"Journey, after all, neither
begins in the instant we set out, nor ends when we have reached our door step
once again. It starts much earlier and is really never over" - Ryszard
Nothing can be truer for defining
Customer Experience too! Customer Experience is a journey that a customer has
with the company. Each interaction contributes to the experience and the
overall experience is a sum of all interactions across the complete journey
that a customer makes with your company. Having said that, in my
interactions with various client, I often notice that they are still organized
by functional domains and hence constrained by these boundaries when thinking
of customer experiences. Each function measures their own SLA's and there are
inter-departmental SLA's for various process completion. Let's understand the
customer's - I recently received a mail for a credit card from a leading bank.
I like what I saw and went ahead and registered for the credit card. Later, I
received a call for onboarding wherein the customer care representative tried
to upsell more products, for which I said No! So far so good...but then I
continued getting mails every day from the same bank for the same card and this
kept on till I finally unsubscribed and blocked them for spamming my mailbox!
Now let's understand this whole journey
There is a clear disconnect between the
Sales/Service & Marketing Process. They are unable to differentiate a
customer vs a prospect. I have already bought your product so why send me the
same mails again and again? Imagine what happens to the marketing KPI? Your
overall lead conversion/customer response takes a big hit. So how do you
correctly measure how your marketing process is performing?
I am happy with the product and service but
extremely unhappy with the overall experience.
So what went wrong? This is a
classic silo'ed process and a tunneled vision view of the overall Customer
Experience journey. Each department has it's own KPIs and they are happy as
long as it is met. No one is thinking of the End-To-End Journey of the customer
with the bank. The Bank is just one example that I experience in my day to day
life. In my interactions with multiple customers, I always see this problem.
Sales, Service, Finance, and Marketing etc. are separate domains, led by
separate teams and they run independent projects. The priorities are different
for different teams, throw in organization politics and you have projects that
don't necessarily focus on enhancing overall customer experience. So what needs
· We need to stop thinking of Customer Experience
as a single moment of truth at one touch-point. We need to start thinking of
the overall experience of the customer as a function of the overall journey of
the customer across all touch-points and through the lifecycle of the customer
· Establish a CX Governance team with core focus
on improving customer experience and ensure that the CX sponsorship is driven
from the top
Start taking an Outside-In view of the projects
and evaluate every project with a simple question - how will this help improve
the Customer Experience?
Stop worrying about the current value of
customer and start thinking about overall Customer Life Time Value. Combine CLV
with NPS to identify your most valuable customers and take feedback from these
customers and focus on improving the overall CX
Last but not the least - measure your KPI's for
the End-To-End Journey. What value is a sales SLA of 3 days, if your customer
onboarding time is 5 days and your competitors can onboard in 2 days!
These are some very high level
points that should help you better understand Customer Experience. If you are
interested in evaluating your current CX Maturity and defining a roadmap for
your CX journey, then please write to me at email@example.com