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The Corporate Human Ecosystem

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Customer Success Management as IT architecture

by Hans J. Schmolke

In the age of customer success management, customer experience and subjective value perception will become central elements in the corporate data world. For many processes, especially for the orchestration of product and services, these elements will become a reference. This also makes data from feedback at customer touchpoints a reference point for an IT architecture that stores data in a functional way, supporting the development of customer success, stickiness and cross selling. This reference also eliminates the huge data overhead that large amounts of data create because very few non-behavioral data contribute to service orchestration.

For CSM, the company’s IT architecture will be extended by a number of new functional elements. Some of the features that CSM programs require are provided by existing systems. Is it e.g. helpful to maintain a CSM dashboard, or can an existing one be extended?

The most important IT functionalities CSM needs can be grouped into five functional groups:

  1. Modeling and machine learning

  2. Data integration, data logic

  3. Action management and team support

  4. Orchestration logic

  5. Feedback collection, feedback sourcing

A CSM must interact and exchange with a range of existing enterprise resource planning, customer relationship management (CRM), and marketing automation solutions. Therefore, CSM systems should consist of functional modules that can be integrated into the work- and data flow.

Every single technology lives grounds their existence on the money that individual consumers spend on their results. However, there is a gap in thinking between the technology creators and those who pay for the products. A network is technically defined by developers and network managers, and these act primarily according to technically necessary measures. These technical measures are not transparent to the user (and they should not be). For users, the experience of the quality of a network results from the perception of thousands of interactions in different scenarios of context and demand.

Closing this gap requires deliberate bridging of quality criteria, “objective” technical measures and “subjective” personal assessments. As difficult as it may be, it can prove rewarding, allowing for a new dimension of innovation in products and services. Anyone who accepts this challenge can reap the economic success in concordance with the end user, still the source of income for entire industries of all kinds.

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