I write this post to not just sound the alarm, but to stimulate some useful discussion about why CX is failing, and what to do about it.
To start off, I’ll share what learned from a discussion with Paul Hagen, a former Forrester CX analyst now head of Customer Experience & Innovation Strategy at West Monroe Partners. Like me, he’s worried about CX’s future, wondering “when with the term go away” as executives “focus on the next shiny object.”
http://customerthink.com/an-inconvenient-truth-93-of-customer-experience-initiatives-are-failing/
Over the last fifteen years, many corporations have embraced the goal of creating a superior Customer Experience. The principle is powerfully intuitive – customers that have an emotional attachment to your brand or products will buy more and build a reputation that attracts more customers.
The promise of growth and competitive advantage is so enticing that large investments have been made despite a weak business case for an attractive return. All CX gurus state that a connection to the company bottom-line is important, but few discuss the hard details on how to do that. The current business case for CX rests on weak correlation analyses.
http://customerthink.com/customer-experience-will-be-a-fad-without-a-better-business-case/
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