Thursday, March 9th, 2017 | 6 min read
“Let the transformation begin!” This call drew applause last September at Dell, as the company completed its acquisition of EMC—the largest tech acquisition in history—and launched a new family of brands, known collectively as Dell Technologies. Once known as just a PC company, Dell now offers solutions for the enterprise from edge-to-core-to-cloud.
This transformation reflects our focus on what research has shown: that customers and their experience will become the primary differentiator for businesses. One way we’ve adapted to this new world is by creating the Chief Customer Office, led by Karen Quintos. This new office oversees a social business initiative that is focused on two areas – the customer, and how to focus change to create significant business impact.
So, how can applying the concept of digital transformation to the way we listen and engage with our customers help you transform your business and become one of the unicorns in CX? And what are the operational pillars to get you there?
Over 2.5 exabytes of data are created every day. Dell alone is mentioned more than 4.2 million times every year in digital conversations. We leverage social intelligence to scrape the web for these mentions to better understand what matters to our customers, what is happening in the industry, and how to evolve and optimize our business accordingly.
This can bolster internal efforts such as:
Our social + big data program is a key part of our digital transformation journey.
When you have approximately 145,000 team members across the globe, a scalable architecture is fundamental to success. At scale, social business has to be embedded throughout the organization and within each area of the business. It doesn’t work to have one leader—you must create a foundation of leaders who represent their areas.
Last year, while leading the integration between Dell and EMC, we partnered with Altimeter to examine our ecosystem of social accounts and design an architecture to renovate existing models and establish a new, more focused and sustainable structure. This was mission critical to enable customers to receive the right type of experience from Dell and to focus our business resources in the most impactful way. It also crossed many areas of the business, from marketing, to human resources, to care, and beyond.
It’s not always easy to get everyone on the same page. One of my favorite things about the Chief Customer Office is that we get to be the champions of a common cause—the customer. I consider our greatest strength to be value creation for the customer; it’s a connective tissue across the organization. Without seeing our org chart, our customers can feel the power of Dell solutions. It’s easy for our people to unite when we focus on doing what’s right for the customer and for the business—even more so when we can back it up with data.
Meaningful relationships are not quickly and cheaply established—it takes time and energy to get to establish trust and value. And relationships aren’t built when one party is focusedonly on what’s in it for them. To really make an impact, you have to do the same for your customers. Do you want to make progress at work in a place where you’re currently hitting a dead end?
Take the time to understand the viewpoint of those you are working with. Do you want your customer to become a lifetime customer? Then put your resources where your mouth is. Treat your customers the way you would want to be treated. Provide value by being partners and an extension of the team, not just a place of transaction.
Using old-school, lightweight metrics to measure your impact in social will not grow your capabilities or get you where you need to be in this time of digital transformation around the customer. Saying you had a post with 23,000 likes feels meaningless to most C-suite execs. Is that good? Bad? Did it do something for our bottom line?
To really become embedded in the organization and enabled to make change, you have to translate customer relationships on social to metrics that the business understands. This could mean establishing a CX baseline, mapping it to a demonstrated revenue, and providing metrics that prove that better CX leads to increased revenue. Or, if using a proactive content approach that enables self-help for care, these metrics would be a call deflection cost savings.
If you can focus on creating a strategy that marries the current data revolution with insights, and take action within your business accordingly, you will progress. But it all begins with truly listening to your customer—and caring enough to transform your business for them.
We’re excited to share our experience and learn from others leading the charge at the upcoming Sprinklr Digital Transformation Summit.
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