FAQ's
Frequently Asked CX Questions
Divided across the 4 pillars of CX tranformation: CX, EX, Behavioral science & Leadership
Customer Experience
To map the emotions of the customers across the journey and start brainstorming improvements, without knowing which emotion(s) or part of the journey matter most to customers. More info? Check out this 10 min video.
They should be able to measure journeys and not just touchpoints; to measure not just NPS but also SAT and CES; and not just 1 questions with open text but well built surveys with statements for applying smart statistics.
Touchpoints are confusing and they give a false sense of a high score. It’s better to measure journeys on one hand and channels on the other.
Each of the 5 types of experience has their own matching metric. NPS for brand experience, SAT for customer experience and CES for user experience.
By using using smart statistics to report hard, steerable insights as shown in this video and by using a quiz before sharing any of these insights to prevent a “duh, we already knew this” response.
Employee Experience
You are working on one of the most important drivers of EZ, purpose, by working on the most important drivers for customers. And by creating a lot of fun, energy and empowerment to start experimenting with the CX insights in their daily work.
The good news is that the employee journey is much more generic for most organisations than their customer journeys. In this slidedeck you find some basic building blocks for the employee journey and in this blog Zanna also explains the basics of Employee Experience as one of the 5 types of experience.
There are two key criteria to check when selecting an employee engagement tool: (1) are they actually measuring engagement (90% are not) and (2) what, if any, technique are they using to measure the impact of the drivers on engagement. Check this slidedeck for more information.
By using the existing, validated scales that science has already created for you on work engagement and affective commitment (my emotional engagement with the organisation). You find those scales in this slidedeck.
Despite the ‘continuous’ measurement trend that is now also moving from CX to EX, it’s not useful to measure EX every month. You need more time to improve EX than CX. Twice a year is a good rhythm, once a year is not frequent enough to create a rhythm.
Behavioral science
By translating the most important drivers into concrete experiments that all employees can implement in their daily work, using the technique of Tiny Habits to design your experiments.
You need at least 10% of all your employees (in the operations, not CX employees) to be excited to implement your insights. By running an energizing internal email campaign with videos from colleagues why they joined the program, you have no problem inspiring 20-30% of all employees to become ambassadors.
Tiny Habits (BJ Fogg) and/or Marginal Gains (James Clear) are the basis to design small but impactful experiments to improve the key drivers for customer experience. Combining these with the insights from Alive at Work (Dan Cable) will generate a lot of fun and energy around your program.
Translate the key CX drivers to a menu of experiments that employees can choose from. Create such a menu of max 10 experiments for each role. Make it easy to integrate in their daily work, without taking extra time or maximum of 5 minutes.
After you have discovered the key drivers for a specific journey (see this video for what I mean with key drivers), you start brainstorming how you can change very specific moments or document or online content based on that specific driver and then you A/B test the new journey compared to the existing journey.
Leadership
No. You can use 1 slide with proven financial impact of CX (see this download) and focus on reporting the drivers of CX in such a way that you have hard, steerable insights that can support clear prioritization.
Timing is everything. Make sure you first run a pilot ‘under the radar’ and then with the results involve leadership. Without concrete results, leadership will not be very engaged to lead by example because it’s too vague what you are asking them to do.
By sharing the results and discussing what they can do to give the employees more room to experiment. Also for them create a super concrete menu of actions you are asking them to take on to support CX in your organisation. Your biggest ‘enemy’ is to keep CX super abstract so nobody really knows what to do.
Again, don’t start this dicussion before you have concrete results from a pilot, but when the timing is right, discuss how the focus on kpi’s and input steering can make room for more output focus, empowerment of employees and focus on the impact for customers.
This is the wrong question to ask. There is a lot of proof that kpi’s and/or bonuses are counter productive. Connect your CX insights to a sense of purpose and to financial impact and try to create time and space to start improving and experimenting while tracking if collectively the satisfaction and / or NPS is increasing. Focus on learning, not on steering.
Ready to deliver more impact with Customer Experience?
Apply for a CX pilot intake and together we will discover how you can map the journey, find the drivers and share the results to mobilize the organisation!