Customer Experience Rooms: What Are They? Should Your Company Create One?

Sam Stern

In the age of the customer, companies must transform their cultures from product-centric to customer-centric. But that is easier said than done. Customer centricity requires all employees to understand who their customers are, how customers perceive their interactions with the company, and the roles employees play in delivering the overall experience. Customer experience (CX) rooms — immersive, interactive spaces that help employees better understand customers — have emerged as a powerful new tool for bringing customers and their journeys to life for workforces. Done well, CX rooms inspire empathy and understanding among employees and help build customer-centric cultures.

In my recent report, "Executive Q&A: Customer Experience Rooms," I answered some of the common questions related to creating a CX room to help companies decide if they should build their own CX room.

Why do companies create CX rooms?

Firms create CX rooms to help employees understand the current customer experience their company delivers and to better understand the intended experience the company wants to deliver. The CX room that Ingrid Lindberg, chief customer experience officer at Prime Therapeutics, created at a previous employer demonstrated how complicated it was for customers to know which of the company's many phone numbers they should call or which of the firm's many websites they should visit.

How do CX rooms help improve customer centricity?

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When Three's A Crowd: Navigating An Agreement Network Is Key To Sales Success In The Age Of The Customer

Scott Santucci

In most cases, the answers to life’s more complex questions have really simple answers. In today’s selling environment it’s often hard to determine who exactly is “the buyer.” Your salespeople are given a lot of inputs:

  • Your executive leadership want them calling on “business people” or “executives.”
  • The sales training courses they have been to instruct them to find “champions,” “decision-makers,” and “influencers.”
  • Marketers produce information about “personas.”
  • Business unit leaders and other subject matter experts talk about “users” or “doers.”
  • Sales managers tend to be more interested in understanding the opportunity (Access to power? Is it qualified? Is there budget allocate? When is the account going to make a decision?).
  • Their contacts within an given account give them different people or process steps to follow, or kick them over to procurement.

With all of the different voices – “You should do this,” “You should say that,” “You need to present this way” – echoing  in the heads of your salespeople, things can get very confusing.

A Tale Of Two Sales

The thing is – the buying environment for most of us has changed, leaving us with two distinctively different buying patterns:

  • On the one hand, the customer knows what they want and have developed fairly sophisticated procurements steps to acquired what they need at the best possible price.
  • On the other hand, the customer is looking for the expertise to help them get value from their investment and solve a problem.
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Communications, Training, And Routines: How Companies Socialize Customer Centricity

Sam Stern

In my latest report, "Communication, Training, And Routines: How Companies Socialize Customer Centricity," I explain how companies that want to create a more customer-centric culture use communication, training and routines to help employees adopt a customer-centric point of view. The report provides the following examples and recommendations to help companies socialize customer-focus with all employees. 

Communicate the importance of customer-centricity. Effective communications programs share updates with employees about initiatives to reinforce customer focus and highlight the importance of customer experience to the organization. As part of their customer-centric communication programs, companies should connect senior leaders with frontline employees and ensure that all corporate communications reinforce customer focus.

  • Companies like Avis Budget Group and E-Trade focus on changing the tone and content of all corporate communications.
  • General Motors (GM) assigned leaders the task of explaining the new customer focus to their respective departments. Involving senior leaders in this way reinforced to all employees that customer centricity was now an organizational imperative.
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Supplier Risk And Performance Management Takes Center Stage At Emptoris’s Customer Event

Duncan Jones

Having attended Oracle’s customer event a couple of weeks ago, I wasn’t sure I’d be able to make it to Emptoris’s Empower event this year, but I'm glad I was able to attend. The quality of the external speakers, the access to Emptoris execs, the content mix (high-level procurement trends and implementation best practices), the plentiful opportunities to chat with customers, partners, and employees — all these made it an extremely valuable couple of days.

A key event theme was the urgent need for procurement leaders to improve their risk monitoring and mitigation processes. For instance, according to Deloitte Consulting’s 2011 CPO survey, nearly 60% of respondents believe their risk exposure is higher than a year ago. Emptoris’s President & CEO Patrick Quirk explained his company’s response, with an ambitious roadmap to convert the acquired Xcitec product (now called Emptoris Supplier Lifecycle Management)  into a comprehensive supplier risk and performance management suite (SRPM), in line with our description of this category: FAQs About Supplier Risk And Performance Management Software.

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Ten Steps To Increased Productivity Through Effective Training

Nigel Fenwick

What if there was an easy way to increase employee productivity by 10% using the technology that’s already in place? What would that do to the bottom line? Even a 1% gain would be significant for most large organizations. In this day and age when CIOs are competing for budget and every dollar of technology investment must be justified, CIOs should not overlook training as a means to boost employee productivity and the ROI of existing technology investments.

Unfortunately it seems that too few people really know how to use the applications they have available in an effective way. Take for example the proliferation of spreadsheets in the workplace. Tools like Microsoft Excel have amazing features that support some powerful analysis and reporting. Yet many people fail to utilize basic productivity features built into such applications. We probably all observe people misusing tools and completing work the hard way simply because they don’t know any better. And Excel is just one tool that many of us use day-in-day-out. Outlook has some amazing features to boost productivity but few people know how to take advantage of them.

Even where some level of training in core ERP applications is provided to new employees, we know that very little is actually absorbed in early training. And much of IT training is focused on what buttons to press in what sequence to get a job done; very little seems to focus on how to use all the technology together as part of a productive business process.

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