An abridged version of my presentation in the documentation track at SDL Innovate San Francisco, June 2014. I argue that the principles of structure, purity, and intelligence -- long features of technical writing and documentation practices -- will be indispensable for the effective adoption of customer experience management (CXM or CEM) on a broad scale.
1. The New Role for Documentation in
Customer Experience Management
SDL Innovate San Francisco | 11 June 2014
Tim Walters, Ph.D. | Partner, Principal Analyst
twitter: tim_walters
twalters@digitalclaritygroup.com
www.digitalclaritygroup.com
2. DCG helps business leaders
navigate the digital
transformation and create
competitive advantage
from disruption.
2
About Digital Clarity Group
@$m_walters
@just_clarity
4. The New Role for Documentation in
Customer Experience Management
SDL Innovate San Francisco | 11 June 2014
Tim Walters, Ph.D. | Partner, Principal Analyst
twitter: tim_walters
twalters@digitalclaritygroup.com
www.digitalclaritygroup.com
How Documentation Practices Are
Going to Make CXM a Reality – Or Else
5. The presentation version of this deck begins with a summary of
Stephen Greenblatt’s The Swerve (2011). That book relates
how, in 1417, a “book hunter” named Poggio Bracciolini found
perhaps the last extant copy of Lucretius’ On The Nature of
Things (~58b.c.). Greenblatt convincingly argues that the
rediscovery this great poem, which celebrated and extended the
Greek atomist philosophy (all things made up of indescribably
small particles that combine, dissolve, and recombine in an
endless cycle) either literally or symbolically triggered the
renaissance. Thus the medieval scriptorium, and the nameless
scribes who copied and recopied the manuscript over more than
1000 years, arguably saved the world from the constraints of
the dark ages and made modern culture and civilization
possible.
5
Note to the abridged version
6. How DITA and Documentation Practices
Are Going to Make CXM a Reality.
Seriously.
SDL Innovate San Francisco | 11 June 2014
Tim Walters, Ph.D. | Partner, Principal Analyst
twitter: tim_walters
twalters@digitalclaritygroup.com
www.digitalclaritygroup.com
7. § The CXM Imperative
§ What do empowered consumers want?
§ Why do companies struggle to deliver it?
§ How does CXM affect documentation?
§ How do documentation practices effect
CXM? (Or, Why You’re the Superheroes)
§ First steps
7
Flow
@$m_walters
8. 8
A strategic inflection point
Source:
Based
on
Andy
Grove,
Only
the
Paranoid
Survive,
1996
@$m_walters
STATUS
QUO
Business
failure
Business
success
9. “Strategic inflections can come from
anywhere: new technologies, new
competition, new regulations, new
customer values and habits, etc. – anything
that has a significant impact on the
business itself or the industry as a whole.”
– Andy Grove
9
@$m_walters
10. 10
CXM is today’s “fundamental” SI
Business
success
STATUS
QUO
Business
failure
§ Digital disruptions
§ Era of empowered consumers
§ Basic shift in the business environment
§ Impacts every firm, regardless of industry
Impact:
Failure
to
provide
superior
customer
experiences
leads
to
irrelevance
and
business
decline
@$m_walters
11. “Consumers are empowered by information
and shared opinions, and they are emboldened
by choice. They have developed an appetite
for rich and rewarding interactions, and they
rarely hesitate to seek alternatives when
disappointed. Increasingly, companies will
succeed and fail according to the quality of the
digital experiences that they offer.”
- The CEM Imperative: Experience Management in the Age of the Empowered Consumer
Digital Clarity Group
11
@$m_walters
13. § Accelerates the flow of information
§ Democratizes the production of
information
§ Dissolves the monopoly over information
“As the industrial revolution was defined by radical
efficiency in production, the digital revolution is defined by
radical efficiency in information transmission”
-- Mike Aruz
(e.g., Uber, Airbnb)
13
Digital disruption . . .
14. 14
Empowered consumers by the
numbers
Source:
hOp://ciooQhefuture.com/5-‐shiQs-‐that-‐will-‐shape-‐the-‐future-‐of-‐it/
15. Only
15
1%
feel
their
expecta$ons
for
good
customer
service
are
always
met
Source:
Harris
Interac$ve
survey
of
North
American
consumers,
2011.
Among U.S. consumers
@$m_walters
16. 16
Say they have switched business
to a competitor due to poor
customer experience
Source:
Haaris
Interac$ve
survey
of
North
American
consumers,
2011..
Commissioned
by
RightNow.
@$m_walters
17. How much is at stake?
$5,900,000,000,000
17
Source:
Accenture,
2013
Global
Consumer
Pulse
Research.
Photo:
hOp://www.t-‐na$on.com/free_online_ar$cle/most_recent/
train_like_a_man_5_the_real_paleo_exercise
19. 19
Consumers expect insight
Source:
Dynamic
Markets
study
for
Experian,
January
2012.
“Understanding”
means, e.g.,
“taking account
of preferences,
purchase
history, and
other provided
information.”
84% said
they would no
longer buy from
a company that
failed to
“understand.”
@$m_walters
20. 79% Companies
“asking
same
ques$ons
or
marke$ng
same
offer”
across
channels
Sources of consumer frustration
65% Inconsistent
offers
or
content
74% Site
content
that
“has
nothing
to
do
with
their
interests”
Source:
Accenture
Global
Consumer
Pulse
Report,
2014.
@$m_walters
79% Companies
“secng
false
promises”
23. #CXM means: Embracing
the shift from #CRM to
#CMR.
23
Source:
hOp://sapinsider.wispubs.com/Assets/Ar$cles/2014/January/SPI_Feature_From-‐CRM-‐to-‐the-‐Customer-‐Managed-‐Rela$onship
.
CMR
=
Customer
Managed
Rela$onships,
coined
by
Jamie
Anderson
25. § In Forrester’s 2014 CX Index, 11% of
companies received a top grade
§ Accenture surveyed over 13,000 consumers
in 33 countries about 10 industries
– Despite investments and initiatives, no CX metric
“has improved consistently in the past five
years.”
– All metrics “lost ground in 2013”
– Companies “have been playing not to lose”
25
Answer: You suck
Source:
Accenture
Global
Consumer
Pulse
Report,
2014.
hOp://blogs.hbr.org/2013/06/new-‐research-‐youre-‐doing-‐custo/
26. Documentation and technical
content breaks out of the
customer support jail, and may
now engage consumers in
various formats across the
entire customer journey.
26
How CXM affects documentation
28. Empowered, “AORTA” consumers can and
will demand documentation content at the
time, place, format, channel, and device of
their choosing. Sellers must not only
respond, they must anticipate such new
uses.
28
Takeaway
AORTA
=
Always
On
Real
Time
Access;
coined
by
Mark
Anderson
29. Content and asset creation, management,
orchestration, reuse, tracking, and
optimization as practiced/supported by
documentation teams is the only way for
companies to reasonably COPE with CXM.
~ or ~
Ask not what documentation can do for
CXM, ask how CXM is made possible by
documentation practices.
29
How documentation effects CXM
30. 30
COPE = Create Once Publish Everywhere
Content
Web
Print
Social
App
RSS
Video
Thanks
to
Deane
Barker.
See:
hOp://www.slideshare.net/blendinterac$ve/copeing-‐mechanism-‐the-‐peril-‐and-‐promise-‐of-‐create-‐once-‐
publish-‐everywhere
31. 31
CXM is COPE-IER = COPE for segments, in
journeys
Content
Social
Video
Print
Web
App
RSS
Thanks
to
Deane
Barker.
See:
hOp://www.slideshare.net/blendinterac$ve/copeing-‐mechanism-‐the-‐peril-‐and-‐promise-‐of-‐create-‐once-‐
publish-‐everywhere
A
B
C
D
B
C
B
C
32. “We can’t afford to be thinking about creating
content for any one platform. We can’t be
thinking about crafting a website. Instead, we
have to think about how are we going to put
more effort into crafting the description of our
content, how are we going to put more effort
into explaining all the different bits of our
assets. And what that’s going to allow us to do
is reuse our content more effectively and get
more value out of it.” – Nic Newman, BBC
32
It’s all about Adaptive Content
Thanks
to
Karen
McGrane
See:
hOp://karenmcgrane.com/2012/09/04/adap$ng-‐ourselves-‐to-‐adap$ve-‐content-‐video-‐slides-‐and-‐
transcript-‐oh-‐my/once-‐publish-‐everywhere
40. Summary
§ What your produce plays a significant role in CXM across
journey stages, formats, devices, and segments.
§ However: How you produce it – DITA and other
structured processes – is far more important for the
operationalization of on-going, effective CXM.
§ Orchestration of exceptional omnichannel experiences –
this is the consumer demand – is impossible without
structured, pure, intelligent assets – and the mature,
reliable process for producing, combining, deploying,
tracking, and analyzing them.
§ In other words, Lucretian atomism.
§ It’s up to the scriptorium to save the world. Again.
40
@$m_walters
41. § Touchpoints (web site, app, call center) are too specific
§ Customer lifecycle is too broad and unpredictable
§ Customer journey is just right – it combines end-to-end
experience with clear outcomes and team
responsibilities
41
Where to start?
@$m_walters