15 Opportunities Map the terrain The more streams Organizations should be aiming to create a roadmap of the customer journey, with e CX problems and opportunities alike, to anticipate and prioritize at every step of the customer’s interaction with the brand. By mapping feedback inputs to the customer of revenue an ervic journey, key stakeholders can identify sources of delight and despair—and then act. Moreover, visibility into each stage of the customer journey demonstrates CX’s ROI by ensuring the full impact of every customer interaction with the company organization has, the is clearly understood. By visualizing their experience end-to-end, leaders can capture the outcomes of interactions, then take steps to improve CX and continually omer s improve processes and create e昀케ciencies with work昀氀ows, AI and automation. This t is particularly important when CX is underperforming and negatively a昀昀ecting the broader its audience s business, because the ROI of acting and 昀椀xing the problem before it snowballs is f cu unambiguous and demonstrable. can become. Get insightful To acquire customers and retain them, organizations must harness the insights he VP o garnered from customer data to execute precise business decisions. This is data Go directly to the source monetization—and the better your understanding of your customers, the easier it is to design new revenue streams. But just having one or two sources of revenue isn’t The D2C strategy is fast becoming a popular way for manufacturers and CPG brands For t enough to fully support an enterprise. Companies must therefore leverage data to enter the market direct, rather than via a middleman. Going direct to the consumer analytics to expand their niche by providing new services and provide proactive, eliminates the barrier between producer and consumer, empowering the former with greater more e昀케cient services with work昀氀ows, AI and automation which will ultimately result control over its brand, reputation, marketing, and sales tactics. D2C also helps the producer in increased streams of revenues, while strengthening services and decreasing cost of directly engage with their customers, and learn from them 昀椀rst-hand about their needs and delivery. The more streams of revenue an organization has, the broader its audience preferences. Remember, though: While the barriers to enter the fray as a startup D2C brand can become. The business can attract new customers while still in昀氀uencing existing are relatively low, you’ll be competing against retail giants like Amazon and Walmart, with customers to continue to use their products or services, and continually evolve almost unimaginably vast customer followings. So ensure you have a strategy in place to processes and e昀케ciencies along the way with time and cost reducing technologies. help distinguish your brand—and disrupt the status quo. The CCO The VP of customer service The LOB GM The COO The CIO