When budgeting for CX, a key question is how to determine the business value. Seventy-five percent of the marketing leaders responding in this year’s report said they had calculated the business impact of improving CX, a figure which had only been 48 percent two years ago.
To that aim, Gartner makes several recommendations. For instance, it suggests that organizations can employ customer data that shows the impact of satisfied customers, since customer satisfaction is the key goal of customer experience efforts.
http://clickz.com/spending-on-customer-experience-increases-as-its-impact-is-more-widely-recognized/259657/
As you think about your experience management (XM) efforts, it’s important to understand how people flow through the experiences in their lives — as customers, employees, patients, fans, citizens, students, etc. To help deepen that understanding, I’ve created a simple model, the Human Experience Cycle (HxC). As you can see in the chart below, the HxC is made up of five elements:
Expectations: What a person anticipates will happen during an experience.
Experiences: What actually happens to a person during an interaction.
Perceptions: How a person views an experience based on their expectations.
Attitudes: How someone feels about the organization.
Behaviors: How a person choses to interact with an organization.
https://experiencematters.blog/2019/03/20/the-human-experience-cycle/
It is very refreshing and encouraging to see so many organizations with mission statements indicating their focus on the customer and their mission to deliver the best customer experience. Over the past few years, organizations have begun taking it a step further than just stating this customer focus, but have started establishing teams or divisions who are dedicated to the customer and their experience. Today, we hear more and more about firms with a CCO (Chief Customer Officer) or VP of Customer Experience.
http://www.customerexperienceupdate.com/?open-article-id=7604198&article-title=want-to-deliver-the-best-customer-experience--it-takes-more-than-a-metric&blog-domain=maritzcx.com&blog-title=maritzcx/
Criteria for promotions, raises, hiring, bonuses, budget expansion and recognition reveal your true motives about customer experience. These criteria drive behavior even more than goals and values. These “business rituals” criteria are the truth about your culture. They’re the engine behind your growth.
https://clearaction.com/customer-experience-motives/
For the sixth year in a row, job satisfaction has improved in the US, surpassing a 50 percent satisfaction rate since 2005. Despite overall satisfaction, there are areas that increasingly prove problematic for employers, such as promotion policies, performance review processes, and internal recognition. Unsatisfied employees aren’t typically pushing out the best qualities of their employer, leading to problematic external situations.
http://customerthink.com/why-employee-happiness-customer-happiness/
Founder and Chief Executive Officer (CEO) of Amazon, Jeff Bezos famously said, “Your brand is what other people say about you when you’re not in the room.” Warren Buffet, chairman and CEO of Berkshire Hathaway cautioned, “It takes 20 years to build a reputation and about five minutes to ruin it. If you think about that, you’ll do things differently.”
Rick Crump, founder and CEO of KineticXperience, drove both those points home during his presentation “Advice From An Industry Expert: Introducing Customer Experience To A Clinical Setting: The KineticXperience” at the 2019 OPEN MINDS Technology and Innovation Institute in Philadelphia during which he encouraged health and human service executives to reassess consumer touchpoints to ensure good customer service.
http://openminds.com/market-intelligence/executive-briefings/why-specialty-provider-organizations-should-care-about-customer-experience/
How many times have you called your credit card or insurance company only to plow through a grueling five minutes of automated options before being put on hold for the “next available representative”? After being reminded that “this call will be recorded for quality assurance purposes,” another five minutes drag by before you’re finally talking to a human being.
By this time, you’re frustrated and exhausted, and you wonder how any company concerned with “quality assurance” could put you through such an obnoxious ordeal.
This is an example of an awful user experience (UX) – from its clunkiness and inefficiency to its total lack of regard for the customer’s time, this kind of call center gauntlet is doing the company no favors with regard to customer satisfaction or loyalty. As such, it has an immensely harmful effect on the overall customer experience (CX) – how customers engage with a company over the entire duration of their time using its products and services.
http://customerthink.com/why-you-should-be-thinking-about-ux-and-cx-differently/
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