How to Implement a Successful Customer Experience Program

Email     |     Share  
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10
Next How to Implement a Successful Customer Experience Program-5 Next

Step 4: Explore and Develop CEP Framework

A lot of preparatory work is needed, including building/updating a customer database and defining the parameters of the program. It is also important at this time to plan the transition from the current customer satisfaction program to the CEP. This may require organizational and staff changes.

In planning for the implementation phase, the current customer satisfaction approach should be reviewed and changes made to it to reflect the differences. It may require different methodologies and approaches (e.g., a telephone-based survey for Tier 1 customers). The additional roles may require a different approach to acquiring sample.

You also need to develop the cost estimates and value hypotheses (e.g., "Cost is 15 percent more than the current customer satisfaction study, but if overall customer experience can be raised from the current level by 10 percent, we can expect the retention cost to fall by $X and the sales per customer to increase by $Y.").

Implementing a customer experience program (CEP) is not a simple matter. The value comes from extending the current customer satisfaction program into one in which customer centricity is built into the culture and strategies of the company, and using the output of experience measurement to take actions. There are many pitfalls and not the least is attempting to move too rapidly to a complete solution. Sound implementation and the ability to harness all the opportunity of "getting it right" requires a measured approach with interim checkpoints to achieve the benefits that we are hoping for. It requires a roadmap.

According to Harry Bunn, president and CEO of RONIN Corporation, there is also a lot of up-front work to design the most relevant framework and this is why a roadmap needs to be developed (and followed) for a phased implementation, with each step reinforcing the concept and building support. Even before step 1, the CEO must have embraced the concept fully. If not, do not bother attempting a full-blown CEP but continue to use your existing, lower-impact customer satisfaction program.

Harry Bunn is the president and CEO of RONIN Corporation, a marketing consulting and research firm focusing on business-to-business companies, in particular in the technology sector. He has consulted with many of the largest companies including IBM, Hewlett-Packard, Microsoft, Dell, VMware, EMC, Samsung, AT&T, Verizon, BT, Telefonica, Honeywell, Motorola, Accenture, Nokia, Siemens, Fujitsu and Xerox.

 

Related Topics : Business Structure, CRM Solutions, Enterprise Software, ROI, SugarCRM

 
More Slideshows

mobile86-290x195 10 Must-Have Apps for Your Small Business

Leveraging the right kinds of apps can make for a cohesive business ecosystem, valuable in increasing productivity, streamlining business processes, and instilling creativity overall. ...  More >>

IT_Man67-290x195 IT's Role in Sales Force Transformation

Without IT's involvement, automation of the sales process is impossible, and without IT's ongoing support, expecting change to stick across the organization is unrealistic. ...  More >>

Misc63-190x128 5 Ways Sales Teams Can Benefit from CPQ

Enterprise-grade CPQ systems allow users to provide faster, error-free quotes and proposals that align with customer expectations, reducing the average sales time and maximizing sales efficiency. ...  More >>

Subscribe to our Newsletters

Sign up now and get the best business technology insights direct to your inbox.