Journey mapping is an excellent tool that organizations can leverage to depict customer experience. The goal of journey mapping is to learn what customers care about the most – from initial product awareness, all the way through renewal or repurchase. A key component of building a journey map is using employees and internal teams to
Mapping the customer journey is not complete—or valuable—without the customer. It’s true that journey maps are the product of internal, cross-functional teams joining together to think and act like customers, but all too often companies stop short of validating their journey map with actual customer input.
Customer experience has come of age. It is now commonly accepted as a key differentiator right alongside product innovation, service and price. A lot has been written on the challenges and failures of CX. In this post, I focus on where CX works best with a goal of sharing a couple ideas that we can
We all know that CX is so much more than deploying a customer satisfaction survey. However, many times an organization’s journey to launch CX starts with just that. What we chose to measure is typically based on who has requested – or insisted – there needs to be a survey. Maybe it’s your support organization,
What is the single most important source of customer insight that an organization has? Is it the conversations salespeople have with customers? Perhaps it’s nested in the thousands of comments customers provide in surveys? Or maybe it’s from all the RFPs you receive that signal evolving market requirements. Having a hard time answering this question?
Last week was the 2018 CXPA Insight Exchange in New Orleans. As always, the spirit of ‘CX’ was alive and the networking and sharing of the latest trends and best practices in the field were immense. This year, the group focused on how we as CX professionals can continue to create business value. We challenged
