We connect, download, stream, sign in, upload, update… all the time. We live in a digital world. A world that provides opportunities and the means to progress, facilitate and improve. That’s why today many organisations are investing big money in digital transformation programs. Some of them do so in order to get rid of outdated legacy systems or because they want to focus on social media presence and behaviour tracking. Others seek to ensure availability of all digital channels.
Developing these digital transformation programs is no small feat. They demand executive support with attention to data and innovation. They require large investments and often come with major delays. Yet despite their efforts, numerous companies come to conclude that only a fraction of their clients eventually goes digital. Why? Their programs are too technology-driven. They are developed from an IT technical perspective instead of first and foremost considering the customer experience and digital adoption.
Enterprises do feel the need to pay attention to delivering digital services and asking customers about their preferences. But they fail to realize that the concept of customer preferences is much broader.
If customers indicate that they don’t want to receive communications by email, why not add a QR code on the paper communication to at least give them the possibility to quickly switch back to digital if desired? And if they like the digital effect, why not enable them to indicate they want to keep doing it digitally in the future? In many cases, however, preference management is tucked away somewhere on company websites. As a result customers will quickly give up on changing how they want to be contacted and companies will keep bothering them the old way.
Moreover, when customers are actively asked about their preferences, the options are always limited. Although in many cases email will be pushed, customers can select the channels they prefer. But not their purpose. Often it’s the available technology present in the organization that determines which choices customers do or do not get, whereas for them the preferred channel depends on the context, service or action that is demanded.
Digital adoption is not only a matter of providing enough digital possibilities, it’s about customer centric thinking. Start with selecting which services or products you want to make digitally available first. Map out how the customer journey makes sense both within your organization and for your consumers. Determine the customer journeys for specific use case scenarios and target audiences, while taking into account relevance and consumer expectations.
For example, if a consumer receives a tax certificate, it’s not just about how the document is presented in a user-friendly way, but also how he or she will consume this certificate. We all sigh when we have to gather our tax certificates. A mail here, a pdf there, a paper in a desk drawer... Imagine your bank institution could give you an overview of all your tax certificates at once. The convenience!
Improve your business by listening to your consumers. Enable them to give feedback on the quality or relevance of your communications. If you tag your customer communications and include a customer feedback loop option with a survey and pre-defined categories such as user interface, content relevance, channel or productivity, you can monitor the user experience more accurately and refine preference management accordingly.
Today everything is possible digitally. The challenge lies in analysing the customer journeys with sufficient depth and reflecting on which meta-information can be used in customer communications to boost digital adoption and improve user experience. If consumers notice an increase in usability and productivity, they will switch to digital much faster.