Key Points to Remember When Implementing Your Organization's Customer Experience Strategy

October 15, 2016

 

Has your organization used Customer Journey Mapping to document and analyze the multiple scenarios that exist for your customers as they interact with the organization? Has your organization identified the key interaction points in order to ensure measurements are in place that gather the Voice of the Customer (VOC)? If you answered no, you would not be alone. Although most organizations will acknowledge the importance of improving the customer experience (CX), many struggle to undertake a systematic approach to creating their CX Strategy. There are some key points to remember when undertaking such an exercise.

 

The first thing to remember is that your organization’s customer experience is different than its customer satisfaction scores. Traditional customer satisfaction scores are transactional results that do not represent a customer’s entire relationship with your organization. These results are more often a representation of satisfaction with customer service, or post purchase customer support. What is often missed is an understanding of satisfaction with your organization’s sales process, billing process, or other critical interactions your customer experiences. This is why a full CX strategy measures all touch points and provides a comprehensive VOC that reflects your organization’s ease to do business with. The creation of this strategy begins with journey mapping.

 

Customer journey mapping is an exercise designed to capture multiple scenarios and customer types that interact with your organization. It follows the customer journeys through multiple departments and highlights where satisfaction measures exist and where these measures are missing. This allows your organization to put measures in place that will uncover both successes and areas requiring improvement.

 

Once the CX strategy is designed it must be implemented. Therefore, it is important that this CX strategy is understood by all members of the organization, and supported by the leadership team. This will ensure that its importance is reinforced which will dramatically increase the chance of success. The CX strategy must be woven into the culture of the organization and supported by effective change leadership practices. The financial benefits of a strategic CX strategy will far outweigh the cost of implementation.

David has been an organizational leader for over 30 years in various industries, leading teams as large as 300 people.  He is currently completing a Master’s degree in Leadership.

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