Customer Experience is a science. CX isn’t a “hard” science like chemistry or physics because people don’t behave like chemicals or atomic particles. But CX – or at least CX done right – is systematic in measurement, design, and application and sits squarely in the domain of the social sciences.
We’ve always said that everyone owns the customer experience. But let’s be real—when the customer is mad, they’re not calling the product team, or marketing, or Gary in procurement.
X + O = the motherlode, the Holy Grail of data. Most firms, however, simply fail to connect the dots across data sources. The result is a failure to realize the benefits of data integration.
Let’s be honest—”customer experience” is one of those phrases that gets tossed around a lot, usually alongside “delight,” “omnichannel,” or “synergy.” But if you’re a Chief Customer Officer, you know it’s way more than just corporate lingo.
The promise is bold: you can do everything yourself without the need of expensive support and get away from reliance on the research geeks. The problem is the gap between the promise and reality.
Companies strive to create value. But what defines your firm’s value? And what is the source of that value? Value is created by customers. Customers buy stuff – that’s what creates value.
Everyone wants measurements that matter – there isn’t much point in having metrics that fail to or inaccurately measure what you are trying to accomplish. The best CX metric is that which best explains the customer behaviors you are trying to motivate and the business outcomes you want to drive.
It’s increasingly rare to find a mid-sized or larger company that doesn’t have a CX/VoC program of some sort. But for many (perhaps even most) firms these programs are check-the-box cookie cutter formalities that really aren’t listening or taking meaningful action on what they hear
In manufacturing, establishing trust and enabling digital transactions are both critical, but their relative importance can vary based on the specific context and goals of the business.
If you want your CX efforts to be taken seriously at budget time, in the C-Suite, or the Boardroom, you must be able to quantify in some way the value of improving the customer experience for your company.