digital performance management

There is friction within the C-suite that has persisted for a long time. CMOs and CIOs continue to struggle to help one another. As companies aim to differentiate themselves based on customer experience, CMOs and CIOs must work together to eliminate friction in the buyer’s journey.

Traditional application performance management (APM) that CIOs have come to rely on, and customer experience analytics (CXA) that CMOs rely on, perform different functions and elucidate different sides of the same coin. CIOs and CMOs are now able to be on the same page.

Digital performance management (DPM) is emerging as the integrated replacement for silos of APM and customer experience analytics. If you as the technologist are not sure if you should begin to investigate how DPM will make a significant difference in your business, consider 3 examples of friction between CMO/CIO that digital performance management has the potential to address.





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Scenario 1: Trying to Tie Lost Revenue to Technical Issues

For CIOs, this situation isn’t new. Users report a problem, explain it as best as possible, and they are expected to dive into the APM solution and fix it.  On the flip side, the CMO sees that conversion rates have dropped despite no changes having been made to the application.  The CMO suspects there are technical issues and wants technology to solve the problems.

If the APM solution indicates that everything appears to be normal and the CMO doesn’t have additional information to illustrate where or how a problem for the customer has manifest, an impasse may be reached—how can anyone attach lost revenue or a bad customer experience to and underlying technical issue?

An integrated DPM approach can bring the CMO and CIO together to change the dynamic: instead of a vague description of the problem, the CMO can illustrate how conversion rates are being affected in a segment of users and that solving the problem would be worth, for example, $1.2 million.  An integrated DPM approach provides data and session playback from specific customer experiences, which can be used alongside an APM solution to provide information about the technical symptoms of the problem, and more accurately and rapidly diagnose the issue.

More effectively and precisely communicating with the CMO could result in $1.2 million of revenue being unlocked.

Scenario 2: Resolving Customer Support Issues Prior to Losing Business

Support for the customers’ experience versus support for the underlying technical environment has mainly been separate until now.  For example, a eCommerce customer might call a help desk to explain that the checkout process has been compromised. The help desk explains to technical support that an individual customer purchase worth $500 wasn’t successfully completed. Without information such as which device the user or customer was using, the browser they were using, and the specific sequence of events, there’s not much that can be done.  There is certainly nothing that can be done fast enough to avoid losing precious business.

When an integrated customer experience (CXA) and APM solution are used together to create a DPM approach, replays of the entire customer journey can be viewed showing when and who experienced a compromised checkout. Replays of the journey can show that the user was on the Safari browser and the APM solution can also be used to see that a recent update caused problems for certain customers.

Rather than having CMOs point blame at the technology or CIOs claiming user error, a digital performance management approach bridges the data gap between the two.

Scenario 3: Prioritizing Technical Work Based on Revenue Impact

Prioritization of known application problems is a common practice for technical teams. However, there are times when the technical team needs much more direction as to which problems to address first and second and so on, based upon which will impact business the most.  As holidays approach and a freeze of changes to an application is put in place, the CMO should be able to prioritize any issues more effectively.

The real question is how each issue will impact revenue. Without this insight, technical teams are left guessing to determine which tasks to execute first.

With traditional APM, it is impossible to have insight into the monetary value of every customer experience issue, but having a unified view of the customer experience coupled with application performance, DPM or a digital performance management approach, solves that issue. When the CMO asks about revenue impact, you can provide the top 4 issues and agree on how they should be prioritized.

These are just 3 specific use cases where DPM allows organizations to get a deeper look into how a customer’s journey impacts both the customer experience and its business impact. There is a reason why Forrester advises companies to ‘take application performance to the next level with DPM.’

Digital Performance Management Solves Friction Problems

A company can drive business value through customer experience coupled with aligning infrastructure and operations teams with marketing. CIOs and CMOs can now find common ground, and the company will not have to fly  blindly into digital transformation.

Learn more about how to integrate your APM solution with customer experience analytics to drive a DPM approach. Contact us today to learn about how UserReplay can be combined with your APM solution to create a unified approach to finding revenue that your business has already earned.

John Thompson, CEO, UserReplay.





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