Customer Experience Online Training

Modernize your CXM: 4) Balance Asking & Acting Best advice of my CX career: when I started as a voice-of-customer manager in 1991 I asked a winner of the Malcolm Baldrige National Quality Award how often we should survey customers. The answer: 1) How often do your industry’s customers’ expectations change? and 2) How quickly can you make changes that customers will notice? This got me thinking! I changed our Annual Customer Relationship Survey data collection to finish 1 quarter before our company's annual Strategic Planning Process. A letter was sent to EVERY customer noting our top 3 focus areas from the survey (no details given, just the 3 topics), with a promise to give them a progress report in 9 months. In this quarter, my CX team presented the survey results to each General Manager's team, emphasizing their own cut of the data. **We tailored our report to each group.** After this short presentation, we engaged them in several exercises to zero-in on root causes of the 2 biggest CX gaps they were causing, and create an action plan for each gap. At the end of the day, the GM signed each action plan. Guess what happened in each GM's strategic planning? Customers' well-being was top-of-mind! This was pivotal in our culture. My team collected these action plans every quarter and assembled them into a CX Greenbook, which our Senior Leadership Team reviewed alongside the financials blackbook and the operational bluebook. They were connecting the dots between CX and operations and financials! This review formulated what they presented to the investment community quarterly. At the end of the year, each GM met with me and a Senior Leadership Team member for evaluation of their action plan progress. We gave them a score between 0.5 to 1.5, reflecting how impressive their plan closure was. If they met the goal set in their workshop, it was a 1.0 multiplier on their CX bonus money (example: $20K). If they were distracted by other things, their bonus could get cut by 0.5 (example: $10K). If they went above and beyond, they could get up to 1.5 (example: $30K). We continued to allow customer feedback any time any way they wanted throughout the year (almost-free VoC) and occasional transaction questionnaires. But the GMs heard new reports from us ONLY when we discovered something new to enhance their CX understanding or course-correct their assumptions, especially regarding their action plans. Re-balance! Instead of overloading managers with info, especially when it's not actionable, report once a year what's most meaningful for them to act on. Invest your energy into helping them stay on-track in executing their action plan. This is the secret to multiplying CX value -- get out of the quick wins conundrum of never really making enough of a difference -- and avoid duplicating what Marketing and Sales are supposed to do. This re-balanced asking and acting saved millions and earned millions. via Lynn Hunsaker, CCXP #CustomerExperience

3) Make it Easy for Customers to Give Feedback Allow customers to give you feedback anytime, any way they want, about whatever they want. We have the technology to do this. We can translate a variety of formats into cohesive reports to management. Put a link (QR code, web page link, etc.) in your website footer, your email footer, your stationary/flyers/signs, and even in your product itself. Use nearly-free sources of customer feedback as your baseline voice-of-customer: contact center comments, sales and service comments, community comments, customer-facing employees, etc. Design surveys to answer what you can’t find from nearly-free sources. Separate customer feedback into “expectations” and “validations”. Identify what customers want you to do more vs. do less vs. keep doing. Combine all sources of customer feedback for a single monthly report to each business unit. It's not about a score. It's about TRUTH. The truth will set you free. Strive to be smartest in your industry about your customers. This is key to differentiation, lowest costs, and highest growth. ➡️ Glean voice-of-customer comments for meaningful insights to every group in your company. #CustomerExperience #CX #CustomerCentricity

This week's quiz -- invite your team members to participate and check back Friday for the correct answer reason. It's a peek at the rare wisdom you get at ClearAction.com: coaching, masterminds, fireside chats with your organization, Experts' CX+EX+PX Leadership, 100% CCXP Exam Prep, CX ROI Value Spreadsheets, Power Guides, C-Suite Guide to Growth=CX=EX, and Walk The Talk Forum: Growth=CX=EX. Sign up at ClearAction.com/growth! #CustomerCentricity #CustomerExperience #CX

2) Update Your Customer Experience Management Definition CXM was developed in recent decades to increase customer lifetime value. CXM includes customer success, customer care, customer relationship management, DX, UX, VoC, CJM, and mostly customer-centered management of the business, etc. CXM must reflect CX holistically; otherwise it’s a misnomer. (see yesterday's post for updated definition of CX.) CXM aims to overcome silos caused by the industrial revolution. CXM closes the gap between value proposition and value delivery toward customers’ outcomes. (closing the brand-customer gap or matching realities and expectations per customers’ viewpoint) CXM requires “intentional CX” as the north star for how your business is run. CXM strives to always increase value and never reduce value as seen by customers and investors alike. CXM guides EXM and investors' growth; the outcomes are interdependent. Collaboration and trust internally produce seamlessness and relationship strength externally. (i.e. excellent customer journey at lowest cost and highest ongoing gains.) ➡️ CX management syncs your company’s delivery of value to ensure customers’ realities match customers’ expectations. #RevenueOperations #BusinessGrowth #customerexperience

1) Redefine Customer Experience CX is defined by customers. CXM is defined by your company. Customer experience (CX) is something that has always existed, from the first people on earth who bartered: does the recipient (customer) view their realities as matching/exceeding their expectations? If so, it’s good CX. CX is cumulative, encompassing pre-sale and post-sale. CX usually precedes — and extends beyond — interaction with your company. CX goes beyond interactions to include customers’ behind-the-scenes decisions and uses. CX involves numerous automatic evaluations by the customer, both functional and emotional. Overall, CX is about the customer achieving something in their life/business. (e.g. “ultimate outcome” or “job-to-be-done” (what the customer “hires” your stuff to do for them)) ➡️ Customer experience is customers’ realities compared to their expectations. This is the first step to modernize your CX practices intelligence (PI) from severely outdated CX PI. This excerpt is from a popular 2020 article by Lynn Hunsaker, CCXP before the pandemic erased much of our CX wisdom and put our profession into a whirlpool of mercenary CX immaturity. Stay tuned for daily modernized CX PI here, share it with your team and executives, and urgently enroll in ClearAction e-consulting. Don't waste another day operating on outdated CX PI. #CustomerExperience #CX #CustomerCentricity

Join us Wednesdays 15th Jan to 12th Feb! You can be ready for the CCXP exam by mid-February. 1st take this course. 2nd apply for the exam (you'll be accepted easily when you follow the exam application advice in this course). See the FAQs and links in the Details/Comments below, and prepay at ClearAction.com/ccxp. Encourage your whole team to attend. See you soon! #CCXP

Correct Answer: "User inputs at start and ongoing". When the "Agile Software" concept was introduced ~20 years ago, it was all about preventing software bugs and service backlogs by getting crystal clear upfront about user needs and frequently checking in to course-correct design development; thus, the software release would be more trouble-free than ever known before. THIS is what CXM should zero-in on: right the first time. NOT just after a fail: FCR. Preventing fails. Agility is not the same as Agile. They're related, yet 2 different things. You cannot have true agility without true agile. You may think you're quick on the spot ("agility") in value-rescuing (after a CX fail). But Agility means freedom to be first-to-market to address emerging market trends, not first to rescue snafus caused by sloppy management in your firm. This is a peek at the rare wisdom you get at ClearAction.com: coaching, masterminds, fireside chats with your organization, Experts' CX+EX+PX Leadership, 100% CCXP Exam Prep, CX ROI Value Spreadsheets, Power Guides, C-Suite Guide to Growth=CX=EX, and Walk The Talk Forum: Growth=CX=EX. Sign up at ClearAction.com/growth! #CustomerCentricity #CustomerExperience #CX

CX PI is vital to your career growth: if CX AI was all we need, then there's no need for your CX team to exist, right? Outback Steak eliminated their CCO position in 2021, after 2 years introducing a new ordering system and mobile app. The CCO was given a golden parachute of $1.6M severance pay (which is highly unlikely for nearly any firm to repeat!). The CCO’s digital team became part of the Marketing department, with the CMO taking on the overall customer strategy and the CTO taking on customer experience technology. Is a mobile app and updated ordering system what customers call a great experience? Aren't customer expectations continually evolving? Why is the CCO role dispensable rather than the CHRO role or CFO role? Boost your CX PI to stay relevant, valued, and vital to your company's growth trajectory! See how ⬇️ #CustomerExperience #CustomerCentricity

Correct Answer: "All of these reasons". Unless you're using stratified random sampling, some customer groups will be under-represented. Whenever you suggest a certain rating/range via colors/images/messages, and whenever you preface a survey with your wonderfulness or aim toward wonderfulness, you're creating bias. Whenever most of your Promoters are low-value or low-recommending customers or otherwise customers who recommend new customers who buy low volumes or low-value products, then your managers are incorrectly expecting high gains from a high NPS. This is a peek at the rare wisdom you get at ClearAction.com: coaching, masterminds, fireside chats with your organization, masterclasses, power guides, C-Suite Guide to Growth=CX=EX, and Walk The Talk Forum: Growth=CX=EX. Sign up at ClearAction.com/growth! #CustomerCentricity #CustomerExperience #CX

Correct Answer: From a customer's perspective their experience is all about you meeting or exceeding their expectations. All other answers here are company-centric, not customer-centric. Here are 6 personal examples why "interactions" is an inaccurate definition of CX: https://lnkd.in/g95tKzdt This quiz is a peek at the rare wisdom you get at ClearAction.com: coaching, masterminds, fireside chats with your organization, masterclasses, power guides, C-Suite Guide to Growth=CX=EX, and Walk The Talk Forum: Growth=CX=EX. Sign up at ClearAction.com/growth! #CustomerCentricity #CustomerExperience #CX