A potential client contacted me a while back and was inquiring about my framework (well, thanks for asking, of course, you can check it out in my new book!). If you’ve read much of my stuff, you may know that, once you ground your CX strategy in your Brand Promise, the three moving operational parts of your Office of the Customer should be Insights, Process Engineering, and building a strong CX Culture.
Your mileage may vary, but this is a pretty good overall framework and encompasses many of the vital principles and practices of good CX that need to be addressed if you’re going to get CX right: Knowing the purpose for why to do CX in the first place, making it a robust and vibrant, active part of your organization, and seeking Customer insights with curiosity and in a spirit of improvement while supporting your organization in order to help it develop into a truly Customer-centric brand.
This CEO specifically wanted to know how much effort she should expect to have to put into her CX efforts. The company in question didn’t have much experience with a deliberate, dedicated CX function and was interested in investigating what a true Office of the Customer—led by a Chief Customer Officer—would do with itself. (more…)