2. Form a CX team
Reporting to the chief customer officer, team members must have a strong understanding of your overall business, from sales to marketing to operations and customer service. This team will collaborate with business functions, such as supply chain, sales, and customer service, to decide how to segment your customers.
The team will then design the CX program and define metrics to measure success. While these metrics will vary between companies, they often include:
- How easy it is to find your product or service
- How long it takes to convert a quote into an order
- Quote accuracy
- Delivery timeliness
- Renewal rates
A critical factor in determining the effectiveness of the CX team is change management. The team needs to be adept at communicating the goals and objectives of the CX program to functional leaders, so that everyone is clear on roles, responsibilities, and what has to be done to be successful.
3. Enable the team with analytics
The data the CX team needs sits in multiple places throughout your company, including ERP, CRM, and business intelligence systems. A lot of that data would come from order management, such as delivery accuracy, communication frequency, or customer service quality. To bring that data together in one place so it can be easily accessed and used, you need a robust analytics engine — one that leverages robotic process automation and dynamic workflows to integrate data and deliver actionable insights.
The CX team will use this engine to analyze the data for each metric and for each customer segment, and calculate CX scores across all customer touch points. They’ll then match the calculated CX scores to qualitative feedback they’ve received from each of the company’s business functions. This gives you a clear picture of what is and isn’t working for each customer segment, and helps uncover lost opportunities.
4. Govern the identified improvements
Armed with the data, the CX team can then see where problems lie — for example, issues in supply chain operations due to consistently late deliveries — and have frank and open discussions about the root cause. Due to the objectivity of the collected data, the CX team and the functional head can then agree on a specific action plan to fix the issue.
To make sure that the fix is working, the CX team should create a continuous loop of check points to analyze the metric over a period of time. This type of governance is necessary to drive — and re-jig if needed —improvements that can transform the customer experience.