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The “CX” acronym has been given new life over the last few years. What started as a survey to measure customer experiences with a company with retroactive effect has evolved to include an influx of new technology and, for many, a company-wide focus on customer experience.
Unique digital customer experiences are no longer just a nice-to-have. Customers want instant service outside of the schedule and queues at a call center. However, delivering digital CX quickly is often a struggle due to point technologies not working well together and the changing nature of customer preferences – issues that have been further exacerbated by the pandemic.
According to Gartner, the customer experience drives over 66% of customer loyalty – more than brand and price combined. It is no surprise that companies are doubling the innovation for amazing digital experiences. And when 33% of customers say they would walk away from a brand they love, after just one bad interaction, according to research from PWC, organizations do not have much room for error.
So how has the change of CX affected the role of chief experience officer (CXO)? Here are three things CX professionals need to know to stay relevant as CX continues to evolve.
Today’s expectations for CX
Digital acceleration in customer service will only increase because we have become less dependent on personal experiences, partly due to the pandemic and partly due to the overall increase in better technology across industries.
Nearly 50% of people say technology plays a big role in their daily lives, according to a study by Accenture. This poses a challenge for companies that have not integrated technological development into the customer experience segments of their business.
After such a major shift from personal to digital, it is more important than ever to maintain the trust and transparency of customers on the surface. More than 60% of customers say their go-to solution to simple questions is a digital self-service tool, American Express surveys show. In order to continue to live up to customers’ expectations, the experiences must be digital and fast, but also personal and human – which is not always something that customers always receive via the built-in app on a mobile device.
Delivering great digital self-service requires active and timely two-way interactions across multiple channels (voice, chat, text, web) that integrate with customer systems. By connecting your customer data to your CX, you can create more personalized experiences that allow customers to shop or get answers on their own.
2. The role of the CXO: From measurement to action
In the last few years, the evaluation of CX has meant surveys that record and analyze customer service experiences with a company and measure “How was your experience? “That’s why companies like Qualtrics and Momentive – formerly Survey Monkey – have thrived.
Brand loyalty is dwindling and the customer experience is now driving the future of the business, point out analysts like The Pedowitz Group. Many companies already understand this, as evidenced by the 30% increase in chief experience officers (CXO) from 2017 to 2019 reported by Gartner.
For CXOs, measuring customer feedback is not enough. Effective CX leaders must not only measure and identify areas for improvement, but also implement customer experiences with agile teams that can test and innovate according to customers’ changing preferences. It requires new organizational structures, new processes and new technology.
How to Build a Successful CX Team
To continue to grow in their role, CXOs need to recruit a team of people from a mix of disciplines, including computer science, design, customer service management and IT. That CX teams need to identify CX “hot spots”, access CX data, and come up with reliable CX recommendations across sales, service, and support. CXOs can be the cross-cutting authority within the various departments of the organization to carry out continuity and flow across all teams.
CXOs must also be people who understand technology and who also grasp the customer experience so that they can bring a unique and powerful perspective on how to integrate these two areas of expertise.
If they are to continue to compete, companies will continue to invest in the tools and platforms needed to meet customer expectations for digital customer service, and CXOs should be mindful of the ongoing technological acceleration.
Customer experience is a priority that has been set by the marketplace. Many of the technology-first companies today did not invent the grocery store, the stockbroker, the car dealer, or the sunglasses store; rather, they reinvented the customer experience and reaped the rewards.
2020 brought challenges that most companies had never seen before, and this is certainly not the last time the way we interact with customers is turned upside down. For established companies, the effort has never been higher in rethinking the organization’s flexibility, agility and scalability in a world of customer experience and the role of CXO.
More resources on the CX and CXO role
Building better customer results with a quality framework for customer experience
CX in B2B Marketing: Top-of-mind Strategy in 2020
Customer experience management is not enough: Three steps to experience improvement