5 Experience Predictions for Retail in 2019
In the retail industry, one that’s known for its ability to continually reinvent itself and find new ways to connect with consumers, the huge shift in consumer behavior from physical...
Your message has been received and we will contact you shortly.
Get the best in Customer Experience content delivered straight into your inbox.
2015 just became the biggest year ever for mergers and acquisitions.
Last week, Dow Chemical and Dupont announced plans to merge, in what would be one of the 20 largest mergers ever. The deal followed closely on the heels of $50-billion-plus acquisitions by Anheuser Busch InBev, Dell and Charter Communications, as well as a record-setting $46 billion in acquisitions across the hospitality industry.
All in all, M&A for this year total $4.3 trillion.
When two companies join forces, shareholders and employees naturally face a great deal of uncertainty. But there’s another issue that’s equally important in the long-term: how will the new world order impact the customer?
In order to reach an acceptable answer, newly combined companies must take several factors into account.
One is the needs of customers themselves. Mergers and acquisitions combine customer bases with distinct experiences and unique expectations. How can the newly formed entity ensure it continues to meet the expectations of what might be very different customers — customers that had intentionally picked one organization over another?
At the same time, newly merged companies bring their own processes for keeping the trains running, getting customers the services they’ve paid for, and solving their problems. Which processes should be kept and which should be left by the wayside? Add to this that the new company lacks a common language for talking about customer needs — and a common system for evaluating the experiences customers are receiving. This can result in confusion and disagreement between different parts of the organization.
Sage, one of the world’s largest providers of enterprise software, faced these kinds of challenges. The company had grown through a series of culturally diverse acquisitions. Additionally, the size and breadth of their organization, which consists of 13,000 employees across 24 countries, made it a challenge to take informed action on customer experience company-wide.
And yet they’ve managed to overcome all of this.
We’ve just released a new case study that explains how Sage did it. Interested in finding out how? Check it out right here.