people-centric growth€¦ · these five business-technology trends have implications for...

1Copyright © 2015 Accenture All rights reserved.

People-Centric GrowthAccenture Customer Vision 2016

April 26, 2016

2Copyright © 2015 Accenture All rights reserved.. 2

Today’s Agenda

1 Introduction

2 Customer Experience Insights

3 Customer Vision 2016 Research

4 Discussion


The game of profitable growth has fundamentally changed

Procurement

C-level deciders

Business Units/Users

IT department

Stakeholders:

Discover

Consider

Purchase

Use

Evaluate

Discover

Consider

Purchase

Use

EvaluateExpectation Reality

Promise Delivery

Emergence of the Non-Stop Customer

4-10x cost of winning a new

customer vs. growing an existing

customer

2/3 of customers switched at least one

of their providers last year

58% of leads originated from non-selling

activities

65% do not have a common

definition of a qualified lead or

understand which customers are driving

profitability

53% do not have a formal relationship

between sales & customer service

40% and a significant amount of

sellers time is spent on activities related to

generating their own leads


Companies obsessed with giving sellers more time

yet sales productivity continues to decline… in

spite of significant investments

35% of time

is spent selling

down from 41% in 2011


Time to pivot from productivity to outcomes

Outcome Selling

Sales Performance ExcellenceEmbrace Guided Selling Future

Next Generation GrowthMonetize Customer Experience

Operational ExcellencePower Sales with Agile and

Scalable Operations

Sales OptimizationMaster Economics of Selling

Copyright © 2015 Accenture. All rights reserved. Accenture Confidential Information. - Internal Use Only - 6

2015 B2B Customer Experience Research – Key Findings

(Q8)

Customer Experience links to performance

And it is here to stay

Three out of four B2B companies anticipate that the increased importance of Customer

Experience will result in profound changes across Sales and Service.

Being convinced that delivering a differentiated Sales

& Service customer experience…

74%

agree that Customer Experience-related considerations will play an even larger role in our overall corporate strategy than today

71%

Customer Experience design and delivery will be even more formalized as an end to end business process for our company

…provides a com-

petitive advantage78%

Yes: 79%

No: 21%

Yes: 78%

No: 22%

In two years’ time…

…links directly to

business results 79%

Yes: 79%

No: 21%

B2B CX has become unavoidable



Despite Massive Investments, Unclear Return.

Compared to Masters – who achieve financial, strategic and delivery excellence – more than

40% of CX investments made by Strivers fail to deliver optimal return.

Three profiles with significant differences in CX investments efficiency

0.58x

CX Strategy Performance

Value

Low High

Lo

wH

igh

Trying Hard /

Laggards

Masters (23%) prioritize Customer Experience and achieve strongest financial results. They

excel on both on Customer Experience strategy and execution capabilities.

1.00x

Despite prioritizing Customer Experience, three profiles (57%) yield more modest results

(growth rate that is only half of masters’ growth) and perform moderately on either both or just

one of strategy & execution dimensions

Trying hard/laggards (20%) yield low/negative results (in terms of rev. growth on average), though Customer Experience is critical. They have large performance gaps in Customer

Experience strategy and execution capabilities

“Playing To Win” - Masters

“Playing Not To Lose” - Strivers

Trying Hard / Laggards

* CX ROI multiplier = average yield per m$ invested in CX, where the yield relates to proportion of last year’s average global revenue growth. Masters’ CX ROI multiplier = 100. CX investments assumed to drive same proportion of revenue growth across profiles.

CX

Ex

ec

uti

on

Pe

rfo

rma

nc

e

Masters

Great Planners

Confident

Seekers

Execution Heroes

avg. revenue growth

CX ROI multiplier*

-0.02x

Note: Based on companies for which CX is a priority (n=1160)



What Masters Do Differently“Playing to win” differentiators

6. Put Talent

and Leader-

ship at core

1. Walk

the Talk &

Outperform

2. Start

“from the

back”

3. Do not

avoid

disruption,

create it

B2B Customer

Experiencedifferentiators

4. Focus

on Digital,

augment

Physical

5. Expand

connected

distribution

ecosystem

Customer Experience is Really a priority: higher

importance and performance of key strategic

and operational execution capabilities.

Technology enabled after-sales

service is particularly impor-

tant to customer experience

delivery excellence.

Disruptive customer experience

at intersection of re-imagined

services and extended, digitally

enabled channels.

Investing heavily in Digital as well

as in Legacy for multi-speed

enabled “Digital-Physical” Blur.

Double-down on external partner

collaboration across Sales

and Service to impact the

end-to-end experience delivery.

Balanced digital talent/skills

development and leadership

empowerment by shortened

distance to Profit & Loss.

Based on the Accenture 2015 B2B Customer Experience Research six key differentiators of

companies that “Play to Win” have been identified:

Customer Experience Management ApproachCompete on Speed to Outcome

Experience

Management

Governance & Oversight Metrics & Measurement

Strategy & Design Delivery• Strategic & Business Objectives• Identification, prioritization and design of

target experiences• Digital & UX Design• Experience development roadmap (including

Change Plan)

• Experience construction and launch• Insights and learning• High velocity closed loop learning• Change Management

• Process, People, technology ownership• Capability investment governance• Roadmap execution management• Execution to plan oversight

• Metric identification and refinement• Systematic performance measurement• Data discovery• Advanced analytics• Reporting

Accenture brings targeted expertise enabling our clients to embed the tools, processes necessary to effectively run a successful experience management agenda.

supports us here

Accenture Customer Vision 20165 Trends for Tomorrow Are Remaking the Front Office Today

Intelligent Automation

Liquid Workforce

Platform Economy

Predictable Disruption

Digital Trust

These five business-technology trends have implications for Marketing, Sales and Service as now “every customer is a digital customer”, including overlapping impact from technology waves.

The race for efficiency through automation and digital has outpaced the real opportunity for new level of workforce impact

– the power from technology AND your

people, not technology OR your people.

Capitalizing on the Internet of Things isn’t for

everyone.For those that will disrupt their industries, it’s an all-encompassing effort that

identifies new growth opportunities and whether

you will develop an ecosystem or engage in

others’ ecosystem.

Industry leaders are unleashing the power of digital by developing not

only new technology platforms, but also the

platform-based business models they enable. Successful platform

businesses require far more than just digital technology, they must disrupt the customer

experience.

Intelligent automation will change the game of

creating customer value, by providing Digital-Do-It-Yourself, change individual

life, and automating company’s business

process to enable mass customization of products

and services.

Extraordinary results at the intersection of

humans and machines

Looking to digital ecosystems for the next

waves of growth from the Internet of Every…Things

Technology-driven business model

innovation from the outside in

The new value exchange in today’s

digital economy

Fundamental change of operation, business, and

individuals

Trust is hard enough to achieve, but in today’s digital age this is even more complex as the

volume and intimacy of data is on the rise.

However, if companies get it right, there is a chance to monetize this data for company and customer

alike – and build a deeper level of trust than we have

previously seen.


Accenture Customer Vision

#customervision2016

www.accenture.com/customervision2016

Robert WollanAdvanced Customer Strategy Global Lead

Kevin QuiringAdvanced Customer Strategy North America Lead

Rachel BartonAdvanced Customer Strategy EALA Lead

Phil DavisAdvanced Customer StrategyCustomer Experience Lead

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