Kerry Bodine, CX Expert and Co-author, Outside In
Diane Magers, Office of the Customer Mobility and Business Solutions, AT&T
Every person in an organization impacts the customer experience in some way, and all employees must be aligned in order to produce customer interactions that are useful, easy, and enjoyable. This requires tools that help both frontline and behind-the-scenes staff understand the end-to-end customer experience from the customer perspective – and the role they personally play in delivering it. In this workshop, participants will get hands-on experience creating journey maps and service blueprints. We’ll discuss what these tools are, how they can be used to drive experience improvements and organizational change, and how participants can leverage them within their own companies.
Unite with other change-makers responsible for creating a strategic customer experience program this June 3-4 in Miami, FL.
Visit the Customers 1st Blog for customer experience feature stories, industry news, interviews, and event updates: http://bit.ly/1z7oWIB
The Total CX Leaders Team
It’s all well and good to work on ideas and innovation by collaborating internally. But if we want ideas from our customers we have to deliver that message, along with all the other important messages we communicate outside of the company. Even if the message is that ‘we’re an innovative company’.
About the Author
Republished by Permission from The Front End of Innovation Blog.
On October 12th, Dave Fish of Maritz Research presented our webinar “Do You Have Customer Experience Assassins?“
Customer Experience Angels and Assassins. They’re out there …lurking… but who are they and where are they? Organizations measuring customer satisfaction need to know who they are and where they are. Researchers need to understand them. This Web cast explains who they are, where they are and how to manage both when it comes to customer experience measurement.
Hard to please ” Assassins” frequently take aim at your brand with unfavorable shots at your products and services while “Angels” consistently evaluate services across industries positively. This Web cast utilizes Maritz Research’s CEBenchmarks study which helps identify Angels and Assassins and explores who they are, where they live, and how they can be managed.
In this webinar we learned:
- How Assassins and Angels differ demographically from the population as a whole
- What industries suffer from a higher and lower proportion of each
- What areas of the country are associated with higher or lower customer experience
- What you can do about Assassins and Angels from both a practitioners and metric strategy standpoint
If you missed the webinar, but are interested in learning more on this topic, visit http://maritzresearch.com/iirwebcast where you can download the recording or slide deck.
Hi! This is the third of four posts leading up to the NACCM conference. In my last one, I discussed a way to begin to unlock some of the strategic value inherent in all Customer Experience Management (CXM) programs. That approach required becoming truly customer-centric’understanding individual customer’s needs and taking action at that level. We also, however, need to take into account how customers make decisions regarding the companies they do business with. Science is telling us that decision making is not very rational. It is, in fact, mostly emotional.
The earth is flat. The sun moves around the earth. We use our powers of reason to make decisions. All were strongly held beliefs’once upon a time. Today, neuroscience reveals that the emotional regions of the brain are very active when making a decision. Once a decision is made, however, the rational areas take over. It sure looks like we make decisions emotionally and then rationalize them. Like Plato’s Cave, our current process-based survey approach is a shadow, a reflection of the rationalization process, but not necessarily of the decision process itself. Understanding customers’ emotional states is as important as understanding their needs. This is where Dynamic Loyalty comes in.
Most relationships are habitual. You shop at the same grocery stores; you buy business supplies from the same providers; you’re wedded to your mobile device. Eventually, however, disruption strikes. You see on the 11:00 news your grocery store has been charging more at check-out than the posted price (anger). Your business supplier stops carrying the printer cartridges for your older printer (irritation). You try your wife’s new iPhone (‘wow’ ‘ my own emotional response). Each of these experiences and the emotions they produce disrupts the steady state and influences decisions that will weaken or strengthen current business (or other) relationships. This perspective explains a phenomenon we’re all too familiar with: Customers are loyal until they’re not.
They tell you… ‘We really like doing business with you.’ ‘Just focus on doing what you’re doing.’ ‘Don’t take this the wrong way, but we’re putting our business up for competitive bid ‘ you can expect an RFP in the next few weeks.’ THEY LIED! No, they didn’t. They really believed what they told you in your steady state relationship, but there was a disruptive event. (Management fed up with flat customer experience scores? New information found in a competitor’s blog?) Either you create and manage disruption, or someone else will.
So if you’re going to improve customer experience to drive your company’s business performance, you have to find ways to meet customers’ individual needs (drivers) and manage the emotional states (disruptions) that impact decision-making. That will require strong relationships, excellent performance, and engaged employees. Your CXM framework must reflect these components. I’ll have more about that in the next post.
Until next time’Tell me what you think: Does this wider perspective reflect fundamental change in thinking about CXM’or is it just another dress on the CSAT mannequin?
If you enjoyed this post, join TNS this November at NACCM for a session on Best-in-class Customer Experience Management.
In this new series of posts, we are joined by guest blogger Curt Carlson, Senior Vice President, Customer Experience Management ‘ TNS North America. Curt is in the TNS North America Customer Experience Management (CXM) Area of Expertise. In this role, he is responsible for supporting strategy development and Customer Experience ‘ related business, which includes Customer Loyalty, Employee Engagement and Corporate Reputation. In the 20+ years that Curt has spent in Customer Experience-related research, he has also held senior positions at Walker Information, J.D. Power and Associates, and Ipsos Loyalty. Curt received his B.S. in Psychology from the University of Iowa, and his M.A. and Ph.D. (Experimental Psychology) from Kent State University. Curt has also presented at many US and International conferences and workshops including those sponsored by The Conference Board and EFQM, as well as by numerous clients. He is also a member of the Customer Experience Professionals Association (CXPA).
Hi. I’m Curt Carlson and welcome to my blog, which will lead up to the NACCM conference. It is my hope that this will stimulate some ideas that you can discuss with others at the meeting.
Why am I doing this? I love the customer experience arena. After over 20 years of helping some of the greatest companies in the world with their customer experience programs, I like to think of the good we as practitioners bring: customers have a better experience, clients make more profit, as does my employer, and I earn a living. So what’s the problem’if there is one?
Customer Experience Management (CXM) isn’t working for most companies today. Every company will eventually begin to notice a lack of improvement in customer experience performance metrics that goes on and on. Moreover, they also see few if any strategic insights coming from a program that touches most of their customers and costs six or seven figures. Why?
Let’s start with the flat-line problem. We’ve seen this in all sectors’Tech, Telecom, Financial Services, Retail, to name a few. Everyone’s head nods in agreement when I bring this up in front of large audiences. The critical business issues are that over time, customer experience management programs 1) do not inform change management, and 2) do not contribute to profitable growth. The scary thing for both suppliers and clients is that eventually their relationship will end because of these issues. And like a divorce, it is painful and expensive for both sides.
The lack of strategic information should be no surprise. Programs that measure relationships report the same key drivers over and over; new insights stop in Year Two or Three. Transaction surveys are short, limited to a single touch-point, and intended for Ops management. Over time, however, that’s not good enough for executives who need more value from these programs to impact their company growth. As a transportation company exec once told me, ‘I’m spending seven figures on my study and not getting any strategic value from it’what can you do’?
The good news is that the problem lies not with the programs, but with us. Practitioners, both client side and supplier side, have a bad case of tunnel vision. Over the next three blogs, I’ll be talking about these programs in more comprehensive (I refuse to say ‘holistic’) ways. These wider perspectives will begin to reveal how companies can unlock the inherent tactical and strategic value of their CXM programs.
Join this community’Share your stories about how your customer experience programs have worked for you over time in the comments. If you enjoyed this post, meet Curt next week, Oct 3rd to 5th, at the Total Customer Experience Leaders Summit in Arizona, or join TNS this November at NACCM for a session on Best-in-class Customer Experience Management.
Bruce Temkin asks in this blog post, ‘What the Heck is Customer Experience’? He goes on to provide three key points that he feels is part of Customer Experience Management: – Discipline. CEM is not about creating slogans like ‘this is the year of the customer.’ It needs to be a set of ongoing activities like a well-established voice of the customer program. – Increasing loyalty. CEM is not about an altruistic belief that customers should be treated better. It needs to be linked to more profitable (or strategically improved) long-term behaviors of customers. – Customers’ needs and expectations. CEM is not about technology deployments or internal milestones. It needs to be calibrated from the perspective of target customers. It is important to reflect on CEM, and what it means to your organization. After reviewing his list is there anything that you would add or change?