Set up a framework for the standard of the client expertise

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Many companies invest heavily in tracking and improving the customer journey to support Customer Satisfaction (CSAT) and Net Promoter Scores (NPS), but they still struggle to make a measurable impact because they are not sure where and how to prioritize improvements and deliver the insights necessary so that those involved can do their job effectively.

According to Gartner, over 70% of CX executives report having difficulty developing projects that increase customer loyalty and get results.

Also, most voice-of-the-customer (VOC) programs – structural drivers of a good CX – don’t evolve, according to Forrester’s Top 10 Trends Among VoC Leaders report. Instead, these programs focus too much on surveys, waste unstructured and unsolicited feedback, lack data integration, and struggle to demonstrate business value.

Additionally, most companies don’t approach CX with a holistic vision. Disrupt silos and one-off myopic projects. However, a wide-angle macro view is imperative to identify and fix problem areas.

This may sound intimidating, but having a unified, enterprise-wide approach to CX makes a company’s efforts easier.

And while it is important to move to an enterprise-wide, unified approach to CX, it is equally important to fully understand the CX challenges. Every company is unique, but most struggle with CX in the same way:

  • You don’t hear everywhere: Despite the flood of information, a lot of valuable data remains unused.
  • You can’t analyze data intelligently: Scarce resources make it impossible to draw actionable insights from your CX program.
  • They don’t prioritize the best actions: Finding problems is easy, but identifying fixes, product changes, and strategies that move the needle in CSAT and NPS are rare.
  • There is no company-wide CX obligation: Teams are separated, insights are isolated, and executive interest increases and decreases.

And CX doesn’t get any easier. Even if CX becomes more important from year to year, the landscape is becoming more and more difficult to navigate.

Customer journeys become more complex as interactions increase and channels expand, and expectations for self-service, speed and authenticity of engagement increase. Organizations struggle to strike the right balance between automation and the human touch, and internal teams and budgets are stagnating as demands on external CX increase.

A new customer experience framework to increase CSAT and NPS

Organizations cannot make measurable progress in satisfaction or meet business goals by playing CX-Whack-a-Mole – that is, chasing one problem at a time in hopes of finding the right formula. Rather, CX must be a holistic effort driven by leadership to focus on prioritizing and aligning the organization.

“The CX programs of the future will be holistic, forward-looking, precise and clearly linked to business results. Those who stick to traditional systems will be forced to catch up in the years to come, ”predicts McKinsey & Company.

CX is not a box to tick. It must be an integral part of doing business and a first-level organizational mandate.

A new customer experience framework is needed to consolidate, visualize and analyze experience data to make quick, intelligent decisions and improve beacon metrics like CSAT and NPS. To do this, companies need a standardized approach to data integration, analysis and visualization. The approach must enable executives to put large amounts of data to practical use in order to actively improve the quality of customer interactions.

The CX framework must incorporate all input from all channels – behavioral, attitudinal, and inferred – from a company’s physical business to its websites and apps to contact center engagements.

Many factors influence CSAT and NPS, but CX programs that isolate and enhance the experience have a direct and measurable impact on these satisfaction and referral scores to achieve a CX benefit.

With the quality of experience as the CX strategy framework, executives can better manage the collection, monitoring and tracking of large amounts of data. gain the ability to quickly equip their teams with the insights they need to innovate and solve problems; and improve customer interactions and link changes to business goals.

A quality framework for the customer experience begins with listening

The starting point for the quality of the customer experience is the listening program that organizations develop to understand customers. It needs to go beyond surveys and collect data from all channels – including web, mobile, location, and contact center – in the form of direct, indirect, and inferred feedback.

This can include contact center calls, transcripts, and open ends; Customer feedback data via email, SMS, IVR surveys after the call, websites and mobile devices; Operational data from contact center, digital, and location interactions; derived behaviors, feelings, and emotions; and sources for employee feedback.

An essential part of a hearing program is the consolidation of all data. This can be done with unification tools that map the data source context, expand the analysis functions and at the same time accommodate all data sources on one platform. By standardizing data feeds in advance, the CX platform can provide a comprehensive, analytical view of customer interactions in real time.

Seeing the results of the listening program through a series of dashboards makes it easier for decision makers to use the results to break internal silos, unlock the full value of a company’s CX investments and prioritize and gain deep real-time customer insights to react . The dashboard can cover many touchpoints, from digital search or chatbot experiences to purchases, deliveries, and returns.

The good news is that the quality of the customer experience is already there in a company’s CX records. Detection and operational availability are made possible by integrating the data with the right framework.

Having a quality customer experience framework enables organizations to process and analyze data more easily, automate and accelerate decision-making, and operationalize improvements across the organization to compete for a better customer experience.

More resources on the quality of the customer experience

The CX Gap: How We Got Here (And How To Fill It)

How to Achieve Loyalty and Growth Through Customer Experience Excellence | MarketingProfs webinar

What defines the customer experience: Jeannie Walters on marketing smarts [Podcast]

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