What Do CX And The Environmental Movement Have In Common (AKA Top 10 Tactics To Rally Your Organization Around CX Metrics)?

Maxie Schmidt-Subramanian

We all share this sentiment that we want to protect our resources — our planet for generations to come — so that our children and their children can live happily ever after. It’s that warm and fuzzy feeling we get when we see a little girl holding a flower in her hand. I realize that we all share this sentiment every time the press reacts with irate reports criticizing the extent of pollution in China — or when “Reduce, Reuse, Recycle” became part of pop culture with Jack Johnson’s song of the same name (sorry if you have that song playing in your head now). Protecting the environment is the right thing to do. But how many times have you used disposable dishes or cutlery when there were other options that were just less convenient? And why do you do that? It’s easy: Life gets in the way.

As a customer experience (CX) professional, you’ll have noticed the parallels by now. You regularly try to share insights from CX measurement or the voice of the customer (VoC) program with your colleagues across the organization to tell them what important customers think about their experiences with the company and what their pain points are. Using these insights is the right thing to do. But how many times have you met polite but superficial interest? And why is that? Life gets in the way. Your colleagues are busy, don’t know why to care, or have other priorities. It’s no wonder then that 72% of CX pros we asked in our recent survey on the state of CX maturity said that their organizations have only been somewhat or not effective at all in improving customer experience.

I looked at ways that CX pros have managed to rally their organizations around CX metrics and found 10 tactics that companies like Avaya, Elsevier, Hampton Inn & Suites, Sage Software North America, and Verizon have proven to work in the real world.

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Contact Center And Customer Service Metrics Must Support Broader Company KPIs

Ian Jacobs

OK, it is certainly a cliché and clearly suffers from an incomplete view of the world, but many contact center executives would still nod their heads in agreement with the statement, “You can’t manage what you can’t measure.” Contact centers generate a huge volume of data, and everyone from agents on the floor to CEOs in their corner offices would benefit from being presented with actionable analytics based on that data. However, turning that data consistently into actionable knowledge that is useful to improving performance remains challenging. The key questions for contact center professionals around this data are: 

  • What do you measure?
  • How do you present the data from those measurements?
  • What do you do with those measurements?
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Saying CX Is A Priority Is Easy. Following Through On It Is Tough.

Kyle McNabb

Any executive can say they place great priority on customer experience (CX). In fact, 74% of executives state their top 2015 priority is improving CX. And if you’re a Forrester client, you know - thanks to our ongoing research - that doing so will drive greater customer acquisition and loyalty.

But saying CX is a priority is easy, making it actionable speaks volumes. Frankly, if your firm isn’t taking action to relentlessly pursue CX improvement, to become customer obsessed, you’re making a mistake.

Those actions give CIOs and their teams an incredible opportunity. Technology empowers your customers, members, clients, and buyers today. And your business leaders need you to expand beyond using technology to support or transform internal operations - what we call the IT agenda. Today, business leaders need your help to compete for customer loyalty. Today, business leaders need you and your teams to help them apply technology, systems,and process to win, serve, and retain customers- the business technology (BT) agenda.

Executing on the BT agenda gives you and your team the opportunity to make the biggest, most visible contribution to your firm I can think of - top line growth. Keep three things in mind as you strive to take advantage of this opportunity:

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Telstra Analyst Event 2013: Many Rivers To Cross

Clement Teo

Telstra hosted its annual analyst event in Sydney on October 23 and 24. In his keynote address, CEO David Thodey compared Telstra’s customer advocacy journey to a triathlon that the firm has just begun, which we believe it a fitting analogy for Telstra’s progress on the path it has set for itself. The company is clearly in the race and making progress, but still has many miles to go.

While the company shared a broad spectrum of initiatives, our main observations are that Telstra:

  • Has made clear progress since our check-in last year, but its transformation remains a work in progress. Telstra is no different than other incumbent telcos working to transform beyond traditional — and declining — sources of revenue. Its dominant position in Australia is secure, but its prospects in new market categories inside and outside of Australia are less certain. We do not believe that Telstra is particularly innovative compared with service providers in the US or Europe, but we do believe that it has a viable transformation strategy and is making progress. Its progress in the Australian media and entertainment industry, including its Foxtel investments, is impressive — it has built a large IP-based digital media file exchange platform to serve global broadcasters and content providers.
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You Cannot MANAGE Customer Experience If You Cannot MEASURE It! Join The Workshop "Customer Experience Measurement Essentials"

Maxie Schmidt-Subramanian

Are you trying to take your current customer experience measurement to the next level?

Many of the customer experience professionals we talk to regularly are working on improving their customer experience measurement. You are probably one of them. You might be working on picking the right metrics, on connecting customer experience to business outcomes or to operational variables, on using data to improve the customer experience, or on getting traction for CX measurement in your organization. To conquer any or all of these challenges, you need a solid and well-founded customer experience measurement framework. 

In Forrester's workshop Customer Experience Measurement Essentials, you will:

  • Learn the fundamentals of measuring customer experience in both a business-to-consumer and business-to-business world.
  • Get to know Forrester's framework for how to identify, organize, present, and get buy-in for customer experience metrics across the enterprise.
  • Discuss your approach and challenges with your CX peers and see what other companies are doing.
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Q&A From Last Week's Customer Experience Index Webinar

Megan Burns

Last week, I did a webinar on Forrester’s Customer Experience Index, 2013. We didn’t have time to answer everyone’s questions, so I thought I’d post answers to those we didn't get to.  

"Can consumers respond to having an experience with multiple companies?"

In some cases, yes, and in some cases, no. In the bank, credit card provider, insurance, consumer electronics manufacturer, airline, hotel, and rental car categories, they can pick up to two brands they’ve done business with most in the past 90 days. For retailers, they can pick up to four. For the other six industries, they are limited to one.

"What is the threshold to determine if the person is a customer? Interactions one time, over time? A recent experience?"

We don’t strictly require the person to be a customer. The person could be a prospect or a former customer. All we ask is that this person has done business with the company in the past 90 days.

"Why don't you track high tech?"

We do, actually. Two years ago, we added the consumer electronics manufacturer industry, which covers most of the latest high-tech gadgetry. We don’t include software in part because there are just so many types of software and so many brands. It would be hard to narrow them down to something manageable.

"How does CXi map to NPS?"

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