This is part three of a four-part series of posts about the components of a world-class CX function.  I began last week with an overview of the structure.  Since then I’ve posted on CX strategic alignment and your Voice of the Customer program.  We come now to the action part of this series of articles where I’ll emphasize what you do to improve your CX.  In the last installation we’ll discuss what it takes to build and support a Customer-centric culture.

One of the cliché lines I use with my clients (and anybody else who’ll listen) is that without action, your Voice of the Customer (VoC) program is a lot like the weather:  Sure it impacts you, and yes everybody talks about it, but nobody ever does anything about it.  A good friend of mine and CX guru Nate Brown will often say that too many folks see VoC as the finish line instead of the starting point that it really is.  In fact, if all you’re doing with your CX data is reporting it up to leadership, it’s not likely to be doing much good.  No matter how valuable the insights gleaned from (for example, but surely not limited to) survey data, it’s not going to do you any good if you’re not doing something with it.  First of all it’s a waste of your analyst’s time and effort to simply report it up the chain or put it on a pretty slide if you’re not going to act on it.  Secondly, and more importantly, it’s kind of an insult to your Customers to ask them for their input and not use it to improve their experiences.

So how do you do that? […]