Starting with a Strategy
With well over a century in business, this innovative and diversified company includes fourteen brands, earns $2.35 billion in annual revenue, and employs almost 10,000 people in offices in the Americas, Europe, the Middle East, Africa, and the Asia Pacific region.
The company’s growth has primarily been through mergers and acquisitions. While this strategy has helped them evolve from a cable supplier to the true global leader they are today, it’s not without its challenges. Specifically, the lack of a clearly defined and universally implemented plan for folding new companies into the corporate entity resulted in several key issues that were holding the organization back from reaching its full potential.
The disparate systems, complicated environment, and fragmented operations greatly increased technical debt and created overall inconsistency between business units.
The company needed to build a simplified and efficient infrastructure that centralized MarTech, digital capabilities, and support. And they needed to do it in a way that was scalable and allowed for full integration and an end-to-end experience with a 360-degree view of the customer.
Branding and Marketing
Similarly, the organization was unable to create a consistent and cohesive brand strategy across all their company websites. In addition, the existing systems didn’t allow for online commerce transactions, which greatly limited the company’s ability to generate digital revenue. There was also no comprehensive and consolidated view of the customer or customer journey, which created a critical gap in the available data.
What they wanted to create was a single source of truth for all customer data across all business units. This would empower associates and customers alike, allowing for access, transparency, and better use of valuable data.
For the customer, the technical and branding shortcomings made for a less-than-optimal customer experience that was hard to navigate, unable to support personalization to drive relevancy, and lacked self-service options.
The optimal solution would deliver a consistent and holistic customer experience that included a single-entry point for multi-brand customers; self-service options for channel partners, distributors, and end users; and a modern interface for the organization’s complex and highly specified products.
To enact change at this size and scale is a monumental undertaking, but one that can be successful if managed within a proven framework. Rightpoint began with deep strategy work that approached the challenges holistically because the team knew the solution wasn’t exclusively about technology. The work would affect every aspect of the business from simplifying the tech landscape to fully owning the strategy across corporate and business units to continuing to scale the enterprise.
The six-month discovery included interviews with more than fifty stakeholders across all stakeholder groups; an independent employee survey; and multiple assessments, studies, and analyses to identify gaps and opportunities. Based on discovery findings, the team was able to create a three-year roadmap that covered technology, infrastructure, and user experience.
At a high level, Rightpoint recommended a white-label approach. This strategy was the best fit for the company’s “Universe” business model of core brands, near-orbit brands, and outer-orbit brands. The modular approach of creating reusable pages, templates, themes, and other elements allows for both a standardized experience and increased speed to market, all while maintaining optimized functionality.
At a more granular level, Rightpoint identified four key opportunities:
- Address growing pains by resolving global fragmentation—removing human, organizational, and technical silos to improve accuracy, insights, and market positioning.
- Facilitate sales enablement by gathering actionable intelligence and democratizing it so the data can be used to empower sales teams, improve merchandising, and implement personalization.
- Empower customer self-service so it’s easier to do business with the organization. This entailed developing distinct paths to greater self-service opportunities for channel partners, distributors, and end users.
- Curate the experience by standing up a Digital Center of Excellence (DCOE) to better manage, coordinate, measure, and improve the consistency of the digital experience.
Rightpoint delivered solutions to match each of these opportunities through a systematic project process that included the phases Align and Define, Experience Design, Tech Discovery, Build and Integrations, and Deploy and DevOps.
In addition, Rightpoint helped the organization stand up their first DCOE, which consists of members across all business units, marketing, and IT. This team structure enabled cross-business unit and departmental collaboration at previously unforeseen levels, all led by the Vice President of Customer Experience.
The Rightpoint-driven initiative helped the organization greatly simplify what had been an extremely complex, inefficient, and inconsistent set of systems into a consolidated and cohesive digital experience that can be easily applied and scaled across all their business units. Not only does this solution greatly improve the customer experience, it also provides unprecedented customer insights. The organization now has the ability to define the customer journey across multiple business units, provide a complete commerce capability online, and offer greater self-service options to all audiences.
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