I wouldn’t be a self-serving, self-promoting consultant if I didn’t have a few frameworks to show you, so at the risk of shaming myself and losing my membership card, here’s another one. Over the course of five articles, I’ll get into each of them, but here I’ll lay out what I term the Principles of Good CX. (more…)
The concept of a Chief Customer Officer (CCO or, sometimes, CXO) is still pretty fresh for a lot of organizations. I’ve even posted a video to go over some of the simple questions like, Why should you have a CCO and what are the benefits? But just what a CCO is sometimes feels foreign, even though the responsibilities are pretty simple to analogize to other leadership roles in any organization. As with these other positions, the job can be broadly broken down into two main hats the CCO wears: one as a leader and representative of an important part of the organization on the leadership team, and the other focused functionally and inwardly.
If that sounds familiar, it should. In much the same way as the Chief Finance Officer is responsible not only for the day-to-day keeping of the books but also for bringing insights from that bookkeeping into the leadership team in order to offer guidance and expert opinion on what those finances are saying and what we should do about it, the Chief Customer Officer likewise has a team of CX experts deriving Customer-centric insights and acting on them (day-to-day functions), while also representing that part of the business in a collaborative effort to make the best strategic decisions as a leadership team on behalf of the organization.
When it comes to the CCO functional responsibilities, they fall into three categories: the Voice of the Customer (VoC) program, Process Engineering (PE), and Customer-centric culture. These all work together to create an ecosystem from which the CCO draws insights to inform the rest of the leadership team (the other part of the CCO’s job) about how decisions they make will impact the Customer and the impact that will have on the organization as a whole. (more…)
Here’s a direct link
@jnickhughes of Founders Live had me on his podcast recently where we spoke about #cx and #startups and how important it is to listen to your #customers and apply what you learn.
Check it out! https://t.co/wj0DXLJUQN
— Nicholas Zeisler, CCXP, LSSBB, CSM (@NicholasZeisler) October 30, 2020
Where is your CX function located?
That’s a common question often used to kick off conversations on many webinars and conference chats. For a while I found it mildly interesting as a survey question and as an icebreaker or a means of getting people engaged right off the bat. But the more I found the answer to be “within the Customer Support organization,” the more puzzled I became:
Isn’t the goal of CX, to a degree at least, to drive support out of business? (more…)
Hi folks! We've got another Reuters Events Marketing & CX webinar coming up next week:https://t.co/0iblZRsh5J
I'm looking forward to speaking with Ana Pia Guzman-Briley, MBA from TGI Fridays, @ljasminek from Sutter Health, @caroltran, and from our sponso…https://t.co/Fd13zMsGQy
— Nicholas Zeisler, CCXP, LSSBB, CSM (@NicholasZeisler) October 23, 2020
I’ve written previously about different job postings with CX-sounding titles. One of those jobs is in the family of “Customer Success” positions. If you’re like me, and work in CX, you may have wondered, What, exactly, is, Customer Success? From a CX perspective, it may be useful to understand how these roles and their responsibilities differ from ours. To that end, it’s a lot like CX, but it’s not exactly that. While I’ve not played much a role in this space, I’ve made quite a few connections in the CS world and here’s what I’ve been able to gather from these conversations:
You know I’m all about metrics and measures. One of the things that made entering the CX profession so attractive to me was that this is a field of study that’s not only based in numbers, it’s starving for people who have an affinity for measuring. CX is a study that’s founded on measuring…from survey results to Customer habits and attitudes to top-level improvements in your CX KPIs, numbers are all around us.
One topic of confusion I’ve seen a lot over my time is in regard to lead versus lag measures. Everybody’s got their own opinions and there doesn’t seem to be a textbook answer to what’s what, so take this as simply my theory and how I approach what’s meant when we speak of such things. (more…)
“Well, it’s because they’re different.”
The not-deliberately snarky, yet somewhat oversimplified tautological response was understandably not satisfying for the support business leader who’d asked me why I thought NPS would be different for the different lines of business his organization supported. But in the end, it’s no more complicated than that. Forget that I was, without it occurring to me, loosely quoting Vanilla Ice, but sometimes it’s hard for us in the context of the business we think we already understand to see the forest for the trees.
In my defense, the Customer profiles were different, the products in the different lines of business were tremendously different, and even the people they had supporting the two products were different, and located in different contact centers.
This occurred to me the other day when I was reading through some discussions regarding two approaches in the VoC world: Transactional versus Relationship surveys. (more…)