重组客户体验DNA-成功客户战略的基石-英

REWIRING

YOURCXDNA

Thefoundationsof

awinningcustomer

strategy

May2023

AUTHOR

LanceWebb

IPSOS

VIEWS

“Failingtoplanisplanningtofail”

asBenjaminFranklinissupposedtohavesaid.Andtoday,thiscouldn’tbemoretrue.Customerdesiresandexpectationsareconstantly

changing.Ifyoudon’thaveaplantodealwithchange,youareplanningtofailonmeeting

thoseexpectations.

Buildingasuccessfulcustomerstrategyismuchlikebuildingyourdreamhome,whetheryou’restartingfromscratchorrenovatinga‘fixer-

upper’.Whileinitially,youmightnothavethe

budgetorknow-howtoconstructyourultimatehome,ordoafull‘ripandreplace’remodel,

youcanbeginbyknockingdownwallsorevenbysimplyreplacingoutdatedcarpetasastep

towardsyourdreamhome;incrementalprogresscangetyourealresults.Butultimatelytodeliveronthedream,avisionisrequired,asistheplantogetthere,alongwithanunderstandingofthestepsthatreallymatterand,ofcourse,abudget.

Justlikecreatinganewhome,buildinga

customerstrategyisamulti-faceted,multi-

phased,andoftenhugelycomplexundertaking.Butultimately,ifdonewell,itwilldelivera

returnonyourinvestment;aReturnonyourCXInvestment(ROCXI).1

Considerthispaperaguidetocreatingtheidealcustomerstrategy,whetherit’sarenovation,remodel,oracompletelynewbuild.

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Weaskedover1,000CustomerExperience(CX)leadersacrosstheglobeabouttheir

keypriorities.Resultsshowthatthetop

threeprioritiesforCXleadersoverthenext12monthswillbe:

1.DeveloporrefinetheCXstrategicroadmap

2.ClosingthebrandpromiseandCXdeliverygap

3.Deliveryofpersonalisedcustomerexperiences

Source:Ipsos’CXGlobalVoicesstudy.2

Remember,thereisnoone-size-fits-all

approachormodeltodevelopingastrategy.

EverybusinesshasitsownDNAandunique

challengesandhurdlestoovercome.However,

theseshouldnotbeviewedasdeterrents,but

asaninvitationtorethinkandultimatelyshape

anddeliveronyourorganisation’spromiseto

yourcustomers,employees-indeedto

allstakeholders.

Fromfirststepstolong-termgoals,the

followingsixprinciplesarethefoundationsofa

successfulcustomerstrategy.

1.SETYOURSELFUPFORCXSUCCESS

EXECUTIVECOMMITMENT

Inanidealworld,customer-centriccultureandbusinesspracticesbeginatthetop,withtheCEOdrivingthefocus.Indeed,iftheCEOisnotleadingtheCXconversation,thenacompanywillstruggletobecomeatrueCXleaderandreaptherelatedbenefits.Butintherealworld,thatkindofcommitmentisrare,especially

whenrevenuesdip,competitionsurgesand

DEDICATEDCXLEADERSHIP

DedicatedCXleadershipisneededtobuildan

organisation’sExperienceManagement(XM)

muscleandtosustainit.AdefinedCXleader

roleanddedicatedteamendorsedbytheC-suiteisessential.Havingsuchateamcharged

withdefiningtheCXvisionandstrategy,

collaboratingwiththebroaderorganisationto

shareholdersgroan.Whilechallenging,itis

theexplicitroleofCXprofessionalstobuilda

compellingbusinesscasethatalignswithand

supportsexecutiveandorganisationalgoals.

OnlywhentheC-suiteseetheundeniable

connectionbetweenCXsuccessandbottom-lineresults,willinvestmentandessentialsupport

follow.

createalignment,andthenholdingstakeholdersaccountable,isakeydriverofCXsuccess.It’simperativethatCXisn’tjustanotherpartof

someone’sjob,buttheirentirejob.Withthisfocusedview,it’seasiertoidentifyandactonareasofopportunity,reducecostsandfrictionpoints,andimprovecustomerjourneys.

REWIRINGYOURCXDNA|IPSOSVIEWS3

CROSS-FUNCTIONALGOVERNANCE

Only34%ofCXprofessionalscanpointtoaformalCXgovernancestructure,whereaCXGovernanceBoardhastheauthorityto

allocateresourcestoCXactivity.2

DevelopingaCXstrategicroadmapisan

absolutenecessitytoensurethewhole

organisationhasaclearandcommon

understandingofthepriorities,milestonesandobjectives.However,thisneedstobesupportedandmanagedthroughaCXgovernance

structurewhichrunsacrosstheorganisation–andonly34%ofCXprofessionalscanpointtosuchaformalCXgovernancestructure,whereaCXGovernanceBoardhastheauthorityto

allocateresourcestoCXactivity.2

CXinitiativesfailtodeliverwhencompanies

operateinsilos,whetherthosearedepartmentalsilos,datasilos,listeningsilos,insights

anddecision-makingsilos.Whenvarious

departmentsowndifferenttouchpointsandoperatedisparatelisteningprogrammesineachchannel,it’sarecipeforfailureand

organisationaltension.Cross-functional

governanceteams,withrepresentativesfrom

eachareaofthebusiness,helpbreakdownsilosandbringeveryone’sdiverseperspectivesandproblem-solvingskillstothetable.ThechosenrepresentativesshouldbeprovenCXchampions,withtheabilitytoinfluence.Theyshouldhave

anunderstandingofthecompany’svision,aswellastheoperationalandpoliticallandscape.Buildingsolidinternalrelationshipswiththosewhohaveinfluencethroughouttheirrespectivedepartmentspromotesgoodwill,thesharing

ofideas,andensuresthecompany’svisionisembeddedacrossteams.Arecurringcadenceofmeetingsandcommunicationstodiscuss

initiativesandhoweachdepartmentplaysa

criticalroleinCustomerExperienceencouragesbuy-inandcompany-wideaccountability.

2.UNDERSTANDWHEREYOUARE

CXMATURITYASSESSMENT

Just12%ofCXprofessionalsconsidertheirorganisationtobe‘leading’,

basedontheIpsosCXMaturity

framework.2

Asforanyorganisationonanyformof

transformationaljourney,athoroughassessmentofthecurrentstateisrequired.Inorderto

thinksystematicallyaboutcurrentandfuturecapabilitiesaroundCX,ithelpstounderstandwhatagreatCXculturelookslike.InIpsos’

CXMaturityAssessment,therearesevencore

competencieswhichunderpinleadingCXcultures,againstwhichanorganisationshouldevaluate

themselves.ThisframeworkprovidesacommonorganisationallanguageandisthestartingpointonthemaptoguideyourcompanytowardsCXtransformation.Forexample,afoundational

organisation’sCXisdeliveredinsilosmeaningthedeliveryofexperiencesisrandomisedandinconsistent.Whereasaleadingorganisation’sCXdeliverypermeatesallareasofthebusiness,meaningtheexperiencesdeliveredare

differentiatedintheirmarketplaceandbeyond.

Theprojectstartedwithon-siteimmersion,collaboratingwithkeystakeholdersto

understandwheretheopportunitieslay

amongProcess,People,PerformanceInsightsandData,Technology,ServiceDeliveryand

Governance.Thiswasfollowedbyworkshopstoestablisharealisticandachievabledeliveryroadmaptofutureoperatingmodelsuccess,whichincludeddevelopingserviceblueprintsandcrossfunctionalgovernancetobringtolifeandoperationalisethenewmodel.We

aremeasuringimpactthroughthe'VoiceofSchools'Experienceprogrammeonanongoingbasis.

school,vocationaleducation,adult,migrantandhighereducation.Theywantedtobringthevoiceofschoolstotheheartofwhat

theydoandestablishanoperatingmodelandgovernancestructuretofuture-proofthewaytheyoperateandcontinuously

improveservices,developpolicyandevaluateprojects.

Ourclientis

responsibleforthedeliveryandcoordinationofearlychildhood,primaryschool,secondary

CASESTUDY:OPERATINGMODELDESIGN

Figure1CXMaturityFramework

Evidence

Impact

CXInsightEcosystem

Cultural

Enablement

Customer

Understanding

ESG

(Environmental,Social

&Governance)

urityFra

atmew

FutureStateRoadmap

Strategy&

Sponsorship

Source:Ipsos

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4IPSOSVIEWS|REWIRINGYOURCXDNAREWIRINGYOURCXDNA|IPSOSVIEWS

UNDERSTANDINGOFCUSTOMERJOURNEYS

Afundamentalchallengeforsomeorganisationsisthatthemostimportantcustomerinteractionsfailtoleavepositivelastingimpressions.Whilesomeinteractionswillcertainlycarrygreater

meaningforthecustomer,thebasicpremise

ofseeingeachinteractionasanopportunitytoreinforceacustomer’srelationshipshouldn’tbetakenforgranted.

Mappingyourcustomers’journeys,includingtheirfunctionalandemotionalneeds,will

helpyouunderstandhowcustomerswanttointeractwithyourcompany,andwhattheidealexperienceshouldbealongtheirjourneys.

Brandsneedtounderstandthemomentswheretheyhavethepotentialtocreatepowerful

positivememories.Todothis,theyneedto:

•Haveadeepunderstandingoftheentireexperienceacustomerhasbefore,duringandafterinteractingwiththebrand.

•Identifythosemomentsinthecustomerjourneythathavethepotentialtobemostmemorable.

•UnderstandtheCXForces3thatdriveemotionalattachmentandrelationshipstrength.

•EnsurethatCustomerExperienceiscloselyalignedtobrandstrategy,toreallydeliveronthebrandpromiseduringthemomentsthatmattermosttocustomers.

Figure2DiscoveringviatheCXJourneylens

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PETTIO

ForcesofCX

ateachstage

Note:TheForcesofCXisIpsos'human-centricframeworkthathelpsorganisationsdrivestrongerrelationshipsthroughabetterunderstandingofcustomers’functionalandrelationalneeds.

Source:Ipsos

3.DETERMINEWHEREYOUWANTTOBE

COMPELLINGCXVISION

Havingarticulatedthisidealfuturestate,CX

andbusinessleaderscanthenformulatea

strategytoachieveit,alongwithacoordinatedsetoftacticsandactionplans.

ACXvisionshouldn’tjustbewordplay,itshould

beuniquetoyourorganisationandalignwith,

andsupport,yourbrand’soverallvision,promise,

andguidingvalues.ACXvisionshouldbea

compellingdescriptionoftheidealfuturestate

thateveryoneisworkingtowards,andonethat

engagesandexcitesbothcustomersandteam

members.

INTERNALANDEXTERNALCOMMUNICATION

Acustomervisionandstrategyisonlyas

goodastheeffectivenesswithwhichit’s

communicatedthroughouttheorganisation,

andtotheworldatlarge.Craftyourvisionandstrategy,shareitinternally,thenshoutloudlyaboutitexternally.Acommunicationplanisavitalpartofthechangemanagementplan.

•Internal:Ongoingandproactive

communicationregardingexpectationsandchallengesisimperative.ItisessentialthateachandeveryoneknowstheroletheyplayandthebehavioursrequiredfromthemtodeliveronCXexpectations.It’ssimplynotenoughtostateyourvisionandthenlet

itfade.Theremustbecontinuousfollowup,andclear,consistentcommunicationtoallemployees.Leveragingcustomerandemployeestoriesthatincludeboth

thefactsandemotionswillcreatea

lastingimpressionwithallofyourdesiredaudiences.

•External:Publiclystateandprovide

continualrelevantupdatestoinvestors,

media,andotherexternalstakeholders

regardingCXeffortsandtheirimpacton

thebusiness.Asappropriate,communicateyourintentionsandprogresstoyour

customerswhereitmatters,whetherthatbethroughin-storesignage,personaliseddigitalmessages,socialmedia,your

website,news,orarticles.Thisnotonlybringsyoucreditwhereit’sdueand

ensuresfutureaccountability,buthelpsattractcustomersandemployeestoyourbusiness.

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CLEARANDAGILECXROADMAP

ACXroadmapisthetranslationofthecompany’sCXstrategytoidentifythebestwayforward

(technology,people,process,knowledge,andcapabilities)overthenext6,12and24months,toensurethatcustomercentricitybecomesareality,notjustanaspiration.

TheCXroadmapmust:

•PrioritiseCustomerExperienceinitiativesandinvestmenttodeliveratangibleReturnonCXInvestment(ROCXI).

CXTRAINING

REWARD&

RECOGNITION

VOICEOFTHE

CUSTOMER(VoC)

JOURNEYMAPS&PERSONAS

ROADMAPOVERVIEW

GOVERNANCE

Wheredoyoustart?TheCXroadmapshould

bebuiltonthebackoftheCXmaturity

assessment;knowingwheretostartcomes

INNERCLOSED

fromthediagnosisandunderstandingofwhere

youstackupagainstthedifferentmaturity

CXCENTRAL

PLAN

•Alignwiththecorporatebusinessmissionandobjectives.

•ClearlyoutlinethepathtofollowtoachieveyourdesiredCXgoals,withassociated

milestonesandKeyPerformanceIndicators(KPIs).

LOOP

competencies.Youcanthenprioritisewhich

areaneedsimprovementandidentifytheactions

thatwillcollectivelynavigatethebusiness

towardsimprovingtheexperiencesyoudeliver.

YourCXgovernancewillbecriticaltodriving

yourroadmapandholdingindividualsandteams

accountable.

CASESTUDY:CXSTRATEGYDEVELOPMENT&ROADMAP

•Assessingtheorganisation'sCXmaturity

byaskingallstafftoprovidetheirviewsonCXperceptionsandtoassessthesevencore

competenciesofCXmanagement.Wecouldthendiagnoseopportunitiesandgapstoclose.

•Interviewingcustomerstodiveintotheoverallrelationshipwiththebrand,expectations,desiresandpainpoints.

Ourclient,

OUTERCLOSED

anenergy

provider,was

LOOP

goingthrougha

TARGETSETTING

CXVISION

re-brand.They

understoodthatinordertonavigateadisruptive

economicenvironment,theyneededtoestablisha

future-focusedCXstrategyandroadmap,ensuring

thatthenewbrandpromiseanditsCustomer

Experiencedeliverywerealigned.

Theinsightswerepresentedandworkshoppedwithleadersfromaroundthebusinesstoco-designaCXvision,associatedbehaviours,astrategyblueprintandroadmap,alongwith

change,communicationandresourceplanstosuccessfullydelivertothebusinessandfor

theircustomers.

Theprojecthadseveralphasesincluding:

•InterviewingC-suitestakeholdersto

CXCOMMUNICATION

DATA

INTEGRATION

STRATEGY

understandkeycriticalinfluencefactors,the

currentandfuturestrategyandoperational

deliveryofCX,aswellastheblockersand

driversforsuccess.

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4.CONTINUOUSLYMONITORANDIMPROVE

Whilelisteningaloneisnotenough,no

ExperienceManagementprogrammecan

besuccessfulwithoutapowerfulVoiceof

theCustomerlisteningprogrammewhich

drivesactionatitsheart.Bothhowand

whereyoulistenshouldbeintentionaland

meaningful.Whenlisteningpostsfeelmore

likeaconversationthananinterrogation,

you’representedwithinfinitelymoreauthentic,comprehensiveandvaluabledata.

Plus,theinsightsgarneredfromallresearch

vehicles–e.g.BrandTracking,Voiceof

Employeeprogrammes,customerintelligence

garneredfromcompanies’employees–becomeexponentiallymorevaluablewhenpairedwithcontextualdata,bothindirectandinferred.Bybringingtheseimportantinsightsfromtrackingintotheheartofyourgovernanceprocessanddecisionmaking,you’llhaveconfidencein

yournextbestactionsandbeabletoallocateresourcetodriveyourstrategyforward.Thatisthepowerofasuccinctlisteningstrategy.

HOLISTICLISTENINGTHAT

DRIVESACTION

Mostorganisationsonlygivecustomersthe

optiontoprovidefeedbackthroughonechannel,emailorwebsurvey.Whenthinkingaboutyourlisteningstrategy,consideralloftheavenues

yourcustomersusetointeractwithyouand

givethemtheoptiontoleavefeedbackthroughmobile,video,appsandsocialchannels(e.g.,Facebook,WhatsApp,Twitter,Google).

Whereyoulistenmatters,asitcanensure

yourbusinesshasamorecompleteviewinto

howcustomersexperienceyourbrand.Are

youonlycollectingfeedbackfromthein-store

experiencewhencustomersprefertoshopyourbrandonline?Areyoumissingakeyopportunitytocollectnon-purchaserfeedback?Focusing

onthetouchpointsthatmattermosttothe

customer,andmostsignificantlyimpactyour

business,willdeliverinsightsthatwillallowyourteamstodeliveramoreseamlessandimpactfulexperiencetoyourcustomers.

10IPSOSVIEWS|REWIRINGYOURCXDNA

Andwhenareyoulistening?Aswellashavingtheappropriatetouchpointlisteningpostsinplacealongcustomerjourneys–socalled

CXtransactionalresearch–youneedCX

relationshipresearchtounderstandtheend-to-endrelationshipwithyourcustomers;howyoustackup,includingagainstthecompetition,andtogetaholdonwhatreallymatters.

THERIGHTTECHNOLOGY

SaaSplatformsaretablestakesinVoiceof

CustomerandEmployeeprogrammes.The

marketisoverwhelmedwithdemosandslick‘talktracks’.

Onthesurface,technologiescanappeartodothesamething(signalcapture,textanalytics,closedloop,etc.).Fundamentally,selectingthetechnologythat’srightforyoucomesdowntothematurityofyourorganisationandwhereyouareatinyourownCXjourney.

Sohowdoyouinspect‘underthehood’and

ensuretheplatformyouselectstandsupto

scrutiny?Therearethreemainconsiderations:

1.Functionality:whatdoyouneedtoday

vs.what’sontheroadmap?Makesure

thetechhassufficientbandwidthforthistobeafuture-proofedsolution,atleastforthenextthreetofiveyears.

2.Commerciality:basedonscope,what

isyouryearoneinvestmentandtotal

contractliability?Platformprovidershaveuniquewaysofpricing,somakesureyoubuildinfeaturesyouintendtoadoptin

theshortterm,sotherearenoadditionallicencingsurprises.

3.Brandfit:howdothevendor’spurpose,culture,visionandvaluesalignwith

yourorganisation?Thinkabouthow

thissolutionwillintegratewithexisting

technologiesandhowitwillbeadoptedbykeyusers.

CXSERVICEDESIGNTO

CONTINUOUSLYIMPROVE

Thesedays,organisationsarerichwithdataandinsightsthatscreamopportunity.Yet,having

identifiedtheproblem,brandsstruggletogettotherootcauseoftheproblemandmake

meaningfulchangestotheexperience.UsingIpsos'CXServiceDesignprinciplesasawaytoactivateandimproveisareliableandscalablewaytomovebeyondmeasurementtocreatinganddeliveringwinningexperiences.

Forcasestudies,guidanceandframeworksfor

puttingServiceDesignprinciplesintopractice,

read

'CXServiceDesign:Designingexperiences

thatcreateemotionalattachmentanddrivebrand

growth'

.

REWIRINGYOURCXDNA|IPSOSVIEWS

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CASESTUDY:DESIGNINGANEWONBOARDINGEXPERIENCE

Ourclient,a

utilitiesprovider,

hadidentified

anissue

throughtheir

existingVoiceof

Customer(VoC)

programme–

specifically,thattheironboardingjourneywas

causingcustomerspain.Theirdesignquestion

was“HowMightWeensurecustomersare

onboardedefficientlyandreceiveamore

memorableexperience?"

Theprojectstartedwithresearchamong

stakeholdersandfrontlinestafftoseewhat

theythoughttheissueswerewiththecurrent

CustomerExperience,andwhatdatawas

informingthesehypotheses.Wecollaborated

withtheclient,mappingthecustomer

journeyandinterviewingcustomerswho

hadrecentlybeenthroughtheonboarding

processtounderstandthepainpoints,gainpointsandmomentsthatmatter.TheForcesofCXwereusedtoidentifythewaysinwhichtheonboardingexperiencecouldreallyhelpimprovetherelationshipwithcustomers

andmeettheiremotionalneeds.Theinsightwaspresentedandworkshoppedwiththe

collaborativeteamtodevelopnewideas,

whichwereprioritised,testedandhavesincebeenlaunched.Customeronboardinghas

becomesoimportanttotheorganisation

thatanewstrategicpillarof‘establishing

onboardingexcellence’hasbeenestablished,toensurecontinuousfocusonimprovement.

WearemeasuringtheimpactthroughtheVoC

programme.

Optimising:conductfullanalysisandrun

stakeholderworkshopstoidentifyandprioritiseactionsandprogrammesforchange.

Monitoring:measureoverallengagementKPIsandareasofstrategicfocus,conductingCX

linkageanalysistoguideactivity.

Mapping:utiliseexistingknowledgeandjourneyinsight,combinedwithupfrontdiscoveryand

deskresearch,tocreatedraftjourneysfor

testing.FocusonidentifyingtouchpointsandinteractionsinthecustomerjourneywheretargetedsupportcouldenableemployeestooffersignificantlybetterCX.

Understanding:conductqualitativeinterviewswithbothcustomersandemployeestoprovidearicherunderstandingtoexpandanddeveloptheinitialdraftjourneys.

Figure3Servicedesignapproach

UNDERSTANDTHE‘ASIS’ANDWHATCOULDBE

CREATINGTHEIDEAL

ANDMAKINGITHAPPEN

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1.

Discover

3.

Develop

4.

Deliver

2.

Define

1Understandthe

currentexperienceandtheopportunitiestoimproveordesignnewexperiences

2Identifythecriticalissuestoenhanceexistingorbuildnewserviceexperiences.Ideatekeyimprovementstothejourney

3Developthenewideasandcreateprototypestotest

4Testthenewideasand

blueprintthenewexperience.Pilot,testandimprove

Source:BasedontheBritishDesignCouncilDoubleDiamondframework

5.BEPEOPLEFIRST

CX-EXALIGNMENT

However,thepathfromonetotheotherisnotalwaysstraightforward.Forexample,some

well-establishedworkpracticesmaynotaligntochangingcustomerneeds.ItisvitaltoalignyourCXandEmployeeExperience(EX)programme

initiatives,inordertounderstandandidentifypotentialissuesandblockages.Stepsinclude:

Employeeswhoarepositivelyengagedwith

theiremployer’smission,valuesandwaysof

workingshouldbeamoreengaged,motivated

andcommittedworkforce.Inturnthisshould

supportthedeliveryofbettercustomer

outcomes,astrategysometimescalled

‘TotalExperience’.

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VOICEOFEMPLOYEEPROGRAMME

Manycompaniesdon’trealisethewealthof

knowledgealreadyattheirfingertips,just

waitingtobediscovered.Whobettertoinformyouofhowcustomersexperienceyourbrand

thanthefront-lineemployeeswholiveiteveryday?Theemployee’sperspectiveonimprovingthebrand’sdeliveryofCustomerExperience,

knownasVoiceofEmployee,providesbrandswithauniquelookintocustomers’experiences,

emotionsandstruggles.Itadditionally

empowersthoseemployeestotakeownershipofCXoutcomes.

Ifyouwantyouremployeestoknowtheyarevalued,proactivelyencouragethemtosharetheirideasandopinionsonhowtodelivera

betterCustomerExperience,aswellaswhat’spreventingthemfromdoingso.Don’tjustask

fortheirinput,taketheiradvice,ensurethey

knowthey’vebeenheardand,evenbetter,gettheminvolvedindevelopingthesolution.ThisprocessnotonlygivesCXleadersanup-closeviewofopportunitiesforimprovement,butalsosupportstheevolvingcompanyculture,hiringandtrainingpractices,andcrossfunctional

alignment.

Maintainingacustomer-centriccompanyovertimetakesacomprehensivecommitment,butdon’tletthisdeteryou.Findwaystorecognisepeopleforupholdingthebrand’spromiseand

rewardthosewhocontinuallystrivetoimprove

theCustomerExperience.

Whobettertoinformyouof

howcustomersexperience

yourbrandthanthefront-line

employeeswholiveitevery

day?

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6.MAKEDATA-DRIVENDECISIONS

PERFORMANCE

CXKPISLINKEDTOFINANCIAL

Only16%ofCXpractitionersgloballysaytheyhaveanalyticalmodelsthatlinkCXandbusinessperformance.2

KeyPerformanceIndicators(KPIs)arecentraltoCustomerExperiencemeasurementand

management.Customer-centricbrandsuse

themastherallyingcallofthevoiceofthe

customertounitetheirorganisationsanddriveactiontoimprovetheCustomerExperience.

IndividualsandteamsoftenreceivetargetsandremunerationbasedonKPIperformance.Atbothbusinessandindividuallevels,KPIsthereforeservetodrivecustomer-focused

Forafinancialservicesclient,weshowedthatincreasingloyalcustomersby1%=

revenueover2years

actionandimprovedbusinessperformance.

ThismakestheKPIauniquelypowerfultoolforchangeandabsolutelycrucialtorewiringyourCXDNA.

Byidentifyingthemeasuresofsuccessfor

theboardandC-suite,CXprofessionalscan

purposefullymaptheirinitiativestosupport

them.Thisisthesinglemosteffectiveway

todemonstratethevalueofCXinalanguage

executivesunderstand.Performingfinancial

linkageorReturnonCXInvestment(ROCXI)

analyticsquantifiesthelinkbetweensurvey

KPIsandbusiness/financialoutcomes.Puttingadollarfiguretoyour‘CXnorthstar’iscertaintogettheattentionandbuy-infromtheC-suite.

Foraglobalautoclient,weshowedthat+1%intheirexperiencescores=

inannualsales

INSIGHTSANDFORESIGHTS

It’sonethingtocollectandanalysedata,but

it’sanothertothinkaboutwhatyouwillneedtolearnanddrivewithinthenext6,12or18

months.Byidentifyingwhatyouwanttoknow,you’reabletoevaluateanygaps,buildresearchandanalyticsplansandmaintaincustomer-

centricmomentumacrossyourorganisation.

LeadingCXteamstaketheleadindrivingdesiredcustomerbehaviours;indriving

increasedretention,shareofspendand

advocacy;indrivingoperationalefficiencies;indrivingaReturnontheirCXInvestment(ROCXI).Theyhaveaplantobuildtheir‘dreamhome’–tobuildanddeliverontheirsuccessfulcustomer

strategy.

REWIRINGYOURCXDNA|IPSOSVIEWS

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SUMMARY

Someorganisationsmaynothavetheresourcestofollowalloftherecommendationsoutlined

above.Othersmaywellhavealreadymade

considerableprogress.Regardlessofyour

situation,craftinganeffectiveandsustainableCXstrategyisanongoingprocessthatisneverdone.Butjustbytakingthefirststep–evenimperfectly–andbysimplyfocusing