Ask anyone. There are many companies out there that make use of several tools as a means for communicating with their visitors or customers on their website, be it through a chatbot, feedback form or direct review. Now, you might be thinking ‘Hey these are basically classified as customer experience tools and I have one!’ and because you already utilise one of these tools, there is nothing else you need to do to improve the customer experience. Well that’s not entirely true…
https://mopinion.com/which-website-tools-are-best-for-effectively-engaging-the-online-customer/
As the customer experience profession matures, one thing has become clear: CX professionals can’t have a strong impact unless the surrounding culture is supportive. And creating such a culture is difficult.
In a forthcoming study by Walker, CX professionals listed “developing a customer-centric culture” as the most effective way to meet customers’ changing needs. Fewer than half, however, stated that customer focus has a significant influence on their company’s culture. In other words, CX professionals believe a culture focused on customers can make a big difference, but they don’t feel their colleagues are catching on.
http://www.destinationcrm.com/Articles/Columns-Departments/Voice-of-the-Customer/Who-Makes-a-Company-Customer-Focused-120042.aspx/
Your ability to understand how to meet customer expectations has a significant impact on business strategy and overall success. A voice of the customer program provides you with insights that help deliver a superior customer experience. So, who owns the Voice of Customer? Think of the customer experience as a car. Voice of the Customer data is the fuel that allows that car to move. If you own the car you sure own the gasoline in its tank. Therefore, whoever owns the customer experience owns the voice of customer.
https://www.surveypal.com/blog/who-owns-the-voice-of-customer-success-starts-at-the-top/
Being a CMO used to be straightforward, with a laser focus on branding, advertising and lead generation. Enterprise functions outside of marketing "ownership" were not a problem, as the CMO didn't report the financials, wasn't responsible for deploying technology, didn't have to approve all hires and really didn't "own" the sale in many cases.
https://www.marketingdive.com/news/why-cross-collaboration-is-critical-to-the-modern-cmos-success/513762/
When retail brands started measuring CX through emails or SMS, they thought they would be rewarded with several benefits. For one, they would constantly monitor the pulse of their CX and react quickly to solve customer problems. Besides, CX conversations would start to happen across the organization and brands would have access to a benchmark. Customers would also be rewarded as they would be offered a new way to highlight issues or pass compliments. And, to a certain extent, some of those benefits did materialize.
It was the time when some software vendors were claiming CX would improve if companies simply launched a CX measurement program (be it NPS or something else, as long as it used their software) that encompasses those metrics across the organization.
http://customerthink.com/why-customer-experience-measurement-is-biased-and-how-to-fix-it/
Do you feel like you’re not making the progress in your customer experience transformation efforts that you thought/hoped you would by now?
You started years (not months – it’s a journey – it takes time!) ago, but you don’t think your organization has evolved.
What’s the reason for that?
http://customerthink.com/why-cx-transformations-fail/
We now exist in a world where technological innovation is empowering customers to expect more from the brands they deal with, to switch when they're not happy or satisfied, and share their negative experiences online.
Recently, Brightpearl conducted a survey of millennial shoppers that revealed millennials can be particularly hard to please. Over two-fifths (45%) admit to being less loyal to brands when compared to a year ago, and are quicker to abandon companies that don't meet expectations.
Buyers today have a lot of choice and an array of products to choose from, so it's understandable many brands are struggling to get customers to stick around for the long haul. An enormous 76% of shoppers report it's now easier than ever to take their business elsewhere, while a quarter of millennials would change where they buy goods, based on the shopping experience. Millennials are also the group most unlikely to return to a brand if they have a bad shopping experience.
https://www.retailcustomerexperience.com/blogs/why-its-time-for-brands-to-prioritize-the-happiness-of-millennial-shoppers/
Undeniably, exceptional customer experience correlates with growth. The previous statement is very important for start-ups because it allows for customer-driven scalability. Most start-ups, however, neglect the customer experience and only focus on the product.
Your overall success depends on your ability to bring in new customers while keeping already existing customers satisfied. This is why as a start-up you need to shift your attention on customer experience. Customers don’t really care about the product. They care about the value they get out of using your product.
Here is what you need to do as a start-up, for customer experience to deliver on the results it promises
https://www.surveypal.com/blog/why-start-ups-need-to-focus-on-the-customer-exprerience/
Forrester predicts that this year alone, 20% of brands will give up on customer experience strategies and resort to price reduction to drive sales. An even more alarming amount of those surveyed, 89%, reported return on investment for customer experience isn't well established in their companies.
As retailers, you know customer experience is the name of the game. So where does CX need to go from here to be successful enough to avoid a price drop?
http://retailcustomerexperience.com/blogs/why-strategic-cx-initiatives-win-out-over-price-reduction-every-time/
According to the latest Customer Experience in Marketing Survey 2017: Greater Expectations, Greater Challenges, in two years 82 per cent of B2B CMOs expect to mostly or completely compete on the basis of CX, compared with 76 per cent for B2C marketers.
Meaning that competing on price and product or a combination of both is becoming much less important. This is big, really big, because creating great customer experiences will require tenacity, dedication, long term thinking, integration of data, collaboration and a cross company approach where everyone is involved. No. Mean. Feat.
https://which-50.com/why-the-customer-experience-matters/
