Executing the Customer Experience
Executing the Customer Experience - A white paper
The concept, ideas and activities of customer experience are not new. Work around it is already in progress for many companies. Many have nailed the rationale for achieving ‘distinctiveness’ in customer experience and understand that they need to differentiate their customer experience, address customer pain-points and that they have an uphill challenge to execute this. You also know that the customer experience has to happen by design and not by default – that you have to be relentlessly intentional in providing the ultimate experience in a consistent and memorable way that reflects the company’s brand!
Before I present my point of views and suggested approach, I’d like to begin with a few key questions. This will help you better understand your objectives for this initiative:
1. What is your vision for Services?
2. What is the state of talent in your organization?
3. What is your thought around restructuring your organization? What is the “WORK” that your organization must deliver for the customer experience Strategy?
4. What is your idea of distinctive Customer Experience? Where have you had a great customer experience?
5. What is your burning platform?
6. What is your confidence level around driving this successfully? What is contributing to that?
My Point-of-View
The reality today is few organizations know what it takes to successfully implement customer experience. This is where the rubber truly meets the road. This white paper will share my point of view (P.O.V) on how to ‘land the plane’ for making customer experience work.
“Managing the customer experience is a complex undertaking, which requires strategic choices to be made, new skills to be developed and most importantly, management’s will to execute.” – Shaun Smith*. Many organizations over-analyze their findings and over-engineer work that paralyzes the initiative from taking off. Often, these organizations may just need to
The concept, ideas and activities of customer experience are not new. Work around it is already in progress for many companies. Many have nailed the rationale for achieving ‘distinctiveness’ in customer experience and understand that they need to differentiate their customer experience, address customer pain-points and that they have an uphill challenge to execute this. You also know that the customer experience has to happen by design and not by default – that you have to be relentlessly intentional in providing the ultimate experience in a consistent and memorable way that reflects the company’s brand!
Before I present my point of views and suggested approach, I’d like to begin with a few key questions. This will help you better understand your objectives for this initiative:
1. What is your vision for Services?
2. What is the state of talent in your organization?
3. What is your thought around restructuring your organization? What is the “WORK” that your organization must deliver for the customer experience Strategy?
4. What is your idea of distinctive Customer Experience? Where have you had a great customer experience?
5. What is your burning platform?
6. What is your confidence level around driving this successfully? What is contributing to that?
My Point-of-View
The reality today is few organizations know what it takes to successfully implement customer experience. This is where the rubber truly meets the road. This white paper will share my point of view (P.O.V) on how to ‘land the plane’ for making customer experience work.
“Managing the customer experience is a complex undertaking, which requires strategic choices to be made, new skills to be developed and most importantly, management’s will to execute.” – Shaun Smith*. Many organizations over-analyze their findings and over-engineer work that paralyzes the initiative from taking off. Often, these organizations may just need to