Ensuring that customers have a positive experience with your brand from the moment they first discover your product/service to the moment the product or service ceases to exist.
Understanding the client journey – their expectations, pain points, and alternatives – to fully understand your customer’s experience. And improving that experience to increase your company’s value proposition while creating brand ambassadors from satisfied customers.
“It’s important to understand that every company has two customer bases: external (customers who buy products, wholesalers, service agencies) and internal (employees, vendors, and suppliers). With that knowledge base, we can get a better idea of what kind of synergy the CXO helps create today.
The defined purpose of the CXO is to improve the customer experience (both internal as well as external), and if you’re finding a lack of engagement from your base, there might be a reason. Does your client experience need tweaking? It may well have a need, and having a CXO in modern business helps ensure that employees and clients feel good about the company they work with.”
Our team of experts has serious experience building assets, growing brands and converting visitors into customers.
We help you –
- Engage the organization in managing customer relationships, revenue, and profit.
- Create a persistent focus on the customer in the actions the company takes.
- Drive the organization to work together for best customer experience delivery.
- Support leaders in their role as cultural leaders in the transformation journey.
Our job is to help your team develop the ultimate customer experience.
“It’s not just about fixing problems — it’s about accelerating growth. While some firms turn to a customer experience leader to fix issues that are creating legions of unhappy customers, most focus on the desire to accelerate growth, better integrate acquired companies, or shift priorities for a changing competitive environment. Sometimes it’s new leadership that spurs action, other times efforts percolating within companies capture executives’ attention.”
Explore the customer journey seeking to add value wherever feasible
PARTNERS: USUALLY FINANCE AND MARKETING FOR GUERRILLA METRICS; ISSUE TRENDING REQUIRES ENGAGEMENT AND ALIGNMENT WITH ALL FUNCTIONAL VICE PRESIDENTS
- Guerrilla metrics; simple metrics to manage customers as an asset.
- Voice of the Customer competency development.
- Real-time issue trending and tracking (such as complaints).
- Corralling all the surveys and uniting a company-wide approach.
- Optimizing for “listening” pipe opportunities, web, social media, field, etc.
- Create a united platform for understanding and taking action.
Facilitate a cross-company agreement on how to deliver the greatest value to your customers
PARTNERS: MARKETING AND FINANCE (AND SALES, DEPENDING ON THE ORGANIZATION)
- Define what customers value – how to determine the differentiating experience to be delivered.
- Determine what customers to invest in.
- Decide where to make investment decisions, that is, the highest-impact contacts and efforts.
- Create a common language set and definitions for the customer experience.
- Establish Key Performance Indicators (KPIs) to define and measure the customer experience
PARTNERS: THE CHIEF EXECUTIVE AND ALL FUNCTIONAL VICE PRESIDENTS
- Facilitate the development of the accountability action chain, establishing the approaches and implementation of research to understand customer loyalty and return on investment (ROI).
- Work with leaders to find baseline metrics for tracking interaction with customers.
- Drive tracking and reporting to get to reliability in key interactions.
- Lead the accountability forums – when to meet with whom to drive accountability.
- Work with leaders on messages, reinforcing, recommendations for recognition, and driving the culture change forward.
Create a common process and get buy-in from your stakeholders
PARTNERS: ALL OF THE FUNCTIONAL VICE PRESIDENTS
- Identify operational accountability cross-functional alliances.
- Facilitate working together across the silos instead of separately within them.
- Instill the discipline of process change and change management into the organization.