First and foremost, your CX Champions need to be trained on the basics: your CX vision and strategy. What is it? What are you doing? Why are you doing it? How are you doing it? What’s in it for me? What is the intended customer experience? How do you deliver it? And more.
Give the team details specific to what’s happening within the organization, how it’s going to happen, what the desired outcomes are, and how success will be defined. And don’t forget to talk about the culture and the employee experience. If you don’t make improvements there first, the CX work will all be for naught.
http://customerthink.com/amplify-your-transformation-with-cx-champions-part-2/
Customer experience is what sets you apart from your competition. A lot of dollars are being invested to analyze customers’ expectations and building technology that can enhance how customers perceive your brand.
There is a lot of action, but there are five technological innovations that are expected to take CX to the next level.
https://www.martechadvisor.com/articles/customer-experience-2/top-5-technological-innovations-that-will-impact-the-future-of-cx/
If there’s one thing we know for sure, it’s that customer experience is the fundamental driving force behind eCommerce as we know it. Gartner predicted that by this year, more than 50% of organisations would implement significant business model changes in a bid to improve their overall customer experience. So clearly we’re not just talking about the importance of having a picture-perfect online store here. Not even close. Because, in reality there isn’t a single aspect of the eCommerce journey where customer experience isn’t important. From website navigation to the checkout process, to shipping and logistics, to returns – there’s an opportunity at every step of the process to provide your customers with a positive experience or a negative one.
https://internetretailing.net/customer/customer/4-ways-that-online-retailers-can-gather-quality-feedback-to-improve-customer-experience-18019/
Ever have a sneaking suspicion something just isn’t right, but you don’t know how to fix it? Is that happening with your organization’s customer experience design for service delivery?
Lately, I’m seeing a lot of good intentions gone awry with customer experience. And a lot of leaders and followers defending the INTENTIONS of the design, instead of dealing with the reality of the situation. Your customer experience design needs work!
Allow me to share a few recent examples from my consulting and speaking work, and see if you recognize anything in your organization.
http://customerthink.com/how-to-avoid-hidden-disasters-in-customer-experience-design/
No single tactic will deliver on the ultimate customer experience (CX) vision. Just like most matters in business, it takes the right mix of people and processes or methodologies to deliver a meaningful experience.
Customer journeys are at the core of understanding your customers, their needs or issues they may be facing so you can take action to deliver a great customer experience. Customer experience problems vary in complexity from simple to difficult, and the persistent ones are often complex because they occur over time, over channels, and fall between the cracks of organizational silos.
https://www.cmswire.com/customer-experience/why-customer-journey-mapping-journey-analytics-5-star-customer-experiences/
Customers are providing companies with more feedback than ever before, and it represents a valuable source of data which can be used to improve the customer experience. However, in many large organizations, this data simply sits in silos, with teams tending to use the customer data they collect for their own needs only.
For instance, a digital team will use site feedback for website enhancements, while the contact center will use post-call surveys for improving agent performance. Data is rarely shared across departments for the broader purpose of improving the customer experience.
This begs the question, why don’t departments share customer data with each other? Some of the reasons I’ve heard may sound familiar:
http://customerthink.com/share-your-data-the-way-kids-share-their-toys/
n reality, today, almost every company is a tech company. You can be a tech company providing rooms, a tech company providing services to cars, or a tech company specialising in online products or banking services. And when there’s an enormous tech component to almost all businesses, there’s no such thing as a digital strategy any longer; there’s just the business strategy for a digital business.
In this kind of environment, working in an agile way is crucial. Waterfall approaches (where every product has a long design-and-build phase) just aren’t going to work in a market where you need to constantly iterate based on customer feedback. Today, you build products with your customers — not for your customers. Your customers are part of the journey.
http://www.marklives.com/2018/07/by-invitation-only-liquid-expectations-lovability-building-remarkable-cx/
Does EasyJet do well in NPS? According to npsbenchmarks.com EasyJet ranks at a -16. Not good. This is far below the mainline carriers such as British Airways, Lufthansa, or other carriers In Europe. But when your point of comparison is US domestic providers they kick it out of the football arena (or at least through that net thing at the end of the field). Did they have a good day? Maybe. But based on my experience traveling both in the US and Europe, air travel in Europe is a dream compared to the United States.
According to the same site, all US providers are in the positive side of NPS with Southwest at 62, Jet Blue at 59, Delta at 41, United at 10, and American Airlines at 3. Would it be fair to conclude EasyJet has worse service than all the mainstream US providers? Based on NPS alone you might be tempted to say yes.
I would argue it is an unfair and unwise comparison. In fact, this is one of three fundamental reasons why cross-cultural comparisons of many attitudinal metrics (including NPS) are fraught with problems that make their comparison problematic.
http://customerthink.com/a-cx-no-no-cross-culture-nps-comparisons/
Front-end collaboration with cross-functional partners, closing the feedback data loop and hiring people who want to be customer-led are the keys to successful customer service evolution.
That at least is the secret sauce for the customer experience team at US burger chain, Wendy’s, who took to the stage at Salesforce Connections this week to share how the brand transformed its customer service management programs in order to better meet customers in the channels they want to engage through.
https://www.cmo.com.au/article/642471/how-wendy-cx-team-harnessing-social-digital-service-successfully/
To stay relevant today, brands must look beyond the 4Ps of marketing (place, price, promotion and product) and consider how they can better satisfy customers’ needs and expectations.
In addition to generating positive word-of-mouth and improving brand image, customer experience (CX) now plays a vital role in attracting and retaining customers. According to an Accenture report, almost half of Singaporeans (48 percent) are frustrated with companies that fail to deliver relevant, personalised shopping experiences. Among these consumers, 45 percent will choose to switch companies. This highlights an urgency for brands to improve CX. How, then, can brands ensure that they are truly differentiated from their competitors?
https://www.enterpriseinnovation.net/article/7-ways-retailers-could-boost-customer-experience-tech-59147065/
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