Ultra connected, ultra close, the client posts on social networks, comments, gives his opinion on the products and services of companies. A new interaction is born with the rampant digitisation. This greatly contributes to exploiting new data via content management. And ultimately, for the company, to adapt and change in turn.
The direct relationship between the customer and the company (purchasing act, CRM) is now nourished by social networks. In the past, a company received complaints by phone or mail; today, the customer distributes content before, during and after the act of purchase on his Facebook account, via Twitter or directly on the company’s website. This is all useful and exploitable content. This forces companies to transform themselves and rethink their relationship with digitalized, savvy, free and more demanding customers.
From now on, the client decides where and how he/she purchases. The customer inquires about products and services that interest him through social networks, online comparators or posts and other likes of users … So it is not just selling products and services but advising consumers, supporting them from start to finish and thus retain their loyalty.
A relationship is made with the customer, no longer around the product
With digital transformation, the point of view changes and the customer has the power. Their habits, characteristics, preferences, concerns and more are at the heart of the relationship. It is for the company to adapt. For this, it must learn to understand the customer better and in a personalized way, to offer tailor made products and services.
The extra ingredient? An unforgettable customer experience, and with digitalisation everything becomes easier. Whether on Twitter, Facebook, Instagram or Snapchat, developing differentiating and engaging content is one of the keys to contacting, conversing and maintaining the relationship with the client, while collecting feedback. Thus, not only does the company increase customer loyalty, but it also encourages the opportunity for recommendation, which becomes a major strategic focus of the company’s transformation.
The client becomes a direct contributor to the company
In the past, to open a savings account in a bank, it was necessary to go to the bank, sign a lot of paper documents … Today, the customer connects to the site of the establishment to download the requested documents, electronically sign the documents, be kept informed of the progress of their file, interact with their advisor from their mobile … The digital transformation is that the customer feeds the system himself: he downloads documents, which generates processes in the company.
The customer is no longer on the periphery of the internal systems, with long paper processes that lead to errors and delays inherent to the boutique bank; they become a direct contributor to the company’s internal systems.
Modernise to retain customers and attract prospects, significantly reduce file processing times, improve profitability … All internal systems are controlled to make the customer experience unique.
Up to date technology to orchestrate a better customer relationship
When we talk about interaction with the internal systems, the dematerialisation of documents, the digitisation of processes; several technologies come to mind. They have existed for a long time, but they evolve continuously to adapt to new customer requirements. Dematerialisation, for example, integrates more and more artificial intelligence so as to recognize in real time the characteristics of documents sent to a company, such as the quality of the documents provided for the opening of a bank account. analysing the tone of a letter to find out if it is a claim or not … Objective: to send the right documents to the right advisers, and to waste as little time as possible.
With the EDM, electronic document management, a particular customer record is likely to be found among billions of others, thanks to categorization and automation. In the end, a customer manager can find any document in seconds to meet the needs of the client. And with the rise of Case Management, exceptions or unpredictable situations (as can be common in the case of insurance claims, for example) are more manageable even if everything has not been imagined and defined at the level of the process base.
As we can see, the digitalised client 3.0 is in charge. It is urgent to respond to their requests, regardless of the channel used. The more the internal architecture of the enterprise is optimised and oriented to this end, the more document and data flows will be fully managed, the more the customer experience will be enriched.
