The 2017 Chief Customer Experience Handbook

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The 2017 Chief Customer Experience Officer’s Handbook
Resetting the Customer Experience Function, the New Hardest Job
Chief Customer
Officer Series
Institute for Employee and Customer Value

Chief Customer
Officer Series
This report is CX Pilots’ first study of the entire CX function—and the first in the series
of Chief Customer Officer studies developed by the CX Pilots Institute for Employee and
Customer Value. We now have data from 33 CCO interviews over the past two years.
The CX Pilots Institute for Employee and Customer Value is part of the CX Pilots’
Organization focused on leadership development and training initiatives for improving
the relationships between business leaders, employees and their customers.

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This handbook is based on a study of 33 interviews
with Customer Experience leaders, Chief Executives
and employees on the front lines of CX.
11 - Banking/Finance
9 - Professional Service
6 - Technology
4 - Manufacturing
3 - Healthcare
13 - Chief Marketing Officer
8 - SVP/EVP Marketing
6 - Chief Customer Officer
3 - Dir./Executive Dir. CX
3 - Customer Experience Manager
industry
title
Resetting the Customer Experience Function, the New Hardest Job
Chief Customer
Officer Series

Chief Customer
Officer Series
We asked Chief Customer Executives and CX leaders what their greatest challenges were in
establishing or optimizing their companies’ Customer Experience programs. Their answers
illuminated the intricate relationships that exist between the boardroom and the executives; the
executives and the management; the management and the employees; the employees and the
customers; and the customers and their experiences with the brand. see figure 1.
Our research uncovered the core elements of stress, friction, and success in setting up,
managing, and optimizing CX programs. We discovered three surprising patterns that distinguish
outperforming from underperforming enterprises. Outperforming enterprises reveal the
following:
a) When it comes to critical CX funding and program initiatives, the distance that exists
between the boardroom and the customer is significantly shorter.
b) The organization shares collective ambition around the customer imperative within a
customer-centric culture.
c) The organization can hit pause, reset the CX function, regroup, and set a course that
empowers CX leaders and employees.
This report focuses on the third point; hitting reset and creating more powerful
coalitions that can execute based on the priorities that move them and their
organizations from stagnant to stellar in the shortest amount of time.
Bottom Line
boardroom executives
management
employees
customers
BRAND
executives
management
employees
Figure 1. The value of Customer Experience decisions are the product of decision value,
consensus and the distance of the decision from the customer.
consensus
consensus
distance from customer
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Institute for Employee and Customer ValueResetting the Customer Experience Function, the New Hardest Job
consensus

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a) They no longer see technology and platforms as the panacea. Now it is more important to reduce
friction in key decisions and execute with a shared sense of accountability for the customer experience.
b) To win at the game of CX, leaders and employees need the authority to operate without so many
rules. Establishing trust is really important.
c) CX operations strategy is mission-critical; structure of team and process is beginning to outweigh
data. Being organized to understand and act quickly on collected data is the new frontier.
How do CX leaders view the world? CX leaders reveal that gaps are emerging in the management of their CX programs such as:
• Employees are frustrated because they are not aware of processes, rules, and policies that
are necessary for managing cross-channel customer service.
• Employees lack authority to respond to customers’ needs in a timely manner because too
many decisions are required.
• Lack of shared vision between the employee and the management due to disparity of
information flowing down to those closest to the customer.
• Executives treating CX as a ‘managed risk’ thus over-scrutinizing all costs, crippling the CX
centers education, program management and hiring efforts.
• Management more focused on drawing boundaries around CX instead of helping to create
patterns of collaboration in support of CX.
• CFOs showing a lack of willingness to increase their investments in CX; focusing instead on
cost containment.
• Lack of a shared vocabulary around CX across the entire organization.
We asked Chief Customer Executives and CX leaders how they view the world
with respect to Customer Experience programs. We were curious how they
established and optimized their companies’ programs. We learned that there is
consensus among CX leaders on several key points.
Chief Customer
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CX leaders want detailed and accurate representations of their customers’ experiences and goals. From
there, they want to assemble the right machinery to analyze and act on what they have collected. This
helps them apply their resources where they can have the greatest impact. It doesn’t stop a having
accurate customer journey maps. Accountable teams need to take action on key insights quickly from
experience data without waiting for extraneous decisions.
Taking a traditional approach to CX or imitating another brand’s best practices doesn’t work. In order to
create more effective and strategic pathways, CX leaders know they need to reset their CX programs.

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CE0s have to rethink their support for CX programs within their companies and re-
establish what that means for leadership and the employees. If they’re asking them to
persistently and reliably focus on enhancing the experiences their customers have with
their brands, they have a lot of work in front of them.
The CEOs we talked to had one of two attitudes about Customer Experience. Either:
a) They understand the importance of CX. They have faith in the management of
their CX programs and the leaders driving them. They know they need to
increase the support and funding of their CX programs. They’re active in making
CX a strategic asset.
b) They feel they’re doing okay. Their organizations are prepared to weather
whatever changes are necessary without increased investment in CX. They feel
CX is as important as all other organizational concerns.
Our bets are with the CEOs who are increasing their priorities around CX.
What CX means for CEOs
What CEOs can do to address the unarticulated concerns of their CX leaders:
• Develop an increased rate of empathy for the what the CX leader is trying to accomplish.
• Move CX into the boardroom. Increase funding and executive support for your CX program.
• Ask your CX leader what you can do to help them meet their CX objectives.
• Ask the CFO to increase her involvement with the CX program. Remind her to offer a little
more support and faith and a little less scrutinization.
• Bring HR in to help increase skills and capabilities by training or adding people.
• Create a CX charter that help the CX leader break down some barriers and silos. If the rest of
the company knows the CEO has total support of this, everyone else will tend to fall in line
with less friction.
One CEO said,
“We’re in a constant state of change. Now Customer Experience is a pressure exerting
itself harder on us than the sum of all of our existing concerns. We used to treat the
customer as the squeaky wheel. Now we realize they are not only the wheel, but the
whole car. The question is, can we reconfigure the way our company, at all levels,
manufactures empathy for the customer at scale? And the answer is, ‘We have to.’”
Chief Customer
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Members of the C-suite need to step outside their comfort
zones to increase focus on positive customer experiences.
They need to collaborate to make this happen.

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What CX means for CEOs
“Customer Experience is a key driver of
business. We have to treat it that way.”
Most CEOs realize they cannot treat their CX program as separate or auxiliary. It has to be connected into the
culture of the organization for it to succeed. Their challenge is in that connection.
They realize that CX is so much more than revenue and happier customers. It’s about employees who do not
dread their jobs but rather come to work to contribute to a mission that matters more than just their paycheck.
It’s about solving a puzzle with a lot of parts and human beings on the other side who say, “thank you” and
actually mean it.
To modern, progressive CEOs, CX means doing the right things right. Treating employees as valuable teammates
capable of making smart decisions autonomously that can both make the company money and the customer
happy—at the same time.
It’s about harnessing the company’s innovation energies to integrate CX far deeper into the organization.
“If we’re going to innovate at all…we’re
going to innovate around the Customer
Experience, first.”
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CX is innovation.
If you have established and funded innovation
efforts but you don’t have established and funded
CX efforts, you’re stuck back in the 90’s.
A simple quiz:
Why do you innovate?  
a) to build better products
b) to satisfy more customers
Answer:b)tosatisfymorecustomers
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The questions are…
• How do we get there?
• How do we reinvigorate our Customer Experience
program and treat it like a strategic asset?
Answer:HitRESETonyourCXprogram.
Chief Customer
Officer Series

Chief Customer
Officer Series
Most of the Customer Experience leaders we speak to say the same things to us.
“We have the plan; know where we’re weakest; know CX is critical; BUT
given our organization, we are having the hardest time prioritizing the
right work, agreeing to it and getting it done in a supportive
environment.”
In CX, most leaders know what to do and why. Their primary challenge is knowing how to get it done with
the resources at hand.
Reason: The CXO (Chief Experience Officer) or CCEO (Chief Customer Experience Officer) is still a
relatively new field.
The CX leader's job is to isolate &
solve business problems not
playing with subjective arts and
crafts projects.
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Chief Customer
Officer Series
CX leaders are in your company to do so much more than babysit your Voice of Customer program or
keep your squeaky wheel customers from saying bad things on Twitter.
The scariest misconception that slows CX down is that we believe our customers are more patient and
forgiving than they really are. Many companies believe their customers are waiting for them to hand them
their company’s brilliant products and services when the company is ready. Many executives still believe
that Customer Experience employees are just another cost center to pamper customers.
This couldn’t be further from the truth.
Here’s the real scenario:
Your customers are now walking around with super computers in their pockets able to pull out precision
comparison tools in a heartbeat to see and learn about new options that can solve their problems in new ,
faster, and more engaging ways.
Everyone’s competition is now hockey-sticking!
CX leaders are in your company
to do so much more than babysit
your Voice of Customer program.
CX is deeper than keeping your
squeaky wheel customers from
saying bad things on Twitter.
Customers are building trust and favor with those companies that demonstrate they understand
them; can deliver maximum value; and then get out of their way—until the next time they need
something which your company may have offered them in the past.
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Chief Customer
Officer Series
Your company’s new holy trinity is no longer product, sales, and marketing.
Product
MarketingSales
2001
2016
Revenue
Figure 2: Companies are beginning to organize in patterns that empower CX leaders and reduce the distance
between their customer and the people that serve them.
Customer
Customer
Experience
Customer
Success
Customer
Support
Employee
Experience
CUSTOMER
Fully supported
CX Leader
CX-informed product
innovation
Insanely creative
and useful content
marketing
To stack the odds in favor of competing more successfully today, a company’s new holy
trinity is a fully supported customer experience leader capable of executing the customer-
centricity axis shift; CX-informed product innovation; and insanely creative and useful
content marketing, all braided very tightly together.
Following is a look at how successful organizations like Zappo’s, GE, 3M, Dun & Bradstreet reveal other
patterns as well:
• They couple customer support, customer success, customer experience and employee experience.
• They lead their marketing efforts with an abundance of value given away for free prior to the sale;
also known as content marketing.
• They’re working feverishly to incorporate a publishing function into their organizations in support of
informing and serving their prospects and customers. They treat people who aren’t yet customers, as
customers by folding them into their CX ecosystems.
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One of their most difficult ‘smaller’ jobs is to reach into the consciousness of their executives
who need to see and understand new realms of building, packaging, merchandising and
delivering value.
However, before they can get to the work in building an adequate CX platform, they’re typically
consumed by demonstrating ROI, finding budget and convincing their colleagues of the
criticality of this function.
For the modern CXO, this is a necessity, yet to many, it probably feels like backsliding.
Figure 3: The Gap between what CX leaders are asked to do and what they want to do.
Gaps in a CXO’s To-Do List
Asked to do: Want to do:
Harvest revenue from customers Use journey maps to better understand customers
Decrease costs associated with research Increase body of research
Use existing employees to scale CX Adopt new capabilities and skill sets
Build CX as a side project keep it manageable Develop broader, company-wide holistic personal view
Focus on Voice of Customer and Social Media Focus on Customers more holistically
Leave Sales alone for now Deeply integrate CX with Sales
Focus on customer surveys Go way beyond customer surveys
Predicate successes on NPS scores Use NPS only as a single measure
Park CX under the CMO, the CFO or other C-level Develop a C-level appointment for CX
Focus on decisions that increase revenue while
reducing costs
Focus on decisions that increase Customer Lifetime
Value
Operate human resources with clear roles Develop/increase deep employee engagement
Focus limited amount of research on consumer
buying habits
Use journey maps to understand depth in people’s
needs, priorities and efforts
Silo CX to keep it manageable Bust silos to align the org around Experience
Think of CX as an experimental cost Treat CX as a critical investment
Keep all CX-related IT in IT Bring CX-related IT into CX
Grow customer capacity Grow commitment from existing customers
Use company-centric sales funnel Use customer-centric journey stages
The CXO’s NUMBER ONE JOB is figuring out how to engineer greater satisfaction into, and friction
out of, your customer’s experience; grow aggregate CLV (customer lifetime value); and scale this
effort. This is tough everyone.
While many other smaller jobs roll up to that, figuring out how to prioritize and organize resources
to to make more people happy and effective is the key. By people, we mean ALL the people.
customers, cohorts, segments, employees, teams, business units, and executives.
Effective CX leaders aren’t isolating focus on customers anymore. They’re balancing
the responsibilities and opportunities of your organization’s value delivery ecosystem.
They need to focus on this for an increasingly empowered and selective audience while the
platforms they have to work with are in a constant state of hyper-dynamic evolution.
Chief Customer
Officer Series

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THE FIVE STEPS
TO RESET CX
IN YOUR COMPANY
Chief Customer
Officer Series

Chief Customer
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As a CXO, here is what a reset looks like:
1. Deconstruct the CEO’s goals for your position. If your CEO doesn’t have line
of sight to your position, you need to start there. Once you do, break the
CEO’s goals into individual linear paths for the first 100, 200, and 300 days
of the reset. Pinpoint the most powerful milestones along each path.
2. Set up ‘reset’ meetings with your peers and colleagues first. Include the
CFO, and the leadership for Sales, Marketing and Product/Service
Development/Innovation. Determine their paths and objectives and how you
can help inject customer-centricity deeper into what they’re trying to
accomplish.
3. Establish a deeper respect for the culture of your organization; especially in
areas that most influence service and experience delivery. Pull in the head
of HR and explain what how you see their role playing into CX. Find areas of
common interest; help them see the value in their participation in customer-
centricity. The momentum and inertia are two sides of the same cultural
coin. An important part of the CXO’s job is to be the agent of change.
IMPORTANT NOTE: Don’t ever call yourself a change agent. That moniker
will work against you.
4. It’s important that CX leaders inspire people. That means providing a goal
worth changing for. Once you’ve done a goal reset, bring an abundance of
“inspiration” into the fold.
5. Ask many questions. Set out to understand the unwritten rules and
decisions guiding your organization. In your first meetings with the teams,
learn the answers to these foundational CX Reset questions:
• In what state of maturity is our current Customer Experience program? Are we in agreement
about our level of CX maturity? If not, what will it take to get there? If so, are we in agreement
about what level of investment it will take to ‘graduate’ to a higher level?
• What specifically is working with CX in our organization? What’s not?
• How sober are we as an organization to embark on a meaningful CX journey? Are we able to think
and act with one organizational mind to make necessary changes?
• How are key organizational initiatives prioritized, managed, funded, and supported?
• How united are we in how we make decisions that impact our employees and customers?
• To what extent is our organization purpose-led? Is our purpose stated? Do people know it? Is
customer experience a part of our articulated purpose? If not, what will it take?
• Is our organization clear on one, single definition of a positive customer experience?
• What are the top three things that will unlock executive support? How will we know when the
support we seek is happening or not?
• Where are we most likely to hit internal resistance or friction with CX? What is our plan to
manage it?
• Is our organization pinhole focused on NPS, data/analytics, VOC; and if so, what will it take to
adopt a broader and more holistic organizational view of CX?
• Is it clear what your leadership in CX will yield? Are expectations understood by everyone?
• Is the platform technology supporting CX locked in an IT silo? If so, what will it take to liberate it
and move it into a centralized CX function?
• Is there adequate support from the CFO in investing in growth from CX?
• Is there adequate support from the CMO in investing in growth from CX?
Foundational CX Reset Questions:Reset Your CX Agenda
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Chief Customer
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How do you crack the ‘cultural code’ of CX?
The number one thing a CX leader can do is to focus on the company’s culture to
make CX stick. The bottom line is that people need to see, feel, touch, and hear
CX to believe it.
We are all barraged by so much content about Customer Experience, false
promises, half-truths, lazy approaches, snake oil, CYA, ego trips and business
fads. It’s no wonder we all tend to fall into jaded states of skepticism. Let’s be
honest! Most corporate cultures are the pretty similar.
As a CX leader, you must have a positive impact on the culture of CX.
In Jeanne Bliss’ Chief Customer Officer 2.0, “How to Build Your Customer-Driven
Growth Engine,” she states, “…Customer culture is talked about by many leaders
but misunderstood by most organizations…” This is true.
Question: So what can you do?
Answer: Economics and Actions.
A lot of funny things tend to happen when CX leaders try to hit reset and drive cultural shifts toward
customer centricity. Keeping mindful of your organization’s cultural code is important. Think about this:
• Who attends your meetings?
• Who speaks up in your meetings?
• What is really driving their dialog?
• Who has the influence in the meetings? What influence do they really have?
• How are they using their influence?
• Can it be re-directed to help fuel CX?
• What are the influencers primary, and often un-articulated needs; how can you serve them in
alignment with your CX reset?
• What opportunities exist to collectivize the employees’ ambition under your leadership?
Interesting Notes: Never misread politeness or in-meeting affirmations as agreement in your meetings.
When your plans pose threats to other’s comfort with the status quo they’re far more likely to politely nod
or even verbally affirm your plans as stated. But think about these two points:
1. Those whose support you need will show their support through actions, not words.
2. Some of the best ideas bubble up from people’s frustrations and resistance to change.
Learn to read the distinction in how people smile and say one thing and turn around and obstruct the next
day. The CXO’s job is to find and act on these opportunities for delicate behavioral shifts.
Redirecting dissension into collective ambition is an important task for successful CX leaders.
Behavior realization in culture code cracking
Prove it to move it.
Reset Your CX Agenda
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Knowing what to accomplish, in the right order is important. When you hit reset,
it’s imperative to have a solid plan that both informs you of the state of things
and sends the message that you are on a mission to pull it all together. This
mission succeeds when you call it a reset and not a “Change.”
The first 100 days should be about alignment. To gain alignment, you need to
make sure you’re sending the message that this is a team sport; letting everyone
know you’re going to work across silos equitably to forge closer and more
meaningful relationships between the company’s employees and its customers.
• Ask to attend sales meetings with customers. Learn the major pain points for the sales force
and articulate what a more cohesive CX capability can do to help them.
• Help illustrate how CX can be positioned to design a better product/service integration story.
• Rethink the way your organization is segmenting its customers through a CX lens.
• Think harder and differently about the the organization’s product/service interface. It’s where
you are about to have the greatest impact.
• Figure out the organizational landscape and what people need to drive the change in achieving
the right CX gains for your organization.
• Create a CX Center of Excellence (start with one dedicated person and one room).
• Make Customer Lifetime Value (microeconomic) and Aggregate Company Revenue from CX
(macroeconomic) your keystone measure in the beginning.
Reset Your 100-Day Plan Month 1 Plan
Month 2 Plan
Month 3 Plan
The Alignment Script
1. “I’m hitting reset on our CX program. We need to gain more benefits from CX and we have to make some subtle
tweaks to how we get there and you’re a big part of this. I need your help.”
2. “We need to assess and understand our current CX baseline. I need your help with that.”
3. “We have to adjust our approach to understanding our customers. Can you help me rethink the way we’re
collecting customer research and data?”
4. “We have to find better ways to engage our employees to improve the management of CX.”
5. “We have to start measuring more of what actually matters in CX. This starts with more precise metrics that a)
help us know how well we understand our customers; b) how well we’re serving their needs with that new
understanding; and c) what our company is gaining as a result. This will be thoroughly mapped and your
institutional knowledge is paramount to this.”
6. “Internally, we have to set a resounding ‘drumbeat’ of transparent communications that clearly illustrate what
we’re doing, why we’re doing it, how we’re doing it and what everyone’s role in this needs to be.”
7. “Externally, we have to make sure that changes are in alignment with how our marketing, sales, and support
functions are interacting with our customers.”
Meet and align with:
• The CEO.
• The head of Marketing.
• The head of Sales.
• The head of Operations.
Meet and align with:
• The CHRO.
• The CFO.
• The head of IT.
• The company’s innovation teams
Chief Customer
Officer Series
Lay out your alignment plan. At this
point, it is listening and fact gathering.

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As the head of Customer Experience, you will need to establish your
organization’s vocabulary around customer experience in your industry. Make a
strong case for owning or leading the collaboration around three tightly-wound
elements of CX.
• Own the cultural ‘axis shift’ toward customer experience
• Own the customer experience
• Own the product/service interface
It’s not easy to do this. In fact, most believe that this is close to
impossible. However, it’s the right way and worth the struggle. In
order for organizations to truly compete on the grounds of customer
experience, they have to make significant changes. These are the
changes that help powerful CX leaders, lead.
None of this means anything, however, if it doesn’t lead to action. In the first
month after the reset, forge specific organizational changes and new initiatives
around the axis shift, the customer experience, and the interface.
Your first actions should be more structural; with the goal to integrate customer
data, brand, messaging/positioning, demand generation, customer experience,
company culture, support functions, and the marketing/sales interface.
You have to create a new Customer Experience Supergroup. Invite all the leaders
responsible for these efforts and collaboratively lay out your vision for how to
reset CX inside your company. The people you met with in the first 100 days are
your Supergroup.
Focus on the Nucleus of CX
CX Program
CUSTOMER
The Customer
Experience
The Cultural ‘Axis
Shift’
The Product/Service
Interface
Figure 4: The CX nucleus.
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The activities that join the three elements of your CX nucleus will unlock positive
attitudes around CX in your organization. They are:
• Employee Engagement
• CX Innovation
• Content Marketing
Employee Engagement (EE)
You cannot succeed without fully-engaged employees. They dominate the front
line; drive all activities in support of the experiences customer have with your
brand; and they need to feel they’re the most important part of meaningful and
connected experiences. Focus here.
CX Innovation
There are no more important things to innovate than your customer experience.
Products and Services are born out of the experiences your customers have with
your brand. Putting emphasis behind your CX innovation will have more positive
effects on your company’s product and service innovations. Done the other way
around makes you vulnerable to emerging competition as others continue to
focus exclusively on their products.
Content Marketing
The intent of Content Marketing falls directly in line with the spirit of CX. Offer
more value before the sale. Content Marketing is what will fuel your CX reset.
Think of it as the communications platform through which you illustrate the
value that your customers bring to your brand.
CX Program
CUSTOMER
The Customer
Experience
The Cultural ‘Axis
Shift’
The Product/Service
Interface
Employee
Engagement
Content
Marketing
CX
Innovation
Figure 5: The activities inside your CX nucleus.
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Focus on the Nucleus of CX

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How you organize and categorize functions makes a big difference. Part of the
battle is resetting the way your company has always done things. To benefit
from the purpose of the reset, you have to develop the right ecosystem and
perform a CX axis shift. Group functions in your CX ecosystem in more human-
centered than organization-centric ways.
Reorganize the CX Ecosystem into four new areas:
Feel
Feel has responsibility for the internal and external brand experience, the design
interface, and digital and offline customer experience delivery functions. Also
responsible for employee engagement relative to supporting CX.
Voice
Voice manages all social/listening, VOC, contact center, editorial planning and
distribution channels affecting the customer’s experience.
Activation
Activation manages all content, search, loyalty/retention as well as interactions
with real people.
Measurement
Measurement manages the strategy and metrics of all internal and external
performance. It manages all CRM data and analytics environments; measures
everything you do; and it keeps your ideas, plans and actions accountable.
Reset The CX Ecosystem Figure 6: How to set appropriate focus areas within CX.
Feel
Voice
Activation
Measurem
ent
Customer
Experience
externalbrandexperience
thedesigninterface
digitalandoffline
CXdeliveryfunctions
employeeengagement
search
social/listening
VOC
contactcenter
editorialplanning
distributionchannels
contentmarketing
loyalty/retention
interactionswithrealpeople
externalperformance
internalperformance
CRM
data
analyticsenvironments
ideas,plansandactions
Human Middleware
Technology/Platforms
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They say you can only manage what you can measure. There is some truth to
that. There are an endless number of granular KPIs and KRIs that CX leaders
track obsessively. Starting smaller and graduating to increased granularity and
volume of measurement is the safest and best way to go.
As your CX axis shift gains momentum and you’re engaging coalitions of the
willing, make sure you are giving people enough to see that your vision, plans
and execution are yielding real results.
The best way to illustrate results is to share them. Choose carefully. What you
use to illustrate progress needs to resonate with your Supergroup first,
management next, executives after that and your employees from there on out.
Create two sets of measures. One comprehensive set that is used by your CX
Supergroup to determine real progress and a second high-level set that you
share with the entire company to illustrate progress toward your goal.
Talk candidly with the CEO about precisely how she will judge your performance,
and that of your team, in six and 12 months?
Recommend these metrics in the first year with an agreement to adjust, if
necessary, after year one.
Reset The CX Performance Measures
• Increase (%) in geographical market share
• Increase (%) in (Sales/Marketing) qualified leads
• Increase (%) in social media traction
• Increase (%) in social media sentiment
• Increase (%) in employee engagement momentum from a re-energized sales and marketing
team, (via an employee survey).
• Increase (%) in perceived global cohesion, measured by your global peers.
Comprehensive Supergroup Metrics
Company-wide Metrics
• Increase (%) in Customer Lifetime Value (CLV)
• Increase (%) in Aggregate Company Revenue from CX (ACR)
• Increase (%) in positive customer experiences/satisfaction
• Increase (%) in mind share/ brand strength
• Decrease (%) in customer effort through transactions
• Increased ease of use through all sales interfaces (measured by survey to customer segments
and salespeople)
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If a CX reset feels undoable, you’re in good company.
However, you’ll never know until you try. We know your job is hard as it is. But we also know if leading a
company’s CX effort is going to be this hard, you might as well stake the right claim.
It’s a triple win shared by company, employee, and customer; and it’s an opportunity of a lifetime.
We imagine that this may be pie in the sky thinking to some—perhaps many. For others the time is
now to re-evaluate the role of CX inside their organizations.
We feel there has never been a better time to stake bold claims in the spirit of customer
experience.
Up to this point, CX has always been “other.” There has always been marketing, sales and operations;
and through those channels, organizations have struggled to push their offering into customer’s hands.
Times have changed. It is now time for us to reconfigure ourselves, our focus, our teams, our processes
and prepare for the eventuality that we need to change to satisfy more complex customers under more
complex conditions.
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Chief Customer
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Prepared by Steven Keith, founder CX Pilots.
steven@cxpilots.com
@stevenkeith @cx_pilots
www.cxpilots.com
© cxpilots 2016
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than the experience
What is more important to your bottom line
your customers
and employees
have with your organization?
revenue
alignment
About CX Pilots
CX Pilots is a new voice, idea and approach to CX/CEM programs. Our strategic approach helps the C-Suite down to
the front line, close the gaps between the organization and its customers while lowering the cost of CX Program
implementation and management. 100% of CX Pilot’s program implementations decrease the risk inherent in
embedding customer-centricity into the organizations while speeding up the cycle time to start seeing quick wins.
We are momentum-builders who know how to create internal coalitions, eliminate program and adoption friction by
partnering with leadership on the goals and initiative execution, and engage employees in incremental, digestible change
programs and that ultimately yield critical CX outcomes.
Chief Customer
Officer Series

The 2017 Chief Customer Experience Handbook

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The 2017 Chief Customer Experience Handbook