The acronym “CX” has gained new life over the past two years. Starting with conducting surveys to analyze customer experiences with a company, this has evolved into an influx of new technologies and, for many, a company-wide focus on the customer experience.
Great digital customer experiences aren’t just fun anymore. Customers want instant service outside of call center schedules and queues. However, delivering digital Customer Experience quickly is often a struggle due to timely technologies that don’t work well together and the changing nature of customer preferences, issues that are further exacerbated by the pandemic.
So how has the change in CX affected the role of Experience Director (CXO)? Here are three things Customer Experience professionals need to know to stay relevant as CX continues to evolve.
1. Today’s expectations for Customer Experience
The digital acceleration of customer service will only increase as we become less reliant on personal experiences, partly due to the pandemic and partly due to the general emergence of better technologies across all industries.
According to an Accenture survey, nearly 50% of people say technology plays an important role in their daily lives. This presents a challenge for companies that have not integrated technology developments into their companies’ customer experience segments.
Delivering excellent digital self-service requires active and timely two-way interactions across multiple channels (voice, chat, text, web) that integrate with customer record systems. By connecting customer data to Customer Experience, you can create more personalized experiences that allow customers to negotiate or get answers for themselves.
2. The role of the CXO: from measurement to action
In previous years, evaluating Customer Experience surveys meant capturing and analyzing customer service experiences with a company and measuring “How was your experience?” That’s why companies like Qualtrics and Momentive – formerly Survey Monkey – have flourished.
For CXOs, measuring customer feedback is not enough. Effective Customer Experience leaders must not only measure and identify areas for improvement but also implement customer experiences with agile teams that can test and innovate as customer preferences change. It requires new organizational structures, new processes, and new technologies.
3. How do you build a successful Customer Experience team?
To continue to grow in their role, CXOs must recruit a team of people from multiple disciplines, including information technology, design, customer service, and IT. Customer Experience teams must identify CX pain points, access CX data, and make credible CX sales, service, and support recommendations. CXOs can be the media authority across the organization’s various departments to ensure continuity and flow across teams.
CXOs also need to be people who understand the technology and also have a sense of the customer experience, so they can provide a unique and powerful perspective on how to integrate these two areas of expertise.
To remain competitive, companies will continue to invest in the tools and platforms necessary to meet customers’ expectations of digital customer service, and CXOs must be aware of the constant acceleration of technology.
Customer experience is a market priority. Many of today’s tech pioneers didn’t invent the grocery store, the stockbroker, the auto dealership, or the sunglasses store; instead, they rediscovered the customer experience and reaped the rewards.
2021 presented challenges that most companies have never seen before, and it certainly won’t be the last time we change the way we treat customers. For established companies, the importance of rethinking organizational agility, agility, and scalability in the world of customer experience and the role of the CXO has never been greater.