Author: Rebecca Wilson

Experience management leaders need to go beyond offering simple ROI and financial metrics to justify and validate the value of their customer and employee experience initiatives. They need to convince senior executives and other stakeholders in the organisation of why CX should be a strategic priority. There are numerous articles and reports available that tell us we must have buy-in from the executive team, especially the CEO. Even when we do this, however, CX and EX programs are still failing. There’s something going wrong! We need to re-think and re-evaluate what we are doing. Who has bought a ticket to…

Organisations that understand the link between happy engaged employees and happy engaged customers will exceed in the experience economy. Yet Customer Experience (CX) and Employee Experience (EX) strategies are often not aligned to the detriment of both employees and customers. Forrester defines EX in the context of how positively employees perceive the organisation’s environment, culture, tools, and support structures, where a great employee experience keeps them satisfied and engaged in their work and allows them to achieve and exceed their goals. Employee experience is very fundamental to the customer experience. Employees represent the brand and the culture the brand embodies.…

This article was originally published on http://www.sproutstrategy.com.au Critical to most CX programs is having a Voice-of-Customer (VoC) component or process which allows companies to understand exactly what their customers want. Traditionally, this process has been heavily reliant on customer feedback surveys. Companies that excel at customer experience, however, use much more than feedback surveys to understand their customers. The customer feedback survey is unlikely to disappear anytime soon, but the use of other sources of customer data and feedback such as social media, emails, CRM databases and so on, are becoming increasingly important. Ever sophisticated technology solutions have emerged to…

It’s often said that to succeed, Customer Experience practitioners need a unique blend of resilience, patience and resourcefulness with a good dose of empathy. To fulfil an organisation goal of being customer centric and for your CX strategy to succeed, you will likely need to overcome the problem of organisational silos, where c-level executives and managers have competing agendas and budgets they want to protect. You need executive commitment in words and deeds and the support and participation from all levels of your business. CX projects can impact all areas of a business and often require substantial change to deliver…