Companies that wire in customer management from the beginning knit the discipline into the organizational DNA. Retrofitting it is always a challenge, especially when strong disciplines of functional excellence exist. Its critical to maintain focus and provide clarity as you move through the activities required to drive the management of customer relationships, profitability and revenue.
Beloved companies enable people to decide and act, always in alignment with doing the right thing. They build organizations with energy and spirit that draws customers to them. We naturally gravitate to companies with whom we connect in a human and sincere manner. Five decisions set companies apart, revealing who they are and what they value.
To make customer experience stick, you must integrate customer experience into your operations. This framework explains how and the end state: when you're proficient at “customer experience.” The five competencies don’t need to be tackled in order; relevance to your operation and getting traction are what's important.
Once you’ve determined where the CCO should report, you must determine the structure which works best based on commitment and resources. Organize for joining the silos based on your culture and how far along you are in working together. Remember, the structure you select should enable you to influence change and drive action. This post introduces the four approaches to organizational structure.
Why does it take such a push to wrap the focus of a company around the customer as the source of their revenue and profitability? I’m no shrinking violet, and I can tell you that for every battle I’ve won, I’ve lost just as many. The big question is: Why has it been a battle? […]
Chief Customer Officer 2.0 delivers new digital content based on the book, “Chief Customer Officer” by Jeanne Bliss and provides updated tools to establish a repeatable customer experience that drives customer profitability.
Many companies resist the pull of “normal” business practices to create a powerful human connection with their customers. They are able to do this because clarity of purpose binds everyone together and moves the company toward a common goal.
Once a company determines determines the CX influencer strength (where the CCO will report), its time to identify what structure will work best within the organization based on commitment and resources. The structure must enable CX leadership to influence change and drive action. There are four ways to go with organizational structure.
To bridge the execution chasm, the Chief Customer Officer reporting relationship should be established after careful consideration of three factors in your company: 1. leader commitment;
2. understanding of the mission; 3. ability to work cross functionally.
The strength of an operating area’s ability to be an influencer in the company should drive the decision.
Are you leaving customer memories to chance? Beloved companies identify the experiences they deliver. They know the memory they want customers to have, make decisions to create it, and take action to prepare their people and operations to deliver it.
When you map out the customer experience stages, step away from ‘executing tasks’ and focus on the customer experience you want to deliver. To plan reliable delivery, you must know the customer emotions involved in the experience from beginning to end. If you deliver great personalized service, but parking is a nightmare, you still have a hurdle to clear.
The interactions your customers have with your company show them how much thought you put into the moments of truth. Be operationally deliberate and “get it right.” You must clear the hurdle of random experiences and deliver reliability.
Successful customer handoffs require a chain of actions across the enterprise. These actions need to create a reliable experience for the customer.
Your company’s power core develops certain skills and pays less attention to others, so it has an impact on the ease at which cross-company CX competencies can be developed and integrated.
The customer experience that gains the most confidence with customers is to get the basics right. You must knit together the series of contacts you have with customers to bring a sense of reliability in what they can expect from you. Only after you established a reliable experience and gained their confidence, can you move to deepen a personal relationship that ultimately broadens into customers referring you to others.
Customer experience work cannot be held inside a single department in the organization. It cuts its way across the organization, getting in people’s stuff and stirring up the pot. This work will challenge conventional thinking about how to approach the business, and what’s important to manage and measure.