmission and storage is of paramount importance. We must ensure there's no data leakage, and when processing the data, masking or protecting sensitive details like Aadhaar numbers is essential.

In summary, data privacy encompasses obtaining customer consent, collecting only relevant data, being transparent about data usage, and securely managing data in transit and at rest, while also limiting visibility for processors to what is absolutely necessary. These measures are fundamental when discussing data privacy.

DQ: There has been a massive shift towards digital channels during the pandemic, which has led to an evolved customer experience landscape. Considering the evolving landscape of customer expectations, how can organizations stay agile and adapt their CX strategies accordingly? 

Prasenjit Mukherjee: In today's rapidly evolving tech landscape, it's important to recognize that not every new technology is universally applicable. Business needs vary, and it's crucial to adopt technologies that align with those specific needs. However, the one thing that remains non-negotiable is providing an omni-channel customer experience, an expectation customers rightly demand.

For instance, in my organization, specific technologies cater to distinct functions. Data analytics is a fundamental requirement, allowing us to glean valuable insights. To monitor project progress, we have initiated the project of Digital Twins technology, providing a 5D model for stakeholders to visualize projects in real-time, even before construction commences. The speed of decision-making and cost control is paramount.

In business development, augmented reality enhances presentations, offering clients an immersive view of projects using tools like Google Glasses. For HR and learning and development, augmented reality enables remote support for teams working in distant locations, bridging the gap. Furthermore, data insights and AI-driven chatbots are critical for customer interactions and are currently under implementation.

The importance of visualization layers for C-level executives cannot be understated. These tools allow for centralized project monitoring and management, minimizing the need for extensive travel and associated costs.

It's crucial to understand that the adoption of new technology is highly industry-specific and business-specific. What's essential for one organization might not be relevant for another. For example, shared GPT is not a necessity for my organization, but it may hold importance in other industries. The key is to align technology choices with the unique needs of the business.

DQ: What should the approach of businesses be towards customer experience?

Prasenjit Mukherjee: I firmly believe that when it comes to the customer experience, clarity is essential. My approach to assessing customer experience is simple - I place myself in the shoes of a customer and contemplate what I would expect. This perspective is crucial. When I engage with the services or products of any organization, I evaluate how easy they are to use and understand. Simplicity and speed are paramount; if I encounter difficulties post-implementation, it signifies a lack of quality service. Additionally, I consider how the organization tailors its offerings to meet my individual needs as an end consumer.

In a business-to-business context, I ponder how the other organization perceives my challenges. Are they willing to empathize and understand my perspective, essentially becoming a part of my business journey, or are they merely executing transactions? It's these differences that distinguish one customer experience from another.