What are some of the common customer experience myths or misconceptions that you encounter?

Customer service is but one component of customer experience, other components includes sales, marketing, product design, service design, and all other interfaces and interactions between customers and the company. All are important but improvement efforts must be prioritized and OKR's or other metrics for measuring performance and progress are very important. OKR's are objectives and key results that a company can use to track and influence the quality of their customer experience.

Customer experience begins even before the project begins - days, weeks, months, or even years before a customer decides to give you their business. Contrary to popular belief, Customer Experience does not equal Customer Service. While customer service is an essential component of CX, it doesn’t encompass the entire experience. Instead, customer service refers to the communication, interactions, and help a customer might receive from a company. Typically, a customer service moment is in reference to a single interaction while customer experience is the end to end journey across all of the touch points at the customer has with your organization through the entire lifecycle.

Customer service is an important part of a brand's CX, but only a part. One client found this out after making significant improvements and investments in their customer care. The problem was that overall customer satisfaction didn't improve. It estimated that just one in four customers needed to call for support in a year, so improving customer care would take four years for the average customer to notice (if they even did.) Customer service is an important aspect of CX, but you can't improve CX without considering (and preventing) the reasons why customers even need support in the first place.

Your company's wonderful people provide customer service. You can use technology to create the customer experience. For example, Contact Center as a Service is software that enables positive interactions with your business. A web chat can flow into a text message—a text message into a call. An automated email is sent with a transcript of the conversation. The information is populated into a CRM. Your employees work smart and treat your customers well. That's how CCaaS lays the foundation for a great CX. Your people are the ones who provide excellent customer service.

Imagine your brand as a bus standing at a bus stop, waiting for new passengers to hop on. When a user or a customer discovers you for the first time, visits your website, or searches for your services online, they step onto your bus, embarking on their unique Customer Experience journey with your brand. Each interaction they have with your brand becomes a new stop on this journey. Whether they make a purchase, try your services, seek guidance on your Help page, reach out to Customer or Technical Support, request a refund, or exchange a product – each of these interactions is a distinct stop on their overall CX journey. Customer service is just a bus stop on that CX journey, not the journey itself.

In many respects some of the software solutions that cater to smaller businesses do a better job of offering CX out of the box. Bigger companies have a lot more legacy solutions to wrangle together to create an end to end CX strategy.

L'expérience client est vraiment à la portée de tous. écouter 10 clients, comprendre les irritants et les corriger c'est "facile". Loin d'être un co?t c'est un centre de profit car les irritants co?tent chers. Leur tordre le cou évite des déperditions d'argent. Ex : supprimer l'envoi d'un mail qui je sert pas ...

La Experiencia del Cliente no está limitada al tama?o de la empresa. Si bien es cierto que las empresas con mayor estructura o presupuesto pueden hacer mejor trabajo lo es también que empresas peque?as pueden hacerlo y hasta emprendedores. Un ejemplo que se vive mucho aquí en la República Dominicana es en los establecimientos de compra rápida o Colmados como les llamamos, en dichos negocios se dan ejemplos de buenas experiencias. Te aceptan pedidos por whatsapp y guardan tu contacto, si no tienen algún producto lo gestionan en otro lugar, te hacen sentir cuando les llamas qué eres parte de su familia. Dejemos atrás el mito de que las empresas peque?as no deben tener experiencia del Cliente.

Great customer experience can be architected for any size business. A small business has the advantage of speaking to customers first hand, and getting feedback on improvements informally. They also can see changes much more quickly with the right systems in place. A small team can also brainstorm quickly and make an impact as a team.

Na empresa que trabalho fazemos o CX acontecer de ponta a ponta com a parceria dos clientes internos e parceiros através de um estruturado programa. Nele o time CX avalia os processos, mede os resultados, levanta os times com melhores desempenhos, faz o reconhecimento, multiplica as boas práticas CX, destaca os colaboradores mais bem avaliados para intera??es diretas com nossos C-Levels.

If an organization views customer experience as a project, it may as well save the time, effort, and expense by entirely foregoing a "CX project". Why? By definition, a project is finite with an end date that corresponds to completion and closure of all its deliverables. In stark contrast, Customer Experience, by definition is how an organization engages with its customers at every point of their customer journey. That journey doesn't end. It continues well past delivery of the product or service. It includes support and word of mouth. There aren't many projects that customers often speak about derisively. But there are plenty of tales they will share about poor experiences. So if your CX program has a shelf life, don't even bother.

Forward-looking companies invest in a customer-centric mindset and view their initial research, personas, and journey maps as a baseline to form the basis for their initial customer experience improvement program. Your customer experience can't remain static because your people, process and technology capabilities will continue to evolve - as will your customers wants, needs, behaviors and expectations. You must continually invest to stay relevant and resonant!

Gestión de experiencia del cliente es una herramienta de calidad de ejecución permanente. En forma simple, implica, 1) Dise?ar la experiencia en coherencia con la promesa de marca al mercado, 2) medir la experiencia levantando la voz del cliente, 3) Analizar la voz del cliente, identificando puntos de dolor y/o insights, y 4) Especificar iniciativas de mejora de experiencia del cliente - en la práctica regresar a redise?ar la experiencia -o de modificación de la propuesta de valor.

The customer never stops changing. Competition never stops improving. Why would CX be a one-time project? The goal of CX is to improve the customer-centric culture at an organization so that every employee is more customer-centric and makes more informed day-to-day decisions. Culture doesn't change because of a project but because leaders reinforce the culture change through constant focus on data, information, rewards, processes, and priorities. CX is a disciple--a repeatable set of processes that help to ensure the organization knows and responds to customers' changing needs.

From my perspective, one of the biggest myths about customer experience is that customers want a relationship with you. They do not. They simply want the product or service purchased from you to work as expected. They don't want to talk to you and they don't want to troll your website to find a solution; they just want to get what they pay for. Obviously, none of us are perfect, and when things don't work as expected, we need to deliver effortless problem resolution, but to think that customers want a relationship is a misnomer.

I agree that CX is not just about technology. CX is also about having that personal or customised connection with your customers and I believe empathy is a key part of this. Empathy allows you to understand the needs and feelings of customers on a deeper level.

Technology is essential, but it only enables, it does not fix CX. It allows companies to go one step further, to personalize, to amaze customers, but if the right processes or culture aren't in place, you can add a much tech as you want, CX still will be bad.

As a Product Manager in B2B and B2C, one thing I have acknowledged is that customers only care about how simplified and easy to use is your product. Even if you have a very niche target audience, the product needs to enable the user and not the other way. Be it the checkout journey on an app OR A smart watch you wear, no matter how many features you offer - they should be easy to use.

A tecnologia é uma grande aliada no CX, mas n?o resolve tudo sozinha. Ela pode ajudar muito com dados, personaliza??o e eficiência, mas se for complicada, só vai frustrar os clientes. A tecnologia deve sempre servir ao objetivo de melhorar a experiência do cliente e n?o o contrário.

Personalizar a experiência é uma das formas de fazer com que o CX n?o seja igual para todos. Clientes tem necessidades e expectativas diferentes. Na empresa que trabalho utilizamos o modelo de atendimento OPA (Observar, Perceber, Atender). Observamos o cliente, percebemos a necessidade única e atendemos da forma como esse cliente quer ser atendido naquele momento. Ter escuta ativa possibilita inúmeras oportunidades de satisfazer e encantar o cliente. Já trabalhei na linha de frente e fiz milhares de atendimentos. Personalizar o atendimento faz com que o cliente se sinta escutado, único e valorizado. Isso contribui para fidelizar, recomendar ainda mais a marca.

Customer Experience (CX) is highly individualized. Each customer has unique preferences, needs, and expectations. Effective CX involves understanding diverse customer segments and tailoring experiences to meet their specific requirements. Personalization is key – what delights one customer might not resonate with another. Companies need to adapt their strategies, communication, and services to cater to the diverse tastes and preferences of their customer base. The more personalized and relevant the experience, the more likely it is to leave a positive and lasting impression.

La gestión de la experiencia del cliente, si bien tiene componentes similares fundamentales como dise?ar la experiencia, medir la voz del cliente, analizar y especificar iniciativas de cambio, su aplicación es personalizada por que cada empresa tiene una propuesta de valor diferente a segmentos objetivo distintos.

Of course, CX isn't the same for everyone. We live in a world of SUVs, pickup trucks, family sedans and sports cars because different people have different needs. The problem with approaching CX with a one-size-fits-all mindset is that it causes brands to deliver a lowest-common-denominator experience--one that meets the bare minimum needs of all customers but excels for no one. Creating personas is not just a vital CX process, it is also an important one for prioritizing your CX efforts. For WHOM do you most need to improve the experience? If you can't answer that, then you're not prepared to make cost-effective CX investments.

Assuming a one-size-fits-all CX approach is a critical mistake. Customers are diverse, with varied needs and expectations across segments and touchpoints. Effective CX embraces this reality through tailored, personalized experiences. It's about deeply understanding differing personas and journeys, then adapting with contextual relevance. Companies mastering granular CX gain powerful advantages - fostering higher satisfaction and loyalty by making each customer feel uniquely understood. Generic CX fails to resonate. Businesses stuck in this dated mindset struggle to differentiate. CX must be an empathetic exercise in continuous customer-centric personalization. Those prioritizing will earn customers for life.

First things first: Empowering customer-facing employees will help but may do little if your leaders continue to make poor CX decisions. Frontline employees can have a positive CX impact one customer at a time. But the decisions leaders make on products, services, policies, and priorities can impact many customers. Don't make the mistake of ONLY empowering your customer-facing employees. Consider a top-down and bottom-up strategy that includes distributing customer insights widely, setting appropriate and relevant expectations for everyone from leaders to frontline employees, and considering the balance between KPIs that reward short-term financial results and those that recognize long-term customer impact.

Training, education, policies, leadership and artificial intelligence are the key to empowering your customer-facing employees. Giving employees the information and tools they need to best serve their customers goes a long way to both increasing employee satisfaction and retention, but of course an improved customer experience as well. AI-enabled tools empower employees with next-best actions driven by not only call intents, but even real-time speech processing. Ongoing employee mentoring and customer-centric service policies empower employees to grow and serve customers in ways that lead to long-term success for both.

As a leader, you should be incorporating flexibility and autonomy into your processes as much as possible. Your customer facing agents should not have to consult with a supervisor every time there’s a decision that needs to be made. You should weave in creating autonomy and decision making at the agent level, which provides them with greater job satisfaction because they are coming to a resolution themselves and not having their supervisor do it. Take time out to celebrate accomplishments and understand how your team likes to be recognized. Always incorporate the aspect of play. Team members can be productive while also enjoying the work of being customer facing.

While only one facet of employee employment, technology enablement is definitely a big one. Customer-facing employees who are supported by poorly integrated technologies have an infinitely harder job to perform than those in more frictionless environments. If you're struggling with high attrition and a less-than-ideal culture, look at the tools that you're enabling these folks with.

One activity that I do is to keep them involved in my sprint items and discuss with them, what items need what sort of communication, some can be just learning articles, and some need bigger discussions. They have a much bigger understanding of what our customers will pay for.