How to Build Your CX Vision

Editor's Notes

• #4: (see page 7 of Ultimate Guide) Micro: identifying issues and solving right away—a hotel guest who had a bad meal in the hotel. Following up involves creating formal or informal processes and workflows to follow up. Call it closing the loop or case management, it can be as simple as a manager talking to the front line staff or an email generated to the sales rep or service manager. Macro: Something that re-occurs. Like long lines in a particular retail shop or bank branch Takes large scale change Best practices: give one person the responsibility and authority to make it better External: how do we learn what they think Customers do not always tell us about problems, they just leave (especially in the midwest and the south) Have seen as high as 30% problems, and 29% cross sell opptys No brainer ROI case Internal: criticism is a gift because we can react Worst case scenario is not reacting, or reacting poorly. How do you build an organization that is CAPABLE of serving customers? Not all companies are capable.
• #6: Tie webinar to others: they focus on 3 fundamental components Collect Every touchpoint you can get feedback, also broader relationship Every method you can get feedback Analyze Trending scores, text analytics, key driver analysis I would also include in this getting the feedback into the hands of you front line staff so they can understand Act Enabling your staff to do something about it Providing tools for case management, coaching for how to address issues
• #7: To lay the foundation, quick 2 broad concepts to keep in mind Organizations often only focus on the macro and the external Others implicitly know and follow this
• #8: There are 7 factors I will touch on. Leaders set the tone and priority EXECUTIVES: Recent study the largest companies in the US, 98% vs 40% CX LEADER: crystalize the vision and lay the course MANAGER: don’t roll their eyes at flavor of the month FRONT LINE: what does it actually mean on a day to day basis Q: Can you succeed without strong leadership? Very very hard, but not impossible Show a clear case of great ROI- one call center, one branch, one unit Create some specific case study: show a few concise examples of impact
• #9: Vision statement: Keep it simple and clear, share across the organization. Every employee should be familiar. Too many times I have seen it hidden within CX function. Then add specific goals: to gain the highest business traveler ratings of any hotel in NY To have top quartile loyalty among our Chicago banking customers, Win major awards for service in the airline industry Then add specific milestones that help to set timing expectations: assess where we vs competition stand by end of Q3 this year, by end of Q4: figure out what the top performers are doing differently, By end of Q1 next year, create and get org buy-in a specific strategy to close the gaps, implement by end of Q2 next year Beat the competition by mid 2018
• #10: Share the vision across teams Others can support it early on, and provide feedback, increase chance for success sometimes the back office operations does not see the client and does not understand their impact. A clever client asked back-office staff how their actions affect clients. They were shocked that many did not know. When they did, they made processes much easier. SHARE, SHARE, SHARE impossible to over communicate Employee engagement with the process increases results tremendously
• #11: Capture feedback however the customer or client wants to give: social media, phone surveys, email surveys, website feedback, Remember: surveying becomes part of the customer’s experience. Don’t make it painful no ugly surveys! No pop overs on my web pages1 Also, feed customers back the results as much as possible. (Regions Newsletter example) Share: overall results at first with just the executive team, then eventually specifics with the front line Careful: Be careful about open ends. Don’t lose control of the message Vet them to make sure they reflect the overall sentiment And screen any unproductive comments (worked with a client who had the CEO virulently criticized in an open end, and the program was tainted by that)
• #12: Implement: This is part of the customer’s experience. no ugly surveys! No pop overs on my web pages1 Also, feed customers back the results as much as possible. (Regions Newsletter example) Let: social media, inbound customer service calls, text, SMS, or NO feedback at all (keep careful lists) Share: overall results at first with just the executive team, then eventually specifics with the front line Careful: Be careful about open ends. Don’t lose control of the message Vet them to make sure they reflect the overall sentiment And screen any unproductive comments (worked with a client who had the CEO virulently criticized in an open end, and the program was tainted by that)
• #13: Alignment means that all units are marching in sync toward the same vision and outcomes Be sure to share the vision as I mentioned before Often companies work in siloes and no one has the ultimate responsibility for satisfying the customer, and problems get bounced around and go unsolved How to prevent this? Best to start from a customer perspective: if it turns out that unhappy customers say you are not responsive, dig in. Hold times? If so, why? Staffing in the call center? Not enough people trained to address key growing issues? Best practice: successful orgs then assign one person, outside the siloes, to figure out a solution
• #14: It IS a journey, and a LONG one need to line up different people at different stages: Lots details: when do we form a steering committee? Who needs to be on it?, when to roll out internal branding of the CX program?, who will develop the branding? who gathers client lists? When do we start integrating the results into our CRM system? Who is responsible for that? Who in the executive team sees the initial results? When do we show everyone their results? Planning out ahead of time enables things to go smoother, and gets people prepared to chip in Helps manage senior leadership expectations, they can see that there is a lot that needs to happen Most common question is: How long Totally new might take well over 5 years to do everything. Modifying or consolidating programs: 18 months is fastest, generally 2+ years All the best programs in the market are over 10 years old, and most were not working well for some part of that
• #15: THIS IS THE MOST IMPORTANT Cannot be built overnight, this week, this month, this year. Organizations that try to rush it, inevitably fail I will have several clients tell me in the next month: “President says we need a VoC program this year and wants it linked to compensation by the end of the year” Unless someone can convince them to slow down, each of those will fail. But if you must, HOLD OFF on compensation linkage until you have buy in Cannot be outsourced!! As a former strategy consultant, I was paid millions for the promise that we could implement this for large corporations. And while our strategy was sound, Culture eats strategy for lunch. So YOU have to take control. GOOD LUCK!
• #17: (see page 7 of Ultimate Guide) Micro: identifying issues and solving right away—a hotel guest who had a bad meal in the hotel. Following up involves creating formal or informal processes and workflows to follow up. Call it closing the loop or case management, it can be as simple as a manager talking to the front line staff or an email generated to the sales rep or service manager. Macro: Something that re-occurs. Like long lines in a particular retail shop or bank branch Takes large scale change Best practices: give one person the responsibility and authority to make it better External: how do we learn what they think Customers do not always tell us about problems, they just leave (especially in the midwest and the south) Have seen as high as 30% problems, and 29% cross sell opptys No brainer ROI case Internal: criticism is a gift because we can react Worst case scenario is not reacting, or reacting poorly. How do you build an organization that is CAPABLE of serving customers? Not all companies are capable.