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Through your work you will then immediately be able to deliver the Triple Crown of benefits – lowering costs, growing revenues, improving service and increasing customer loyalty.
Imagine having the ability to deliver exceptional customer experiences through your organization’s processes, people, and systems. Our program connects you with the means to do just that. You’ll have access to the latest insights and strategies to take your customer experiences to the next level.
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Customer Experience Frequently Asked Questions – the first we look at is ‘What is Customer Experience Management?”
This and eleven other Frequently Asked Questions associated with Customer Experience Management are discussed with supporting videos and decks at www.bpgroup.org/cxfaq.html
So what exactly is Customer Experience Management (CEM)?
Customer Experience Management (CEM or CXM) is a strategic and operational approach commonly used as a competitive differentiator. It involves aligning every aspect of an organisation towards delivering customer needs and successful outcomes no matter how far removed the customer is perceived to be.
Customer journey – what the customer does, expects and feels.
Supporting internal process.
Associated team and hierarchy structures.
Vision, mission & strategy.
Typically, companies who engage in Customer Experience Management activities outperform those who do not.
Customer Experience Management (CEM) is the practice of proactively managing customer interactions, perceptions, and emotions to create positive customer experiences throughout the customer journey.
It involves understanding customer needs, preferences, and expectations and then creating tailored experiences that meet these needs, that are memorable and leave a lasting impression.
CEM also requires connecting the customer experience to the means of delivery, such as the organisation’s people, processes, and systems. This means that CEM requires a comprehensive understanding of the customer journey and ensuring that the organisation’s people, processes, and systems can work together to provide a seamless experience that meets customer needs and expectations. Additionally, CEM requires a focus on developing customer relationships and fostering loyalty by providing ongoing support, feedback, and value
These conferences are great opportunities to learn the latest strategies in customer experience, network with other industry professionals, and gain invaluable insight into the customer experience industry.
Customer experience is an essential part of any business’s success. It involves understanding customer needs and developing strategies to meet those needs. It also involves creating customer-centric strategies, setting customer goals, and measuring customer satisfaction.
Attending customer experience conferences is a great way to learn the latest strategies in customer experience, network with other industry professionals, and gain invaluable insight into the customer experience industry.
Review these 23 top-rated CX Conferences for 2023 to start your journey to become a customer experience expert!
> Most successful CX companies do these things to lift their game
> Steve Towers shares the winning strategies
> Model your own strategy based on leading CX next practices
This article is a build on terrific feedback from my recent piece ‘5 Critical Failures of 80% of Customer Experience initiatives’.
(You can see that here: https://bit.ly/CX5Results)
George Bernard Shaws observation is pertinent
“Success does not consist in never making mistakes but in never making the same one a second time.”
So with that in mind, let’s move beyond the mistakes and uncover the winning strategies and how best we can implement those insightful approaches.
Based on our recent work and research my report from the CX front line should help you rethink your approach in our collective endeavor to get more scientific about the customer experience.
In the earlier article, we identified five major errors and causes of failure. Let’s review how winning CX companies reframe those into successful strategies.
1. Top teams understand CX success and get out of the way of their people to let them get on with it.
To achieve strategic CX success, it is necessary to understand the limitations imposed by industrial-age thinking (getting better at doing the wrong stuff faster, functional specialisms, outdated reward systems) and help the organization migrate to Outside-In thinking and practices. At Zappos, for instance, it is more important to meet the customer (see Zappos hits the road.. http://bit.ly/Zappos2017), gather insights, and provide input to reshape the organization. The top team is actually out there “We want to shake the customers hands, give them really big high fives and meet their friends — delivering happiness and memorable experiences along the way,” said Kristin Richmer, Senior Brand Marketing Manager, Zappos.
The task then is not overlaying the new insights onto an industrial age siloed world. It is actually to reshape the organization, its people, the reward systems, processes and systems to better deliver successful customer outcomes. Tony Hsieh reinforces this feed-forward approach “we actually want to talk with customers more as 70% of our business are repeat buys. Hiding our contact details and making it difficult to talk is not our way” http://bit.ly/TonyHseih
2. Customer needs are understood and developed to create the organizational alignment towards successful customer outcomes.
Leading CX Companies have developed an a-b-c strategy when boiled down includes
(a) stop asking customers what they want
(b) get your head around current customer expectations, and
(c) articulate customer needs even when the customer doesn’t know what they are.
This effort is not a ‘one and done’, it is about continual learning and then the development of services and products that anticipate customer needs rather than following the outdated mantra of those organizations seeking more and more (often meaningless) feedback.
And Disney provides a demonstration of this a-b-c approach.
Disney World Orlando, is about 43 square miles, about twice the size of Manhattan. 30 million guests per year enjoy 4 theme parks: the Magic Kingdom, the Hollywood Studios, Epcot and the Animal Kingdom.
You can navigate to these parks by car, bus, monorail, boats and a ferry depending on your hotel – and that in itself includes over 20 themed for your delight. Coupled with Disneys new wearable “Magic Bands” (see http://bit.ly/MagicBand) you receive a smooth personalized experience where ever you are.
This collection of entertainment is a dynamic living system focused on successful customer outcomes. With digital real-time feedback, Disney offers an integrated experience built around a co-ordinated set of business and customer outcomes, from the time you think of a trip, to the time you are back home with the kids.
3. Being customer-centric isn’t about projects – it is a state of mind.
A great mistake of many is approaching customer experience as an initiative, something with a clearly defined start and end point. Appreciating CX is a state of mind for the whole company is a major differentiator and allows successful organizations to continually tweak and evolve, rather than live in a permanent state of project stop-start crisis. The guiding principle is, at the heart of CX, change is desirable, welcomed and systematic. It impacts everyone and everything all the time.
4. Successful CX transcends measures and implements a rigorous feedback/feed forward framework.
A recent analysis in the banking industry suggested that more than 85% of the total key performance indicators measured outputs – things that get produced from activities.
Successful CX companies however have a very different profile and focus, their attention is on measuring outcomes – the result of what is produced. To these companies this is not a semantic distinction, it underpins the total CX strategy. As a result, the measurement systems are simplified, and the focus on results rather than activity moves the dial towards customer centricity so much more quickly. Programs such as Disneys True North set a direction with supporting metrics, and rather than measure everything that moves they focus on the results and outcomes that need to be delivered to achieve successful customer outcomes. In this context, more than 75% of measures are ‘Outcomes’ with less than 25% outputs.
Test this for yourself in the call center. What are your top ten measurements, are they output-oriented or outcome-based? The former would be things like average handle time, abandon rates, downtime and so on. The latter would be the delivery of customer need, queries completely resolved (not the piece mean partial interim ‘first call resolution’ type things measured with a functional bias).
In summary, CX leaders have fewer measures and the majority are now Outcome-based.
5. CX is both the strategy and the operational objective to overcome needless complexity.
A recent Forrester survey says 81% of CX professionals are mapping experiences from the customer’s perspective, but only 21% are mapping the ecosystem (processes, people, technology). In this context there are two opportunities that successful CX companies exploit:
i. CX can only be successful if you build a complete CX ecosystem map (we call that a CXecomap) which includes cause and effect and connects the people who deliver the customer experience with those people and systems who provide the means for it.
ii. CX Current state crisis. Successful CX companies can clearly articulate the what and how the organization should be doing to deliver great experiences. They do not become mired in the exercise of mapping all the current external and internal processes and systems (which can take years to complete and provides little in the way of direction for what should exist.)
These companies understand the reality that the current structure and systems were never created with excellent CX in mind but were in fact designed around an industrial age, production system based model. Accordingly, next practice is to utilize design principles that envision what should be, and then progressively mature and migrate the organization to that vision.
To conclude CX success doesn’t come from wishful thinking. It is a deliberate and sustained effort to understand and articulate the ever changing customer. To build a new trust with them that goes beyond the platitudes of the past. In the near term it is about becoming more scientific about the customer experience. In the longer term it is a guarantee of business success.
We have codified these CX next practice approaches into the CEMMethod (now version10). You can access that as a resource with others below.
The earlier article can be viewed here: ‘5 Critical Failures of 80% of Customer Experience initiatives’. http://bit.ly/CX2017
An internationally recognized program with proven track record delivered by been there and done it coaches more than 180 times, in 64 cities with delegates from 118 countries.
The program, now in its eleventh year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service. Producing Immediate and sustainable business results across any industry and sector.
QUESTION 1: Why do so many organizations struggle to become truly customer-centric?
ANSWER: They are using an out-of-date mindset. The thinking is borrowed from the industrial age when optimizing production and throughput was the thing. That way of thinking is about production management, efficiency, effectiveness, and waste elimination. Does that sound familiar? The mindset is not exactly customer focussed.
QUESTION 2: What is (probably) the biggest hurdle to becoming Outside-In and customer-focused?
ANSWER: It is getting passed this industrial age mindset and all the things that come with it. For instance, it is our reward structure. It’s the approach to employee empowerment. Another one is rigid out of date linear processes and systems. I think you get the picture.
Alright, one more concern.
QUESTION 3: If listening to the customer is so important, then what is ‘best practice’ and the emerging next practice?
ANSWER: Often times many companies try to drive forward by only looking in the rear-view mirror. That is by listening to subjective perceptual historic feedback rather than paying attention to every interaction 100% of the time.
The GOOD news is…
In the ACX Masters program, we show you step-by-step how to handle these challenges so you don’t have to Fall into the Bear Pit.
You can get the full scoop and preview here at the BP Group site.
Cheers for now!
There are always more questions than answers 😉 However, in the ACX Masters program, we cover all the bases and provide a set of tools and approaches that enable you to WIN THE TRIPLE CROWN in every CX initiative Join us soon!
[PRESSRELEASE] DENVER, COLORADO – August 31st, 2022
BP Group, the leader and creator of the CEMMethod® in 2006, announced that Multichoice Group Executive Head of Customer Experience and Operations, Roland D. Naidoo, successfully completed all the requirements to qualify as an Accredited OKR Coach fully.
For the full Press Release, go here OR click the button below.
It’s difficult to imagine implementing significant change within a large multi-national B2B organisation while dealing with the complexities of COVID and supply chain issues. However, this case study achieves the triple crown of business benefits by increasing revenue, decreasing costs, and significantly increasing value by reducing “time to respond.”
This organisation achieved outstanding results by taking an outside-in approach to customer outcomes and driving results through goal-driven collaboration. As a result, they were able to expand on a large scale during the COVID period.