eCommerce As a result, there are four key focus areas that


channel businesses must consider when developing their TX strategy: the role of the chief people officer (CPO), employee and customer confidence, cross- departmental roadmaps and how best to leverage technology.


Why the chief people officer plays such an important role Te role of a CPO is to understand human behaviour and recognise the internal and external pain points across the business. Tis means they are critical in facilitating cross-departmental collaboration, removing any obstacles and bridging the gaps needed to create a total experience. CPOs ensure that the teams in each department and those responsible for products and services are aligned, as well as identifying areas for improvement to ensure employees and customers are engaged. Fundamentally, a CPO is responsible for helping shape the


company’s culture. With a focus on engaging with managers and directors, and connecting them with employees, this creates an environment which fosters collaboration, innovation and mutual respect. What’s more, a CPO will lead initiatives that promote employee engagement, well-being, and job satisfaction. With their CPO in the driving seat, businesses can eliminate the


traditional siloed approach. Tis will ensure that team leaders and supervisors join forces, playing an integral role in supporting the business’ growth strategy and proactively reforming practices that don’t align with the company’s culture.


How TX can better drive employee and customer confidence Total Experience plays a pivotal role in enhancing both employee and customer confidence within an organisation. Trough the holistic management of stakeholder experiences and by interlinking the CX, EX, UX, and MX disciplines across various touchpoints, channel organisations can drive greater customer and employee confidence, satisfaction, loyalty and advocacy. Employee and customer confidence are oſten interlinked. Channel


organisations that support their employees will benefit from a happier, loyal, committed and high-performing workforce which can result in improved service and operational output. Satisfied employees can become prime advocates for their organisation, positively influencing customer interactions through their attitudes and actions. Customers in turn are more likely to choose channel brands that


prioritise employee experience, as they receive better service from engaged and supported employees. Total experience plays a pivotal role in valuing both CX and EX equally, fostering a customer- centric culture with messaging consistent at every touchpoint. Tis consistency helps to establish a cohesive brand identity that appeals to both customers and employees. By harnessing a holistic TX approach to experience management


through digital and non-digital best practices, Channel companies can provide engaging and seamless experiences across all platforms. Furthermore, TX allows businesses to develop an overarching strategy to weather the polycrisis and emerge better equipped to navigate the challenges that lie ahead in the age of experience.


www.pcr-online.biz


Developing a cross-departmental TX roadmap Until now, companies have tended to view the various experience areas as separate entities, and have dealt with them like different departments. To deliver exceptional output organisations must


recognise the importance of cross-departmental collaboration and unifying these experiences. Cross-departmental collaboration involves breaking down silos and fostering effective communication and teamwork. Establishing a TX roadmap that prioritises inter-department


collaboration is paramount in creating seamless customer and employee experiences. Organisations can leverage tools and platforms like internal messaging, collaborative project management tools and regular cross-departmental meetings to better facilitate their communications. By opting for a departmental view and managing teams holistically,


users, products and services all benefit from journey mapping as it can flag gaps, friction points and frustrations and take note of links among departments that still need to be created. Harnessing a cross-departmental TX roadmap also means that


businesses operating in the channel can benefit from improved operational efficiency as well as enhanced innovation, customer satisfaction and overall business growth.


Leveraging technology to develop TX Technology has always been a business enabler, but never more so than for building a TX. Integrating modern technologies like virtual reality, augmented reality, artificial intelligence, and the Internet of Tings (IoT) can take the customer experience to a new level, providing an interactive and bespoke experience. As the demands of today’s market increase, technology hardware


remains a critical part of the Technology Channel, in line with the continued supply chain challenges. Yet supporting, storing and transporting hardware is resource-heavy and can mean high customer service standards can slip. In TX-focused organisations, employee collaboration tools, dashboards for customers, operations and HR are also vital in helping to meet expectations and personalise experiences. Tis not only ensures companies keep a pulse on the CX and EX,


but can provide support when changes are needed for products, services and interactions. With 360-degree feedback available for these tools, employees in all departments can become agile problem solvers that can form part of the success of the business.


The future of TX In a hyper-connected world, a total experience strategy isn’t a luxury – it’s the compass guiding businesses towards success. With a total experience approach, companies can create experiences that are consistent and unified for stakeholders across their organisation. By intertwining customer and employee experiences across all touchpoints, channel businesses can thrive and cement their relevance in an ever-competitive landscape. A successful total experience strategy can help those in the


technology channel advance their respective businesses. TX will likely become a focal point for transforming business models in the future to achieve world-class customer and employee advocacy levels.


January/February 2024 | 29


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52