From the start of your CX journey, the brand will need to articulate the business goals and focus on identifying what to achieve in the new financial year. Having a clear roadmap helps to visualize the dramatic gaps between your goals and processes to monitor the improvement.
The result will differ depending on whether you embrace the highly structured business models for sustainable future growth versus putting the organization in an accelerated mode in a high-growth market. Therefore, it is imperative to define goals and reflect on key questions:
What do I want to achieve?
What is the reason for this action?
Where does technology intervene, where is human contact retained?
What methods am I using to analyze and monitor?
Which digital adoption will result in a unified experience for customers and employees?
What result am I seeking, what will be my plan of action if the desired result is not achieved?
1. What do I want to achieve?
The new technology-driven CX model requires an extensive amount of investment and internal alignment. Organizations where the CX leaders and top management are inspirational break the barriers to delivering great CX. The leaders inspire their people, customers, and suppliers and set the culture of the organization to be customer attentive and commercially inclined.
Leaders who inspire, motivate, and cultivate a CX culture within the organization set themselves apart. They like to benchmark their customer experience with the best organizational environments.
One must remember that CX should deliver ROI but must not be seen as profit-oriented. Customers and related stakeholders no longer respect if an organization brings in expertise and then cuts back on resources to cover the asset or pushes for revenue growth to offset the cost.
Thus, prior to investing in technology and resources, it is important these obvious questions are reflected upon to create a customer-centric organization. The answer to these questions does not redefine the right or wrong choices but these attributes will help figure out the best scenario for your organization. Beforehand, business executives should be honest and embrace the question of “Do you want to see how you compare to industry benchmarks?”, “Where are you behind with compliance?”, “How likely will customers or is word of mouth working?”, How is the customer's experience with products and processes?
2. Why is it important?
Once you have a clear goal to measure what you want, the next phase will be to start the question with “Why?”. A few parameters to consider here can be:
Need to comprehend your brand value
Need to understand what are your stimuli to attract customer and employee
Need to engage with your customers and employees
Need to know the benchmark to compare competitors using a standard metric
Need to understand the customers and employees retaining rate
Need to know where your customer and employee journeys may have intellect gaps
All of the above is relatively acceptable and appropriate feedback. A comprehensive experience program should be engaging a variety of stakeholders to achieve the transformation goals.
3. Why you must have a culture of accountability
Have you decided on the type of culture you want your company to uphold? Is it to be recognised as a leader in your category? Before you set out on your business transformation journey that’s supercharged through a data-driven strategy, the first thing to establish is the shared goal of internal stakeholders - to create the best value for the customer. It is important to have a clearly articulated goal that inspires a sense of purpose and motivation, which is vital for middle line customer experience manager to lead their teams. Moreover, the business must empower the employees to account for CX changes while engaging with proper training and tools to assume that accountability.
4. How do you understand your positioning on the CX journey?
It is important to re-emphasize that ascertaining the position of your CX journey is not about the numerical data. The critical area is to discover the strengths and weaknesses that will lead your customer journey to your next phase. There are four phases in a brand’s customer experience maturity curve, and most companies are practising in several of the stages of this field.
There are various methodologies to measure your CX journey. Take into consideration on following assessment criteria for the right direction:
A good starting point in defining a scope of competitive positioning is category membership. The products or sets of products with which a brand competes for, function as close substitutes because they share a customer base to track down the scores and metrics that are relatively easy to generate.
Once a measurement process takes place, brands generally step into resolution, noticeable areas at the end of each customer loop that require resolution and fixing the broken procedures.
Ascertaining the root cause of the problem is the next step. It allows brands to lift the conversation and truly address issues that are barriers to the customer experience at the deepest level.
Once the research has been established, brands must enhance current practices to reflect upon the business cultural shift.
Execute on Next Steps
Once you have identified your position in your CX journey, it is the next step to create momentum and execute the appropriate plan for your business needs. For different brands, consider and implement a CX strategy or system such as NPS.
5. How do you measure success?
Based on the method you have chosen, there are a few critical steps that you must take to ensure success:
Business strategy should align customer experience vision and mission across the organization
Build awareness through effective communication and engage internal stakeholders in the new roadmap
Harness performance management and social support to instigate change at the tactical level
Focus on customer centricity and motivate culture shifts at every level