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.
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