Customer experience

In Consulting

When it comes to serving the customer of the future, the answers lie in being client-centric, especially in today’s world. It’s not about implementing technology to improve customer experience — it’s about running a business like a digital leader.

Related topics Consulting Customer Digital

What EY can do for you

How you can keep pace without knowing the future customer’s expectations is one of the key questions in today’s business. We suggest balancing what works today with what needs to change for tomorrow.

We believe that delighting your future customers lies in being client-centric. This has become only more important in today’s digital world. It's not about implementing technology to improve customer experience — it's about running a business like a digital leader. This means creating a culture that seeks to continuously improve customer experience. We help you drive experience transformation, and rigorously design and prioritize customer experience.

We support you by combining deep customer insights with leading-edge design capabilities, helping you deliver experiences that set you apart in the market.

EY clients often ask us how they can provide an end-to-end digital experience for customers and employees that connects them with the next generation and gives them a competitive advantage.

We leverage EY's deep expertise in innovation, analytics, risk and cybersecurity to help you build necessary capabilities rather than simply technology. We help you develop the digital leadership skills needed to continuously innovate and implement customer experience. And we help you strategically exploit social media, mobile, advanced analytics, cloud computing and other emerging technologies.

Using the Experience approach, we help the client set up:

  • Design and ideation lab — builds and manages the pipeline of new ideas that deliver your vision
  • Engine room — defines the operating model and is responsible for delivering working prototypes from the user journeys developed by the ideation lab
  • Deployment hub — drives the delivery initiatives at scale, e.g., people, process, policy, adoption of technology through the engine room
  • Transformation office — sets the program strategy, drives delivery execution, and engages executives and stakeholders throughout the process

With the Experience offering, we help clients:

  • Stop “doing digital” and start “being digital”
  • Drive experience transformation
  • Create new sources of value by prioritizing customer experience investments
  • Industrialize innovation across the business
  • Create a culture that continuously iterates and improves the experiences
  • Move with operational agility
Case Study
The better the question The better the answer The better the world works
Case Study

Case study: How a CPG major improved growth and profitability through digital transformation

The Vietnamese division of an Indian consumer packaged goods (CPG) company increased revenue and operational efficiency by reducing sales and supply chain costs, supported by digital transformation of its business.

Case Study
The better the question The better the answer The better the world works
Case Study

What aspects of business transformation can eliminate inefficiencies and impact the top line?

Several inefficiencies were causing high cost of operations and high raw material, procurement and logistics costs.

A large Indian CPG’s Vietnamese business was experiencing slow growth and low profitability for five years. Consequently, it impacted the company’s ability to invest in brand building and growth. The company needed to identify the reasons causing its slow top line growth and dipping profits.
An investigation into the company’s systems, suppliers, and operations revealed that inefficiencies in sales and distribution, operational processes, and supply chain were resulting in higher costs and reducing profitability.

Core inefficiencies impacting a CPG company

Core inefficiencies impacting a CPG company

Source: EY’s engagement team working with an Indian CPG company

Operational processes in supply chain
Case Study
The better the question The better the answer The better the world works
Case Study

High market servicing costs and operating inefficiencies were the focus areas of the business transformation

The transformation constituted optimizing distributor channels, identifying opportunities for digitizing operations and lowering sourcing costs.

Our analysis revealed that there were three areas requiring transformation – sales (sales channel was spending an inordinate amount of effort in servicing fringe outlets, operations (eliminate role and responsibility duplications that were slowing down the decision-making process), and supply chain & procurement (inefficiencies in its dated supply chain and procurement system which translated into high vendor and raw material and procurement costs).

EY formed a three-pronged strategy that looked into the sales strategy, digital processes, and the supply chain and procurement channels to simplify, streamline/rationalize and bring in more efficiency in the system for faster decision making and lower costs.

Digital business transformation in CPG industry
Case Study
The better the question The better the answer The better the world works
Case Study

The digital transformation drove value across revenue, cost, and working capital

EY helped bring a transformative change to increase future profitability and optimize current spending.

We identified a potential saving of approximately ~50% of profit before tax in the three channels – sales, operations and supply chain and procurement.

Efficiency improvements at an Indian CPG company after EY’s business transformation

Efficiency improvements at an Indian CPG company after EY’s business transformation

Source: EY’s engagement team working with an Indian CPG company

EY’s solutions cemented distributor channels and relationships and provided better service for the company and its products. The revamped sales channel proved to be invaluable in boosting revenues, overall firm’s growth and save viral costs, which thereby led to higher profits. This also allowed the company the required time to focus on building the brand.

Transformative change

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