customer experience“Gooooaaal!”  That’s what I wanted to jump out of my chair and shout more than once yesterday, as I was one of millions in the world watching the nerve-racking USA vs. Belgium World Cup soccer game. Ugh.  As much as Tim Howard and the rest of the team wowed the world with an epic battle, the loss was a tough pill to swallow.

During the World Cup, fans from all over the world are fixated at all hours of the day on the television, Internet and mobile devices to keep up on each game. And while many teams have had inspirational performances, fan attention quickly shifts or even fades after defeat. Putting this in a customer experience (CX) context, businesses have similar challenges in keeping customers’ attention, driving engagement and boosting loyalty. While it’s critical to make a run into the box and score when it really counts, being able to beat competitors requires defining your target and knowing all the plays to keep your profitable customers engaged.

As the clock ticks, the sense of urgency to win market share, increase sales, and drive down costs gets more intense. As the days pass, the competition gets fiercer. So the question is, how can you ensure you score big and and keep your customers engaged at all times in a globally competitive marketplace?

In the Age of the Customer, the right place to start is to have a solid CX strategy.  To build one, you need a CX assessment that baselines your current customer experience – across customer segments from fair weather fans to the loyal die-hard. Then, you can build out the future vision and supporting experiences for your business.  The outcome is a strategic roadmap and business case to justify change.   With a CX assessment, you should:

  • Map out your current customer engagement lifecycle – Identify your target customer segments (those typically most profitable to you) and map out your customers’ journeys across interaction channels.
  • Prioritize what matters most – Next, spend some time identifying what your target customers care about most, align those to your brand values, and identify where to focus based on what’s important to both you and the customer.
  • Build out your future customer engagement lifecycle – Identify operational metrics that actually impact your NPS, Customer Effort Score, or other customer experience metric of choice. Based on the identified priorities, map out the future state of you customer journeys, with the high points aligned specifically to your brand values.   Be sure to identify the relevant interaction channels that should be included for your target segments.
  • Create an actionable CX transformation plan – From a gap analysis between your current and future state journey maps, leverage a financial business case to justify priorities on what to do first, considering impacts on both cost savings and revenue gains across people, process, and technology.

Executive stakeholders, contact center managers, and heads of branch or remote offices can all benefit from insights into how aligned your brand promise is with the customer experience you are providing. This greater visibility into customer interactions and operations can bring any organization enormous value, including:

  • Focusing resources and investments in the right places to create branded experiences
  • Aligning operational metrics to what matters most to your customer experience objectives
  • Building out an improvement plan to ultimately improve customer experience, efficiencies, and revenue generation.

With your initial CX Assessment complete, you can confidently move forward to accurately boost [profitable] fan loyalty and ultimately declare the triumphant shout: “Goooaaaaalll!”

Contact us today to set up your own CX Assessment.

You can also read more about customer loyalty in our white paper Boosting Customer Loyalty and Bottom Line Results.

Thanks for reading and I welcome any comments below!

Tom Eggemeier

Tom Eggemeier

Tom Eggemeier is the president at Genesys. He is responsible for all of the company's customer-facing activities, including global sales, customer success, channel, and field operations. Prior to his current role, Tom led the Alcatel-Lucent global enterprise sales organization (which...