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Tag: Customer Experience

7 Tips of the Chief Customer Officer

As organizations realize that the customer experience and relationship is the asset that leads to revenues, organisations will shift focus from the revenues themselves, to the customers that deliver it.


For Top Management making this transition, it may feel like unfamiliar territory. Change is difficult for any organization and for the individuals involved. The creation of the Chief Customer Officer (CCO) role, is vital for the success of this transition. Here are seven tips for CCO’s who will be responsible for this transition.

1. Get Inside your Customers’ Skin
In order to align all the company’s functions with developing, maintaining, sharing and performing to detailed customer experience maps, the company needs to have deep personal relationships with its customers to truly understand them.

2. Relationship Determines Revenue 
Customers often value relationship more than the product or service. Find out how to invest in stronger relationships, understand customer budget bibles and match their planning cycles.

3. Break the Technology Addiction
Technology doesn’t have all the answers and it can’t auto-service the customer. Technology is a tool and we must know when and how to use it in communications and analytics to create better decision outcomes. Invest in these tools, but don’t let them replace in-person conversations and relationships with customers.

4. Revenue requires a Village
Customer-centric organizations are not natural homes for lone-wolf, “hail-Mary pass” producing sales folks. Chief Customer Officers need sales, marketing and support departments to understand the holistic experience for the customer and deliver their individual components with the same tone, cadence and channels outlined in a unified experience map.

5. Pay for Relationship Quality
People do what they are financially incentivized for. CCOs that are supporting a customer-centric transformation are replacing NPS and customer satisfaction scores with a measurement of each function’s role in delivering a customer experience that supports revenue. Instead of MBO, churn or close rates, consider performance metrics aligned with the customer experience story board, customer engagement and peer scoring.

6. Collaboration is your Lifeblood
Customer centric organizations are highly collaborative; it’s the secret sauce to delivering consistent, meaningful experiences and relationships. Only through enterprise-wide transparency, information sharing, proactive feedback, ideation and communication patterns that transcend hierarchical organization structures can teams respond to customer expectations and quickly resolve issues.

7. You’ll Never Know It All.
One of the biggest challenges facing CCO’s is that they don’t know or have experience in all the functions – marketing, sales, distribution, and customer service/support. At best someone might have deep experience in two but not all. That also means CCOs need to let go of tendency to ‘command and control’ and lead by example, enforce highest of ethical behavior standards, enable employees to their jobs to the best of their ability, and focus on building healthy teams.

Source: Christine Crandell

Everybody should think they are the Chief Customer Officer

It must be one of the business world’s most widely used calls to action – “We must make the customer the centre of everything we do!” The reason it is, of course, is that it is absolutely right. Nothing is more important. But for all the passion and conviction put into creating genuine customer focus it is frustrating when we get it wrong.


Like many businesses around the world Telstra has been working to put the customer at the centre of everything we do. We have made good progress, but I’m the first to admit that we do not always get things right. Every business has a unique set of challenges, but when your business – like ours – is answering 15 million customer calls each year, making 900,000 customer appointments and completing 3.4 million tasks in the field, you only need to get it a little bit wrong to disappoint many.

That is the nature of the challenge. It is a task that for many of us is far from complete and we still have much to learn. That said, we now have the benefit of some hard earned experience. Here are some of the key lessons we have learnt so far:

  • Leaders need to show a genuine commitment: Strategies to put customers at the centre of an organisation need to be carefully coordinated and led. Leaders need to communicate why it is important, supervisors need to show employees how their efforts and actions affect the customer and staff need to know they have the ability to resolve customer issues.When staff see their leaders – all of their leaders – committed and focusing on the customer they are more likely to engage, so make it visible. Leaders need to be seen talking to and about customers, asking questions, listening to their stories, making a difference. Real change comes from real actions.
  • Customer service is all things, great and small: Customer service improvement is a dimensionless concept – it can be the next big thing or it can be many small things. Legacy systems and processes may need to be refined (and sometimes overhauled or replaced completely) to improve the customer outcome, but be agile and creative with developing work-arounds in the meantime so system issues do not choke innovation or cause inaction. What really matters is being able to identify value and allocate the right amount of resource and energy to the right customer focused projects and programs at the right time.
  • Ideas can come from anywhere: The CEO and leadership team do not have all the answers. Many of the best customer service ideas come from front line staff. So create an outlet for them to raise and solve problems and give them whatever tools they need to take action. That way they are not only more likely to make customer focus an integral part of their roles but they will probably be happier and more engaged as well; there is real power and value in creating a link between employee satisfaction and change strategies.
  • Get everybody into the conversation: When it comes to internal communication use everything you have available – the company intranet, social media, internal newsletters, town-hall style meetings, video, face-to-face, online collaboration tools. As a large company with a diverse and dispersed workforce we have seen enormous value from being able to collaborate online (using Yammer) to canvass views, share ideas, and connect customer facing with non-customer facing staff. We have been able to get a temperature check on key issues quickly and broadly. Communicate, communicate, communicate; particularly the good customer outcomes. Genuine employee buy-in hinges on a broad understanding of why it all matters so getting everybody into the conversation is critical. Employees should see a clear link between what they do and the longer-term outcome, even those who are not customer facing. It is also critical to run workshops to show how everyone in the company can become customer focused. Communication channels also need to be open so any valuable customer insights can be shared quickly across the business. Leaders cannot make the changes staff know are necessary, or leverage staff insights, if they are unaware of them.
  • Stay focused on the customer: Depending on your organisational starting point, a well thought through customer strategy should deliver plenty of early wins. It gets harder when you are further down the road and return-for-effort looks more challenging. Encourage the team to stay focused on the customer. Find lots of ways to interact with your customers; they will always know what will make a difference better than you.

The job to make the customer the centre of any organisation is in many ways a never ending story. But you know you are starting to make progress when every team puts the customer first and every staff member thinks of themselves as being the Chief Customer Officer.

Source: David Thodey – CEO & Executive Director, Telstra


Customer Journey

Customer Journey

De customer journey map beschrijft de gehele levenscyclus van de klant. Op een hoog abstract niveau worden de stappen in de gehele cyclus visueel gemaakt met illustraties en bijpassende tekst. De emotie curve wordt hier ook vaak in weergegeven. Daarnaast legt men de kansen en pijnpunten (verbeter punten) vast. Uit de gehele levenscyclus worden specifieke interactie momenten (MOM – moments of magic) geïdentificeerd en beschreven. De customer journey map wordt vaak op groot formaat weergegeven (2 meter hoog bij 10 meter breed).

Van Klantbewust naar Klantgestuurd

Er zijn veel ondernemingen die beweren de klant een excellente klantbeleving te kunnen bieden. Je moet je dan echter wel afvragen wat men hier dan precies mee bedoeld. Veel organisaties zijn nog steeds productgericht. Men is vooral trots en enthousiast over de producten en diensten. Klanten mogen blij zijn dat ze deze kunnen kopen. Wat je dan vaak ook hoort is: “Het product verkoopt zichzelf”, “We weten wel wat de klant wil” of “Klanten moeten niet zo zeuren en klagen”! Maar is men ook enthousiast over de klant?


Door de vele publicaties van de afgelopen tijd beseffen veel organisaties dat ze toch iets met klantrelaties moeten gaan doen en schaffen bijvoorbeeld daarom een CRM systeem aan en zeggen vervolgens: “Kijk we vinden het belangrijk om de klant te kennen en de klant toegevoegde waarde te bieden!” Echter, zo eenvoudig ligt dat niet. De reis naar een unieke en excellente klantbeleving is vaak langer dan men in eerste instantie denkt. Om de optimale klantwaarde te creëren, moet de organisatie een aantal belangrijke fasen doorlopen.

De organisatie bereikt de hoogste klantwaarde door te werken aan de emotionele klantbeleving. Een klantgestuurde organisatie is men niet zomaar van de één op de andere dag. Dat vergt namelijk de benodigde inzet en tijd. De verschillende fasen die we hier behandelen worden over het algemeen vaak in dezelfde context door elkaar heen gebruikt. Echter zijn in klantbeleving kenmerkende verschillen aan te geven. Men kan deze verschillende aanduidingen van klantbeleving dan ook niet zomaar door elkaar heen gebruiken. Klantgericht zonder Klantbewustzijn zal dan ook niet gaan werken.

De traditionele product & service gerichte organisatie zal als eerste de fase van Klantbewustzijn moeten doorlopen. De tweede fase is Klantgerichtheid. Fase drie is Klantgedrevenheid. De vierde fase is Klantgestuurd. Heeft de organisatie fase vier bereikt, pas dan kan de organisatie haar klanten de hoogste klantwaarde bieden met behulp van een unieke en excellente klantbeleving.

Chief Customer Officer Roadmap

To ensure success in the process of (re-) aligning, the Chief Customer Officer needs to have a plethora of tools available, and the Chief Customer Officer Roadmap captures these tools and activities. In addition, it provides a general priority order, enabling CCOs to focus on the most important activities first and over time, broaden their horizons to best serve customers, their companies, and defend their value.

Chief Customer Officer Roadmap

Copyright © 2019 by Martin van Krimpen