Modernize your CXM strategy to multiply value
Give credit where it’s due: turn around churn, reduce negative word-of-mouth diluting your Marketing, risk prevention (bans, lawsuits, etc.)
Data-mine customer comments for a treasure trove of insights for every department company-wide.
Cost of permanent root cause resolution is smaller than prevalent issues coming into CS snowballing into gigantic costs: returns, refunds, remedies, escalations, doubts from word-of-mouth delaying sales cycle, etc.
Permanent removal of issues that bother customers frees them up to engage more and frees-up your resources to create new value for snowballing gains.
Lagging indicators are what you can’t measure until after the customer experience. Key performance indicators (KPIs) should be what you can measure that predicts what customers will experience.
Managers are inspired to act on “when X happens, Y is 3X more likely”, etc. Otherwise, CX ROI is low as what customers experience is static.
Percentages show managers how much is at-stake with the status quo or by taking action.
Show managers how CX changes contribute to return on assets, earnings per share, cumulative average growth rate, etc.
Focus CXM on 4 gold metrics to see stronger gains in every growth metric: customer-aligned (1) growth, (2) performance, (3) efficiencies, (4) strategies.
It’s in investors’ and customers’ and employees’ best interest to minimize waste while maximizing growth.
Everything noble about customer experience is a lesson for employee experience, and vice versa. Also, when EX slacks, CX slacks, and vice versa.
Post-pandemic there’s a hunger for shared values, mutual respect, trust, and growing value. How much do you know about their definitions of these?
Taking action quickly at the root cause level is vital to EX and CX gains.
They don’t need to know your equations and methods. Focus on what they can do about CX/EX to impact bottom-line and top-line growth.
Ask, Absorb, Adopt, Apply, Account, Applaud.
Find the intersection between lucrative spending growth and efficient cost to serve.
You’re in business to attract customers to your value proposition and deliver it. Focus here in CXM as the ultimate source of all costs and gains.
Meeting customers’ goals is the name of the game, regardless of your industry norms.
Align company-wide performance to customer expectations, to make it easier to meet investor expectations.
Seamless customer journeys are impossible with silos at touchpoints and among non-customer-facing groups alike.
Synchronize CXM itself as an ongoing flow rather than disparate programs. Sync CXM and EXM, and with greater customer-centricity
“Program” implies ancillary status. Nothing is further from the truth. Follow the precedent of Finance, IT and HR in everyone’s personal stewardship for fiscal responsibility, data privacy, and ethics — and preventing CX issues.
Embolden expansions via CX insights at the outset of every growth effort. Straighten strategies companywide via focus on ideal customers’ expectations. Convert costs from value-rescuing to value-creating.
AI and CX/CS tech never make-up for lack of alignment in mindsets that set policies, processes, handoffs, and data completeness. Indeed, dysfunction is more transparent via tech.
When these 24 CXM practices are championed by your CX Leader, value skyrockets for your CEO, CRO, CFO, CTO, CMO, CIO, CHRO, etc.
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Support is a Value Center
Support is a Value Center
Modernize customer experience management with 25 practices to multiply value.