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The-“Why”-Behind-CX-Pros’-Failure-to-Prove-Business-Results

The “Why” Behind CX Pros’ Failure to Prove Business Results

The-“Why”-Behind-CX-Pros’-Failure-to-Prove-Business-Results

while back, I posted here on Forrester’s prediction that 1 in 4 CX pros will lose their jobs this year. When CustomerThink reposted my thoughts on this, it generated a great conversation, with Sampson Lee, Shep Hyken, Lynn Hunsaker, Harley Manning, Bob Thompson, and others weighing in in the comments section.  

One issue that came up repeatedly was why  CX Pros don’t tie into business results. Here’s my take in a nutshell (see the post for my full response and what others had to say):  Read more

Heart of the Customer

When CX Is a Matter of Life or Death

If you’re reading this, you probably already know that customer experience (CX) is important. But even the staunchest CX advocates might not realize that CX done right can save lives.

Earlier this week in this space you met Lee Becker, Chief of Staff of the Veterans Experience Office (VEO) of the Department of Veterans Affairs (VA). He discussed the challenges of integrating CX principles into governmental structures, and the four CX capabilities – Data, Tools, Technology, and Engagement – on which the VEO’s successful program is based.

Today we focus specifically on how the VEO is maturing its data capabilities to address trust, a fundamental component of customer loyalty and satisfaction.

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Tell me why!

This week I listened to a colleague tell me that, three years ago, the company he worked for acquired another company of near equal size within the same industry. Within the last week, one of his peers from the acquiring company, a senior director with a large team, mentioned he was not sure why the acquisition occurred, whether or not there were any benefits, and what the impact was to his team.

Because very little information was shared, this acquisition represented a bigger and more complex product catalog and operating model to many employees, including senior leaders. This individual was angry that he was forced to change processes he was already comfortable with and was quoted saying “we need to go back to what we were doing before”. Read more

Don’t Ask How to Get Executives to Care About Your CX Program; Ask Instead How You Can Support Your Executives

I go to a lot of Customer Experience (CX) events. Although I learn a lot of new things, I also hear some common concerns throughout all of them. No matter the venue, you can be certain that somebody in the audience will ask a presenter, “How can I get executives to care about customers?”

That’s the wrong question. Believe it or not, your executives actually do care about your customers. These are smart people, and they know that pleasing customers is the secret to success.

They simply don’t care about your so-called “customer experience” program. Read more

What Makes a Great Customer Experience Leader

Over the years I’ve had the opportunity to interview dozens of CX leaders, and still more as we wrote our book. Combining that knowledge with some of the industry research, such as CustomerThink’s report on winning CX programs, we’ve identified three traits that separate the best customer experience leaders from the rest.

For too many, CX has fallen into a rhythm:

  1. Conduct an NPS survey
  2. Analyze the results
  3. Share the results with anybody who will listen
  4. Implement some quick wins
  5. Repeat the NPS survey
  6. Wonder why things haven’t changed

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How Hard Is It to Be Your Customer Journey Mapping Book

What Does Journey Mapping Do for You?

How Hard Is It to Be Your Customer bookI was recently in a call, and an executive new to her company’s journey mapping initiative asked, “Exactly what does this $150k I’m spending on a journey map buy us?” Luckily, our client had a ready answer, but that’s not always the case.

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Business and Customer Experience Metrics

If All Customers are Important, You have a Bad B2B Customer Experience

“When all customers are important…none will be.” – Syndrome from The Incredibles (slightly paraphrased)

Are all customers worth the same to your business? No! But odds are, your CX program doesn’t recognize this.

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Interview with Marlanges Simar – Director of CX at Prime Therapeutics

Marlanges Simar is the Director of Customer Experience at Prime Therapeutics (Prime) managing their CX (Customer Experience) Architect team. Prime manages pharmacy benefits on behalf of health plans, employers and government programs. I interviewed her to better understand their role, and how they help Prime improve the customer experience.

CX architects play a strategic role in improving the experience of our different customer groups (members and health plan clients), as well as the prescribers and pharmacists we work with. This can range from fixing a problem to reworking or developing an entirely new portion of the experience.

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Journeys are for Action, not Maps

In preparation for the upcoming Customer Contact Week, CCW shared their special report on journey mapping with me. Given our focus and expertise on journey mapping, I’m commonly asked to review these types of reports. Unlike most, however, CCW’s special report truly gets to the heart of the matter – journey mapping is not about creating a map; it’s about driving customer-focused change in your organization.

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CX + EX (Employee Experience) = Great Experiences

Customers will never love a company until the employees love it first. – Simon Simek

This quote reflects one of the biggest disconnects in customer experience – focusing only on the customer experience.

It makes sense. Heck, that’s our name! Why wouldn’t we? But focusing only on the customer without regard to the employee experience leads to missed opportunities and sub-optimized efforts.

I had the great honor to co-present on this topic with Darin Byrne, Wolters Kluwer’s VP of Client Experience. We made three primary arguments to our CX audience:

  1. CX Fails Without Engaged Employees
  2. UX is Critical to Employee Experience
  3. Employee Experience Needs to be Part of Your Day Job

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