Results Story: Definition, Alignment and Start to Implement Operating Model for Experience Organization in Multinational Entertainment Group
Customer in this Results Story
Multinational Entertainment Group
The customer is a global company operating in the entertainment industry. They engage in various sectors such as film, television, music, gaming, or live events, catering to diverse audiences across multiple regions.
Results generated by this CFP ServiceSupport for selected project,
Support for selected project,
phase, objective or outcome
Support in delivering interim objective or outcome like roadmap definition or selected phase in customer journey re-design, designing feedback routines or setting up churn prevention mechanisms any many more similar objectives.
Starting Point & Challenge
Client aimed to enhance product and customer experience to support its growth ambitions. However, key challenges hindered progress:
Undefined Mission & Structure: The newly formed division lacked a clear mission, KPIs, and operational framework.
Organizational Complexity: Diverse OpCo ownership models made it difficult to standardize experience initiatives.
Limited Capabilities: The team was newly established, requiring staffing, skills, and clear ways of working.
Fragmented Insights: Existing customer data sources were not effectively integrated into decision-making.
Targeted support for definition of operating model of new experience organization and ensuring alignment and smooth start into way of working between group and OpCos. Key deliverables included:
CX Strategy & Operating Model Design
Defined the CX team’s mission, vision, and strategic focus.
Developed an operating model with clear roles, responsibilities, and interfaces.
Created a roadmap for phased rollout across markets.
Implementation of Key Initiatives
Focused on three customer lifecycle phases: “I get started,” “I use,” and “I resolve a technical issue.”
Launched a “Customer Moments Dashboard” to track key PX/ CX metrics such as NPS.
Established closed-loop feedback mechanisms to drive continuous improvement.
Capability Building & Governance
Supported team recruitment and onboarding.
Developed a KPI framework aligned with business objectives.
Conducted stakeholder workshops to ensure alignment and buy-in.
Results Achieved & Anticipated
First 100 Days
Defined CX function’s mission, structure, and KPI dashboard.
Launched key initiatives, such as improving installation success rates.
Within 6 Months
Piloted CX initiatives in multiple markets and engaged over 50 stakeholders.
Embedded CX into product development processes.
Long-term Impact
Established a roadmap for full-scale rollout and cultural adoption of customer-centric practices.