Transform Customer Experience

Chapter 8Insights into action

This is where the rubber meets the road! It’s time to start setting priorities to guide the process of change. By now, you should have plenty of new, thought-provoking information about how customers interact with your organisation using the existing channels. The research that went into your customer journey map will have alerted you to points of delight and pain, and to places where a transition from one channel to another isn’t being managed well. As you can see from the case studies in previous chapters, if you have problems on that front, you’re not alone.

There’s disruption afoot everywhere, with new competitors emerging almost overnight in one sector after another. When the environment is changing so rapidly, companies need to be more agile and responsive than ever. The next case study deals with a company that began as a laggard but soon lifted its game. The incident greatly heartened me because it showed how a well-directed intervention could change the minds of the executive team and redirect their focus towards improving their customers’ experience.

Bridging CX and EX

When we’re developing a company’s customer experience strategy, we often begin by giving staff a chance to say how they’d like customers to describe their organisation if all the real-life restrictions on their operations magically melted away.

It’s a great chance to focus people’s ideas about the direction the organisation’s customer experience needs to take. But when ...