Gartner defines customer experience (CX) as “the customer’s perceptions and related feelings caused by the one-off and cumulative effect of interactions with a supplier’s employees, systems, channels, or products.” Customer satisfaction (CSAT) is based on how these perceived feelings compare to the customer’s expectations. Customer loyalty, the likelihood of recommending the company or purchasing again, closely correlates with CSAT. Growth and share price, for public companies, is correlated with loyalty.
- 1-day workshops
- Cross-functional teams
- What is CX?
- Surveying overview
- Net Promoter Score
- Data analysis
- Hands-on sessions
- Certificate if earned
- Existing CSAT strategy
- Awareness and engagement at all organizational levels
- Current feedback programs and outcomes
- Cross-functional alignment
- Internal and external feedback
- Readiness to grow business
Customer Journey Mapping
- Identify key customer facing processes
- Determine how customer feels and responds at each touchpoint
- Identify opportunities to add value and improve CX
- Identify barriers to improvements
- Segment and prioritize actions
- Obtain commitments
- Prepare transactional & relationship surveys
- Craft invitations
- NPS insights
- Link CSAT to Operational Data
- Identify most important attributes
- Set improvement goals
- Correlate customer and employee surveys
- Identify key value drivers
- Review existing employee surveys
- Interview selected employees at all levels
- Create employee engagement survey
- Analyze results and assess engagement
- Identify areas needing work
- Report to senior management
- Organize one or more internal teams
- Share data
- Prioritize actions
- Create project plans
- Journey map process
- Identify improvements
- Identify benefits and obstacles
- Work around obstacles
- Monitor results
• Our client had a good customer experience program but was not seeing improvements in CSAT or Loyalty scores on surveys.
• They did not know where to begin the improvement effort.
• We evaluated their CX program and determined that they had good data but very little actionable insight.
• We recommended they proceed with a Customer Journey Map (CJM) to fix broken processes and, more importantly, to start engaging the behind the scenes employees and change the culture to begin to put customers first.
• We held CJM workshops in four of their facilities with key employees from a various “siloed” departments.
• People started interacting and acting responsibly with little direction.
• When HR ran their annual Employee Engagement survey, there was a >10% improvement in average scores.
• Customer satisfaction scores increased by 15+% within six months of completing the workshops.
• Employees now conduct their own CJM workshop whenever they identify a customer touch-point that is causing customer’s dissatisfaction.