Customer experience (CX) performance is plateauing. Digital transformations are not delivering the expected returns. Early efforts to capitalize on new technologies and models that took a technical, rather than operational, viability path, are failing. These are assessments by Forrester on the state of things.
Yes, technology is a table stake of any customer experience initiative, but it is not, and should not be, the centre of any CX strategy – just one of several enabling tools.
“It really starts with the CEO. CEOs I speak to think about how they can differentiate not just at the brand level but also at the product service marketing level. I think it has to start there. When the CEO has this is top of the agenda you get great outcomes and of course that flows through around the rest of the organization, concluded Tony Bates, chief executive officer, Genesys.
The challenge for many organisations is recognizing what information should be conveyed to the CEO for the top guy to make the right informed decisions and strategy.
Forrester research director, Harley Manning, said that Net Promoter Scores (NPS), level of effort, CSAT or even Forrester’s Customer Experience Index – none of these represent the one metric that will compel the CEO to move.
Manning says “NPS, CSAT, and other typical CX metrics are nice-to-have afterthoughts. The metrics your C-suite wants you to report have dollar signs in front of them. Specifically, they want to hear how your CX projects and programs made money for the company or saved money for the company. And they want specifics, and they do not want to have to connect the dots for themselves between NPS (or CSAT) and $. Let me offer you an illustrative example,” he suggested.
Watch the video to hear more of what he has to say about customer experience.