That's right, Forrester's Customer Experience team is jumping on the podcasting bandwagon and launching a weekly CX podcast! Each week me and my cohost, Senior Analyst Sam Stern, will be speaking with an analyst from our team about their hot-off-the-press research or discussing relevant CX topics in the news. We'll package these up in easily digestible 10 to 20 minute episodes and best of all, these podcasts are available to everyone.
In our first episode, Sam interviews me about how to build a shared customer experience vision. You can listen below, but we recommend you subscribe on iTunes or through your favorite iPhone podcasting app by searching for "Forrester's CX Cast" so you never miss an episode. If you need help accessing or subscribing to the podcast, please contact our producer Curt Nichols at firstname.lastname@example.org.
Do you understand your company's vision for the customer experience (CX) it wants to deliver? How many of your colleagues do? If you're a CX professional, how many colleagues have you shared your company's vision with?
My guess is not many, and I confess, it's not really a guess — I have data that shows few CX pros regularly share their CX visions/strategies with all employees, and even fewer do so in a consistent way.
And that’s a shame, because great customer experiences are built on solid strategies executed by people sharing a common vision. In other words, a CX strategy must see light to be actionable. Only then can it direct the activities and decision-making of managers and employees. In my recent research, I found successful strategy communication requires a four-phase approach:
Inspire a sense of purpose. Spare the 50-page strategy manifestos and instead share a simple illustration, video, or set of promises that captures the essence of the CX vision and draws employees in. UK airline easyJet created a one-page customer charter that described the new easyJet flying promise to customers in plain language. Its CX team developed icons to represent each of the five promises and then enlisted its customer champions to act out life-size versions of the icons for photos and video, which it plans to share internally and externally.
My colleague, Samantha Jaddou, who’s an analyst on the CX team covering the China market, is working on a report about the customer feedback management (CFM) vendor landscape in China. This report will better help Forrester clients, particularly companies that operate in China, understand to whom they should turn to satisfy CFM needs. She is in the middle of fielding a survey, which will be the research foundation for this report.
If your firm is interested in being included in this study to show your product and service capabilities in China in the CFM space, please consider one or both of the following:
Last week, many of our customer experience (CX) analysts — including me and my colleague Maxie Schmidt — were glued to their computer screens, watching a presentation by a big bank. It had introduced a tool to capture and manage ideas from its employees on how to improve the customer experience. This presentation mattered to us because only 25% of CX professionals say their companies’ CX programs actually improve customer experience. Those who fail lack insight into the root causes of poor CX. And those root causes lie in the customer experience ecosystem. So while many companies have programs in place to mine voice of the customer, customer feedback alone is insufficient to get at root causes of bad CX because it penetrates only the top layers of the ecosystem.
This is why companies need to add voice of the employee. Think of your colleagues throughout the organization as canaries in coal mines. They can warn of potential experience issues before customers notice them, alert you to processes, policies, and technology systems that prevent them from providing a good customer experience, help understand how product-related activities that are behind the scenes — like pricing — affect customers, and highlight how the workplace culture affects employees' motivations and abilities to deliver the intended experience. Voice of your employees (VoE) is:
“Any feedback from employees or partners that pertains to their ability to deliver great customer experiences.”
Last week, many of our customer experience (CX) analysts — including me and my colleague Sam Stern—were glued to their computer screens, watching a presentation by a big bank. It had introduced a tool to capture and manage ideas from its employees on how to improve the customer experience. This presentation mattered to us because only 25% of CX professionals say their companies’ CX programs actually improve customer experience. Those who fail lack insight into the root causes of poor CX. And those root causes lie in the customer experience ecosystem. So while many companies have programs in place to mine voice of the customer, customer feedback alone is insufficient to get at root causes of bad CX because it penetrates only the top layers of the ecosystem.
Aware. Fundamentally, social analytics surface information and people an information worker had not considered before. Giving employees a broader perspective will help them do things like staff a fast-moving consulting project.
Companies with customer-obsessed cultures — think USAA or Southwest Airlines — differentiate themselves in their industries and earn major financial benefits as a result. But customer-obsessed cultures don't just happen: To help transform a culture, customer experience professionals must develop a training and coaching curriculum that touches all employees.
In my recent report, "The Customer Experience Curriculum," I write about how companies must identify the key constituencies in the organization, determine how they can best contribute to delivering the intended experience, and then design training and coaching that reinforce those contributions. CX professionals — in partnership with their learning and development colleagues — should:
Create training for CX professionals that provides breadth plus selective depth. To drive customer experience initiatives across the organization, all CX team members need a working knowledge of customer experience concepts plus core skills like customer journey mapping. Saskatchewan Government Insurance (SGI) worked with an external partner to train its client experience team in customer journey mapping and customer ecosystem mapping. Team members now apply these skills to diagnose CX problems and improve common customer journeys. They even train other parts of the organization, like claims and customer service, to map customer journeys.
What is the secret recipe for creating an app that users open day after day? We used our Technographics® 360 methodology, which combines data sourced from the same group of individuals via behavioral tracking, online surveys, and our market research online community to answer this frequently asked question.
What did we do?
First, we asked participants questions about a randomly selected app they use, including how they discovered the app and how strongly they agreed with statements regarding specific app attributes, such as whether it was easy to navigate. Next, we took the responses for each participant and merged them with their behavior on that particular app. Finally, we engaged our participants in a qualitative project to expose the reasons behind our results.
This powerful approach allowed us to align a single participant’s behavior, personal characteristics, and attitudes to uncover the key attributes that lead to increased app usage. Perhaps not surprisingly, we found that apps generate varying levels of engagement simply due to the type of app they are: Consumers access gaming apps more frequently than they access travel apps, for example. So we quantified and removed the effects of app type and other static characteristics that influence usage. This allowed us to isolate the relationship between users’ opinions of app features and their engagement with that app.
There is a way to better identify and share customer experience (CX) metrics. And it is a tool that your company – like many others may already be using… but not for that purpose. I am talking about journey mapping. Recently I have done more and more workshops for our clients on how to use journey mapping for defining CX metrics so I wanted to put that thinking into a new report for all clients to read.
Why journey mapping? It helps overcome some of the key challenges for CX measurement programs: Only if you understand the end-to-end journey your customers take for accomplishing a goal are you likely to have the right metrics in place to judge CX performance. If you don't understand the journeys, you'll rush to judgment with ill-timed surveys, miss important moments of truth and fail to align operational data with customer perceptions. That means you’ll fail to identify ways to improve critical touchpoints.
So if you, too, are struggling with CX metrics, my new report “How to use journey mapping to improve CX measurement efforts” is the right read for you. It is very practical because it describes a four-step process for how you can use customer journey mapping to improve your customer experience measurement programs – from mapping the customer journey with metrics in mind to identifying gaps, to defining CX metrics that fill those gaps, to building on journey maps to share CX metrics more effectively.
And please - if you have any thought on the report - let me know what you think.
CX professionals rely on surveys a great deal to measure customer experience. That’s because surveys have their advantages but they have limits, too.
If your company has taken steps to move beyond surveys to measure customer experience, I'd love to hear your opinions, experiences and advice for my new research on “CX Measurement – Beyond Surveys”. Goal of this research is to share what companies do to measure customer experience in addition to surveys, which approaches are most promising and which challenges companies face doing that.
Your insights are appreciated, so if you would like to share your story (on or off the record), please contact me at: email@example.com