External market factors can make business success seem out of your control. But HP Inc. found that even in a difficult market, a well-established business can uncover opportunities for cost-saving efficiencies that also contribute to delighting the customer. Their approach was to create:
- Alignment on definitions of the customer and the customer’s experience.
- Governance that made customer experience (CX) everyone’s responsibility and facilitated collaboration.
- A standardized and repeatable process to approve and implement CX initiatives that were good for the customer and good for business.
HP’s printing business transformation team worked with consultancy Daggerwing Group, product and marketing teams, “change champions,” agency partners, and research/analytics vendors to piece together the existing customer experience as well as build a platform to allow for continuous improvement of the customer experience.
They started a bottom-up movement, driving collaboration across silos so that cross-functional teams could tackle customer experience gaps, thus shifting away from being a product-focused culture. Over 25 countries embraced the CX processes to prioritize and implement hundreds of CX initiatives. The results:
- Product launches that surpassed sales targets
- Less dependency on vendors
- Fewer redundancies in efforts
And the cherry on top: In 2018, HP saw cost savings in the millions and a solid increase in net revenue.
Learn more about HP’s success in “Case Study: The CX Transformation That Revitalized HP’s Printer Business.”