The CX Insights Framework: connecting business goals to CX goals!

by Maartje Luinenburg

The CX Insights Framework: connecting business goals to CX goals!

by Maartje Luinenburg

by Maartje Luinenburg

What stops you from connecting the CX dots?

What’s the value add your management is focused on?

Senior Management is typically focused on shareholder value and growth. How does CX performance play a part in this value creation? Connecting a core customer KPI, such as NPS with a typical Business KPI, such as revenue, is not on everybody’s agenda. Leaving lots of unused potential to better talk the talk with senior management if it comes to why CX is important to prioritize for growth and value.

Do CX programs deliver on their promise?

As CX improvements are often not tied to results, there is a disconnect between the CX metric and business performance. In addition a lack of impact on the NPS for example can cause a loss of confidence among frontline workers when the metrics don’t seem to explain big swings in customer satisfaction. Further, in some companies, there is confusion about whether transactional or relational measures matter more, and, in others, frustration reigns due to a simple lack of results from too much focus on one top-line metric.

The CX Insights Framework Approach©

The CX Insights Framework, intends to design a measurement strategy that aligns all of the customer-experience metrics with organisational (K)PI’s into a unified model that operationalises a customer-centric strategy.

The approach will give executives the ability to limit waste on current methods and have a more direct impact on their top-line customer-experience metrics and associated financial gains.

Three core elements are critical

In our experience, three core elements are critical for transforming an unsatisfactory approach into a customer-experience insights framework which will deliver impact and create value:

  1. The heart of effective customer-experience measurement is the organising principle of measuring experience at the journey level, as opposed to looking only at transactional touchpoints or overall satisfaction.
  2. It’s critical to capture all available (un)structured customer feedback and (channel) behaviour from multiple channels and surveys, social-media posts, and operational data into comprehensive, role-specific dashboards. These can provide transparency and drive decisions at all levels.
  3. CEM requires cultivation of a continuous-improvement mind-set at all levels. Organisations must create the mechanisms to close the loop between frontline workers and customer feedback, then use the data to change the design and execution of the customer-experience process.

Connect the dots: Cocreate an integrated insights model

Companies have large numbers of disjointed customer-satisfaction surveys: operations departments often measure customer satisfaction at a highly granular level, while the marketing department might initiate a more holistic touchpoint-measurement system. The problem: the two measurements fit together poorly, making it impossible to connect dependencies between certain touchpoints and overall impact.

What is your starting point regarding measurement and use of behavioural data from customer interactions and company processes?

Typically a company will start with feedback, which is then designed in a NPS measurement model:

A more holistic measurement strategy starts with an integrated insights model in which all customer-experience metrics along touchpoints, jobs-to-be-done and journeys flow up to a top-line metric as next step. Most important is how the business inserts the metric into a systematic capability to collect, analyse, and act on data insights and customer feedback in an effective and complete system for measurement of the customer journey.

The CX KPI landscape unravelled

  1. Each metric can be correlated to overall satisfaction and thus any business outcome can provide clear link to financial value
  2. Each driver of customer satisfaction can be used to isolate impact of potential service level improvements
  3. Each journey’s importance can be compared with top line metric
  4. Touchpoint and Job-to-be-Done satisfaction within the journey and its importance can enable targeted intervention
  5. Experience elements such as ease and courtesy can provide details about drivers of satisfaction for each interaction
  6. Service level KPIs for things like waiting time can provide details about drivers of satisfaction for each interaction

Creating an integrated insights model, the CX Insights Framework, allows companies to eliminate reams of metrics that do not drive top-line satisfaction. It focuses the company on the journeys, job-to-be-done, touchpoints, and elements that matter to customers.

Joan Willemse is partner at Underlined

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