You have achieved excellence in customer experience. You recognize that complacency can rapidly erode your leadership position. Being an overachiever, you want to create distance between your leadership position and the rest of the industry. The obvious just doesn't do it anymore. How do I get the heart and soul of the organization to be service to others, a belief system, a community that believes in serving others as a fundamental truth? How does it become a strategic imperative, a working reality, an organic self-sustaining culture that generates results for customers, employees and owners, the new CEO? Why are we not getting the results that we projected or expected?
You have decided that customer experience is a strategic imperative. A team has been put into place to design and deploy improvement in customer experience. As you embark on the journey, the team recognizes that transforming customer experience is more than just improving service at the call centers or training on how to deal with difficult customers at the stores. All functions in the organization impact some aspect of the customer journey and customer touchpoints. How do I ensure and validate the customer journey and all the touchpoints, making tight linkages between the various functions and each touchpoint, monitor the impact of the function on the touchpoint, create the right governance and cross-functional model to enhance the system wide customer experience? Why are we not getting the results that we projected or expected?
You have identified the root cause of poor customer experience across your delivery channels, throughout the customer touchpoints, within a particular channel. A cross-functional team was put together to design and deploy a solution. Analysis has been performed to determine the impact of the solution on the business, i.e. the KPIs and metrics used to monitor progress or the factors and attributes of external index models. How do I decode the KPIs and metrics, as well as the external index models enabling me to draw a tight correlation between the solution and impact, with a high degree of accuracy to quantify and predict the impact on the numbers and assess the organization's ability to execute against the plan? Why are we not getting the results that we projected or expected?
You have decided to become a customer centric organization. Various meetings and discussions are held about the subject and yet different participants have different meanings and understandings of what a customer centric organization should be and what the operating model actually is. How clearly do we understand that there is a tight correlation between measuring, analyzing, integrating and monitoring VOC? Do we know how well we measure, how robust our analysis is, what the quality of actionable intelligence is, how effective we are in integrating that intelligence into the various dimensions of business including people, process, strategy, technology and how sophisticated our management of it all is? Why are we not getting the results that we projected or expected?
You have a large network of contact centers delivering various support services to customers. There are onshore, offshore, nearshore, in-house, and/or outsourced parts of the business. There are many call types from sales to service, billing to tracking and more. You have best-in-class practices and benchmarks. You know that customers today compare their experience with you to their experience with other companies in all industries. How do we know if there are opportunities to improve outcomes, performance and results? How do we know that our benchmarks and best-practices are current? How do we distinguish our customers' experience from the experience they have with other providers? Why are we not getting the results that we projected or expected?
You have a business model that delivers products and/or services across channels, brick and mortar, online, phone. You have multiple locations doing the same things in the same way, such as a retail network, call centers, service facilities. There are numerous touchpoints for customers throughout their life time value journey with you. There is a significant amount of cost because of inconsistency across the networks, channels, and touchpoints. How do we make sure there is a high degree of consistency across the business, that we eliminate the inconsistencies, that we close gaps, prevent gaps and then begin to differentiate for creating distance with the competition? Why are we not getting the results that we projected or expected?
You are an inbound sales organization, a retail sales environment, an inbound sales and support call center. You have locations and sales associates that are performing at widely different levels of sales and support. You keep depending on using a "net-gain" number which does not justify leakage of sales and customers. You know this means a significant cost in your organization in both lost revenues and lost customers. How many customers are not entering into a relationship with you at the front end of the sales cycle and how many are leaving you at the end of the customer experience cycle? How do we get our middle range and poor performers in sales and service to rise for realizing the same performance as our top performers? What will that mean for our revenues, LTV and profitability?
You have decided that customer experience is a strategic imperative in your organization. Great investments have been made in defining the strategy to guide it and in a framework to help engineer it. You recognize that people, processes, systems and technology need to be aligned with the new imperative. But there are still questions and challenges in the organization. How do we know that we have the right culture for this strategy to be successful? Do we have alignment between the strategy and the brand definition and promise to the customer? Is everyone's understanding of the strategy and their role on the same page? Is cultural transformation top-down, bottom-up or both? How effective is our execution capability and readiness? How customer centric are we really? Are the right KPIs being measured? Do we clearly understand the driving factors and attributes of CE? Why are we not getting the results that we projected or expected?
You have multiple significant projects on the go - various project management methodologies, tools, processes and people working in a PMO or several PMOs - yet the business outcomes are not being attained. Your organization attributes a diminished value to project management or your PMO. You are concerned that the company is unable to distinguish between the operational and tactical requirements of project management, compared with the strategic imperative of successful transformation management. Why hasn’t the sum of our projects and programs achieved the organizational transformation we envisioned? Do our project, program and portfolio disciplines enable full transparency and visibility for informed decision-making and collective transformation? Why does it appear our PMO is focused inwardly on processes versus improving delivery capabilities? Are they architected from the outside in with a focus on customer experience? Does our organization conduct people change management successfully within our project management processes? Are we elevating our project management and delivery capabilities to continuously address our evolving business needs?
You have a clearly defined brand. There are specific brand attributes that your products and/or services reflect in the market. You may be thinking about evaluating or assessing your brand. Your data shows that your customers are disconnected from the brand or that there is a growing gap between what you want the brand to be and what the customer is experiencing. The competition is becoming increasingly challenging to win. Your competitor's customers have a closer emotional relationship with those brands as compared to your customer relationships with your brand. You need to understand whether your customer is actually experiencing the brand promise you have made to the market place. You need to find out your organization's capacity to consistently deliver the brand promise across the customer value stream and at every touchpoint. You have to decode the brand into implications for the key dimensions of your business, i.e. people, process, technology, policies, etc.