Customer experience (CX) is not just a buzzword, it's a strategic advantage that can boost your brand reputation, customer loyalty, and revenue. But how do you convince your boss that investing in CX is worth it? Here are some tips to help you prove the value of CX to your boss and get their buy-in for your CX initiatives.
Before you present your CX case to your boss, you need to have a clear vision of what you want to achieve and how you will measure it. What are the specific CX goals that align with your business objectives and customer needs? How will you track and report on your CX performance and impact? Choose the right CX metrics that demonstrate the outcomes and benefits of your CX efforts, such as customer satisfaction, retention, referral, lifetime value, and revenue growth.
CX is not just abt selling products; it's abt creating an emotional connection wth ur customers. So, to prove its value to ur boss, start by defining clear CX goals tht align wth ur business objectives &, most importantly, ur customers' needs. Make sure these goals are specific, measurable, achievable, relevant, & time-bound. Now, tracking & reporting on CX performance is where magic happens. Use metrics like NPS, Customer Satisfaction, & Customer Effort Score. Dive into customer feedback, both positive & negative. Show ur boss the impact of improved CX on customer retention, referrals, & ultimately, bottom line. Remember, it's not just data; it's the story of ur brand's relationship wth its customers. And that, my friends, is priceless.
CX stands for Client Experience. The word "Experience" in it is the key word. If a CX case has to be built, there is a bigger problem. When I think of CX, I think of the companies which put clients at the center of their design, development, testing (yes!) and marketing processes at minimum. I think of CX as "how is my product/service bringing a difference to my client". To define CX metrics, I say go be in your clients shoes and then identify what matters to you as a client - is it speed, durability, service quality, reliability etc. This will help you define specific metrics apart from NPS. Each of these metrics can be connected to one or more internal processes and thus help you identify impact of internal actions on CX.
One shouldn’t need to ‘convince’ the boss. CX is a mindset, culture that runs through the organisation and a way of prioritising decisions. If CX is approached with a spreadsheet and lots of metrics to get the right answer, it’ll most likely fail. Great organisations intrinsically get the value of CX and continuously nurture their teams to embed and embrace the customer experience mindset.
CX now is a kind of Value proposition, when your organization provides better CX the same consumers who are trying to fulfill their needs will chose the best CX interface if the rest of parameters are equal.
Financials and ratings are goals, but they are lagging indicators because you don't see them until customers had an experience. Your CX metrics should be leading indicators of what customers will soon experience. **The best CX metrics are what you're mistake-proofing** to ensure good experiences, and hence, ratings and financials. Identify what to mistake-proof via 1) obvious issues or key driver analysis, and then 2) Pareto chart of comments or data for that issue/driver, and then 3) 5 why's root cause analysis with a diverse small group. The 5th why is what you need to mistake-proof. Track that step in your workflow as your Customer-Critical Factor. This is the leading indicator of high satisfaction, retention, engagement, and financials.
One way to persuade your boss that CX is valuable is to show them the gap between your current CX level and the desired CX level that you want to reach. How do you know where you stand and where you want to go? You can use various methods to assess your current CX, such as surveys, feedback, reviews, ratings, benchmarks, and audits. You can also use customer journey mapping to identify the pain points, opportunities, and expectations of your customers along their interactions with your brand. By showing the gap between current and desired CX, you can highlight the areas that need improvement and the potential gains that can be achieved.
You've got to start with the customer experience you're delivering today. Ask yourself, "Is it delighting our customers, or are they just tolerating it?" Gather data, customer feedback, and reviews. Then, envision the ideal customer journey. What would make them rave about us? Highlight the contrast between where you are and where you could be. Numbers speak volumes; show the missed opportunities and potential growth. Paint a vivid picture, and your boss will see the value of improving the CX. Remember, it's not about where you stand, but where you dare to take your customers.
Everyone wants more budget for hiring, productivity, salaries/bonuses, and profit sharing. A huge amount is going down the drain: this is cost of poor CX. Point out how much a prevalent issue is costing. Use whatever money figures you can easily access. Tell them your source and that it's the tip of the iceberg. This instills managerial passion to engage in CX improvement. Guide them in Pareto and 5 Why's to ensure the 80/20 rule and stopping real root causes (not bandages on disease via quick wins). Guide cross-org collaboration to resolve the roots. Solving the root means the money is no longer going down the drain. It's freed-up for higher-value opportunities. Your gains are numerous: positivity, retention, etc. I call this CX Annuities.
CX is the point where trust is built between the customer and the company. If a strong enough relationship is built between the two when there is an issue the customer is much more likely to work with you. That relationship will also allow for extension and upselling of services.
Invite your boss to a QBR or other business review opportunity. Then, ask a customer who is familiar with the product/platform to demonstrate one of their crucial use cases so that you can ensure it meets all their expectations. Your boss will then notice cumbersome or bothersome steps, especially if you let the customer point them out.
Developing multiple detailed client journeys will help you identify the gap between perceived CX and actual client experience. For developing these journeys, engage individuals that make the full chain - starting from client strategy, market research, product strategy, design, testing and most importantly those who interact with the client. In case of a digital-only product, get data on website analytics on hand. At various points during this exercise, you will have many aha moments which will show you the gap in CX. Another good way is to tap into the design thinking approach and its various research methodologies. Based on the collective knowledge, prioritize the gaps - from an 'impact to client' perspective and not sales.
Another way to prove the value of CX to your boss is to share customer stories and testimonials that illustrate how your CX initiatives have made a positive difference in their lives. Customer stories and testimonials are powerful because they show the human side of CX and the emotional impact that it can have. They also provide social proof and credibility for your CX claims and achievements. You can collect customer stories and testimonials from various sources, such as surveys, feedback, reviews, referrals, case studies, and social media.
You see, folks, one of the most compelling ways to convince ur boss of the immense value of customer experience is by sharing those heartwarming customer stories & testimonials. These aren't just words on a page; they're real-life accounts of how ur CX initiatives have transformed the lives of ur customers. These stories bring out the human side of CX, showcasing the profound emotional impact it can create. They're not just stories; they're proof of ur commitment to delivering exceptional experiences. And remember, it's not just abt anecdotes; it's abt credibility. These testimonials serve as a powerful form of social proof. They demonstrate that u r not just talking the talk, but u r also walking the walk.
Go beyond sharing the stories, go become part of one. Is there a way for you to interact with the client directly - even if its by shadowing one of your sales person? Maybe listen to a live call in the call center? Getting this experience first hand gives you info to take to your partners and leaders and become the voice of the client yourself. Today, there are many external review sites which could be completely independent; here you may find a different 'voice of your client'. Once you have a good number of such stories, categorize them, identify potential impact of each to clients and to your company's metrics (revenue, sales etc). This will help you build a plan of action.
Verbatims are very powerful, but to get them you actually have to talk to customers. Verbatims, testimonials, customer personas, journey maps, etc. are all part of the storytelling that every customer experience professional MUST do. But, do your research ...
Uma forma eficaz de gerar valor para a área de CX é elaborando relatórios mensais para as principais lideran?as da empresa. Estabele?a uma agenda regular de Voice of the Customer a cada mês e apresente aos times todos os dados coletados sobre os usuários durante aquele período, bem como os impactos que essas informa??es est?o trazendo para a empresa.
To get your boss on board with your CX vision, you need to align it with their priorities and interests. What are the key challenges and opportunities that your boss is facing? What are the goals and metrics that they care about? How can CX help them solve their problems and achieve their targets? By aligning CX with your boss's priorities and interests, you can show them how CX is relevant and beneficial for them and their stakeholders. You can also use their language and terminology to communicate your CX message more effectively.
The best way to convince someone to go along with your idea is to make them believe it was their idea in the first place. Align your proposals with stated goals your boss outlined. This will help them understand the abstract and in turn be more supportive when you present your metrics.
While bosses seem to naturally understand the impact of marketing on pipeline growth, or sales on net new revenue, the quantifiable impact of CX often gets muddled amid noise. But seeing as business strategies always include forms of growth and cash management, the key is to relate a CX focus to those outcomes. Every business in the world would benefit financially from maximizing customer lifetime value -- whether you're an apparel retailer (just look at Revolve's IPO), or a SaaS company hoping for a 10X mulitple on valuation. Discuss CX not as a cost center but as a growth engine, and focus your CX strategies on what will definitively boost customer lifetime value.
Once you have succeeded in aligning your CX proposals with stated goals your boss(s) outlined, you then seek to obtain validation from your boss, asserting acceptance and promising full backing. With these, you won't go running round in circles and even if you do or drop the ball, someone is there to keep cheering you on till you achieve the CX goals.
Ur boss, just like anyone else, has challenges & dreams. Understand them, & you're halfway there. 1st, pinpoint their challenges. Is it skyrocketing competition? Falling revenues? Maybe it's those pesky customer complaints. Identify pain points. Now, shift gears to goals & metrics. What keeps them up at night? Sales numbers? Market share? Customer retention? Treasures they seek? Here's the magic trick: CX, ur customer experience, can be the golden key. Show how improving it can tackle those challenges. Better CX means happier customers, & that, my friends, translates to loyalty & sales. Talk numbers. How can CX boost revenue/cut costs? Lowering customer churn by 5%? That's dollars in the bank. Showcase how CX aligns wth their targets.
You should also ensure that at the forefront of your mind you are thinking about “how do I make my bosses life easier”, this will enable you to demonstrate how CX coupled alongside some of the key issues your boss might be facing are somewhat linked and compliment one another in the long run.
Finally, to prove the value of CX to your boss, you need to provide a clear and realistic CX plan and budget that shows how you will execute your CX vision and deliver the expected results. Your CX plan and budget should outline the scope, timeline, resources, costs, risks, and dependencies of your CX initiatives. It should also show how you will monitor, evaluate, and report on your CX progress and outcomes. By providing a clear and realistic CX plan and budget, you can show your boss that you have done your homework and that you are prepared and accountable for your CX actions and impact.
In my view Customer experience is a Human experience- It is indeed a crucial aspect that can influence a customer's perception of a product or service. Factors such as brand, value, technology, ease, and pricing are important considerations for customers. However, the real-time experience and the care that customers receive when interacting with a product or service can leave a lasting impact. Customers value the sense of care and how well their needs are addressed by a company. It is essential for businesses to be honest and accountable for the products and services they provide. By demonstrating honesty, accountability, and a genuine concern for the customer's well-being, companies can build trust and loyalty and better CX
This should be the first point. The boss cares about money, ROI...show it upfront...and show what type of ROI we can expect from this.
Key here, is that there is always a current state, and the customer experience is a compilation of activities by a range of different groups. Your CX budget as a result will typically be to fund a series of projects to improve key aspects of the experience while much of the customer experience continues to be operated while you are bringing extra pairs of hands to upgrade certain parts of it. Budgets and timelines should be estimated with your cross-functional team when you're prioritizing the improvement opportunities.
Convincing top brass to back your CX strategy can be tricky, but not impossible. - Show the Money: Make them see that investing in CX is like planting a money tree. It’s about turning customers into loyal friends who keep coming back. - Matchmaker Time: Show them how CX boosts customer satisfaction and loyalty, leading to a sales bonanza. It’s about making customers so happy they can’t stop spending. - CX 101: Educate the execs as if CX is a new language where kindness equals profit. Share customer feedback and success stories. Make them see CX as the secret ingredient for business success. - Pilot and Participate: Involve them in CX planning. Start with small pilot projects to prove their worth. Watch their doubt turn to enthusiasm.
One thing I have found helpful is the insights drawn from the various voice of the customer programs. The facts and feedback give context to drive CX initiatives and strategies to the bosses.
It's worth considering identifying potential brand ambassadors within your company. Such individuals can effectively educate both internal and external stakeholders. Additionally, you should aim to simplify the customer journey as much as possible. A convoluted process with too many clicks can negatively impact the overall experience.
Managers have an own agenda and need to prove their investments to their management. Thus, start to understand your boss's perspective and stand in his/her shoes! ? Gather Customer Feedback ? Link CX Metrics to Business Outcomes ? Quantify Financial Impact ? Highlight ROI ? Calculate Customer Lifetime Value (CLV). ? Share Employee Perspective ? Provide a Roadmap ? Continuous Measurement ? Align with Company Values ? Be Prepared for Questions Present a compelling and data-driven case that demonstrates how improving customer experience will have a positive impact on your company's bottom line and strategic goals. Tailor your approach to your boss's specific interests and priorities to increase your chances of gaining their support.
Se tenho que provar a importancia da experiência do cliente estar no centro do negócio para meu “chefe” de duas uma: Eu n?o tenho um chefe, sim um poste. Ou Estou em uma empresa com valores bem contrários aos meus. O cliente é o negócio! Simples assim ??