Once upon a time customers belonged to Customer Services but things are changing around the board table – Coca Cola recently replaced their Chief Marketing Officer (CMO) with a Chief Growth Officer (CGO) and over the past few years we’ve witnessed a trend of companies substituting the role of Chief Information Officer (CIO) for that of a Chief Customer Officer (CCO).
These changes suggest that it’s no longer enough to have roles focusing solely on managing internal tools or processes – organisations want to make sure that the customer is placed firmly at the heart of the business and in such a way that outcomes relating to customer interactions can be meaningfully measured on a daily basis (not once a year via a satisfaction survey).
So, in an environment where multiple members of the executive team are being compensated on customer metrics, who actually owns the relationship?
Mine, mine, mine!
When it comes to deciding who owns the customer relationship, you could end up with this argument around the table:
The Chief Operating Officer (COO) will tell you that her teams face into the customer and are therefore the guardians of the customer relationship.
The CMO will tell you that by making sure he owns all customer communications, you’ll have access to richer customer analytics and data that will increase customer revenue and satisfaction via improved marketing effectiveness.
The CCO will remind you that she is responsible for growing customer revenue and therefore ultimately owns customers as a segment.
Customer Ownership vs Compliance Responsibility
One thing that not everyone will put their hand up for is the responsibility of customer data compliancy. It’s entirely possible that in this instance everyone will point at the CIO (assuming that his title hasn’t changed) because he owns the infrastructure where all the data is held and manages the rules around security. With every member of the business potentially putting customer data into the infrastructure, he’s unlikely to agree that the responsibility is solely his. And it’s not just a job for the Legal team either.
A Single Data Set = Joint Ownership
Whilst there may be argument on ownership of relationship vs responsibility for compliance, the one area where you will find agreement is the nirvana of a Single Customer View and the General Data Protection Regulation (GDPR) could be your way to move towards it.
A Beneficial Piece of Legislation
We believe the GDPR could be the trigger for organisations to realise incredible business benefits because at it’s heart is the need for robust data management. Using Big Data and Machine Learning principals to deliver data management and intelligent classification, it’s now possible for an organisation to take control of it’s data assets in a fraction of the time of traditional consulting methods. This approach enables organisations to create one, secure, trusted dataset with policies enforced on a low-touch / automated basis giving you real-time:
- Customer insights
- Control over data usage
- Opportunities to deliver a great customer experience
- Ability to make decisions that increase profitability.
Ownership for All
By using GDPR as a means to kick-start a process of complete data management that is designed to drive the business forward, it gives organisations not only the impetus to address forthcoming legislation in a positive manner, but also the opportunity for the entire Board to compete for the crown of being the most customer-centred person in the business – and with access to the right data to prove it.
This is just a snapshot of how we believe taking a proactive data-centric approach to GDPR could benefit your business. To find out how you could use GDPR to place the customer at the heart of your business, either download our whitepaper here: http://bit.ly/ExonarGDPR or drop us a line at firstname.lastname@example.org.