Investing in the Customer Experience as a Strategic Priority

Investing in the Customer Experience as a Strategic Priority

Even before the pandemic, customer behavior was changing with greater demands for quicker access to products, visibility, and greater personalization. Resilience and agility became a requirement as companies had to think and work differently to meet these needs. Add in a strain on the supply chain, such as we’ve seen during the unprecedented environment created by COVID-19, and it’s clear that companies who are keeping their pulse on shifting customer priorities and have invested in the customer experience (CX) will come out ahead. A strategy that includes implementing digital capabilities, integrating data, and applying analytics helps companies pivot from being reactive to proactive and prescribe options to minimize customer disruption.?

At Johnson & Johnson, we are guided in all we do by?Our Credo , which begins with a powerful statement on our commitment to putting our patients, consumers, and customers first. Each of us embraces customer-centricity and works throughout every step of the customer’s journey to live into Our Customer Promise to provide a?proactive,?caring,?effortless, and?reliable?customer experience. As the Deliver organization, we are the “last mile” in the customer journey, fulfilling orders, distributing products and medicines, and providing customer support. Our mission is to deliver for our customers whenever, wherever and however they want our products and services with an emphasis on sustainability and securing the supply chain through transparency and product traceability. Around the world, we can maximize opportunity to delight our customers and ensure they receive their orders in full and without delay.?

To be at our best, we have been thoughtfully investing in the customer experience as a strategic priority to partner with our customers to more closely understand their needs, identify actionable insights, and work together across our supply chain and enterprise to translate that feedback into high impact results. Some of the ways we have ramped up our CX program to further embrace a customer mindset across the end-to-end supply chain include:

·???????Meeting with customers 1:1 to hear firsthand any pain points in order to create an action plan as a Deliver organization that we can use to address their most pressing issues. When we reach a resolution, we report back to our customers to ensure a closed loop process.??

·???????Bringing forth the Voice of our Customer and generating actionable insights collected by our global Customer Experience Insights team that provides key data by segment and region, allowing our supply chain employees to easily understand where they need to focus to be the reliable and caring partner our customers want.?

·???????Ensuring our Key Performance Indicators across the order fulfillment journey are aligned to metrics that matter most to our customers, so we can concentrate our efforts and resources on improvements that will make a difference.?

·???????Developing, designing, and tailoring the experience for the customer personas we work with, ensuring that our investments start from what the customer wants and needs from us and work backwards from there.

·???????Embedding CX metrics into our individual and team goals and objectives to create accountability for everyone across the organization.?

While we still have opportunities ahead of us, we are pleased at the progress we are making so far. For the remainder of the year, we are focused on three priority areas:

Proactive Communication and end-to-end order transparency across the customer’s order journey; Digital Connectivity and building, evolving and enhancing the technological solutions that are going to enable an effortless experience for our customers; and Issue Resolution, where we are working to deliver on the “perfect order” for our customer.?

How are you investing in the customer experience at your company these days?