Recognizing the Need for a Relevance Maturity Model
The consumer landscape is changing. Whether you are on the road and in need of directions, or you are at your desk trying to find information from last week’s meeting, you expect the services you engage with to deliver the most relevant information, at the moment you need it. Companies are beginning to think like consumers and are realizing that relevance is the currency of our times. Chances are you’d have a hard time finding companies that claim they don’t want to be relevant. You’d likely have just as hard of a time finding companies which understand the true value of relevance on a structural level and have clear action plan to make it a reality, this is how The Coveo Relevance Maturity™ Model can help.
Maturity models are helpful in laying the groundwork for an action plan as they offer external benchmarks based on best practices. They are used to help organizations recognize where they are, identify where they want to go, and offer precise recommendations on how to improve. A relevance maturity model can be seen as a set of structured levels that describe how well the systems, people and processes of an organization can meet and beat customer and employee expectations.
The recently unveiled, Coveo Relevance Maturity Model™ (CRMM™), gives organizations a better understanding of where they rank in relevance today and where they can be – with the proper people, processes and technology in place. Coveo CMO, Mark Floisand, describes the CRMM™ as “A continuum over which relevance maturity can be developed, moving incrementally from one level to the next.”
Download our white paper, From Relevance Laggard to Leader: Becoming more relevant to your customers, communities and staff
Getting from Laggard to Leader
As shown above, organizations with siloed and federated search (Level 0) are reactive. In the CRMM™, these are referred to as Relevance Laggards. Laggards typically fall short of consumer expectations and actually have a negative economic impact on the organization. Organizations at this level should aim to at least become more responsive to their user’s needs by attaining Level 1.
Maturity reached through levels 1 through 6 have a positive impact on your organization and can be expected to improve the overall consumer experience, significantly enhance your organization’s proficiency, and boost ROI.
Each level of maturity consists of two steps. Completing each step, in the order they are presented, is required to achieve maximum relevancy. Though organizations often move up multiple levels in one step, it is typically not viable to skip levels. The levels are defined as follows:
At Level 0 of the CRMM™, content is provided to users purely on a request-driven basis, from one or multiple data sources. Relevance of results is limited, confined to basic keyword matching, and considered well below what modern customers and employees expect.
At Levels 1 and 2, relevance is personal, and based on response to specific request made by each user. These levels range from providing unified ranked results from multiple data sources, to enabling filtering and narrowing of results using facets or categories.
At Levels 3 and 4, relevance is contextual to each user’s unique situation and circumstance. The relevance of results is automatically tuned in real time through techniques that weight results based upon implicit and explicit contextual factors.
The upper levels of maturity, Levels 5 and 6 in the CRMM™, are characterized by the most relevant information and content being anticipated, suggested and recommended. Relevance is driven by machine learning and artificial intelligence techniques that identify what content has been most useful for prior similar users or user journeys, and predicting what subsequent users will most likely need next.
By assessing where your organization ranks on the relevance maturity scale, you can see what your next step should be. Increasing the relevancy of your company’s collective knowledge will enable your organization to provide the necessary information to its customers and employees to make the policy, purchase and process decisions needed to improve.
To take a deeper dive into each step of the maturity model and to see how you can help your organization progress throughout all three levels, ultimately becoming more relevant to internal and external audiences alike, download our white paper, From Relevance Laggard to Leader: Becoming more relevant to your customers, communities and staff.