Member Since: 9th Nov 2015
Email: [email protected]
John Morris is a 33 year veteran from Intel Corporation where he managed business interests in a variety of countries including Russia, US and Poland as well as the UK. He is passioate about exceptional customer experience, has a recent MBA from the Open University, and an ex RAF technician.
He is a passionate advocate for delivering exceptional customer experience with a proven record of driving CRM solutions, business improvement and change through a combination of people and team development, strong operational thinking and innovative business management. During his career he has created and led Technical, IT and Operational teams across Europe and US.
John has been involved in and led numerous projects involved in Quality management, Customer Support, Technical Sales, CRM / PRM, Sales Operations and Customer Experience. These have been developed within the context of Technical, Operational and IT businesses both within the UK and abroad including Russia, Poland and US.
Chronologically, John began his career with the Royal Air Force as an aircraft technician transitioned into industry in 1981 joining Intel Corp. Moving through a variety of customer touch and back office disciplines including Technical Support, Market Development and Product Quality before moving into management and leadership positions covering Technical and Operational teams and directing IT for Intel in EMEA.
He is now leveraging the knowledge gained from his variety of experiences to provide transformation support for businesses and co-authoring a book on the delivery and implementation of Customer Experience.
Director JxD Consultants
17th Feb 2020
I would concur, this is about the brand promise and that the business is consistently meeting or exceeding that promise that is important. What I have always thought has been missing within the context of customer experience is that the promise made by the brand allows the business to be sustainable and proven to be profitable.
I know of one business where they have selected one of the finance people to run the customer experience initiative for that very reason.
thanks for the opportunity to comment further
7th Feb 2020
Very interesting article as it seems to confirm a trend that I have been experiencing over the last couple of years especially when talking to some CX professionals and businesses.
There are a couple of terms that crop it when talking to businesses, "So what!" and "What's in it for me and my business?". Indeed these attitudes still exist and are not easily addressed, especially when coupled with the term "prove it!".
There has been lots of discussion and some debate on customer centricity, experience, obsession and so on. Yes the customer is very important, without them there is now business. However I have customers and they seem happy enough and keep coming back so what's the problem? The problem is that, as many business are find, the customer are coming back in fewer numbers and less frequently. Many reasons can be made for this and a poor experience is certainly one of them, but how is that monetized? It is the proven monetization of the experience, obsession and so on that seems to be missing .
All employees including customer experience managers have to demonstrate business as well as customer value because if the business isn't profitable then the customer wont get served and if the customer isn't getting served then the business won't be profitable. It's either an upward or downward spiral and as CX professionals we have to learn to manage the expectation of the business as well as the customer.
1st Aug 2019
Whether CX sits with the CMO or any other office of the company it will be the same issue until being the ownership is exchanged for accountability. The accountability drives a different behaviour and in the final analysis accountability should link with the entire board. All the departments have a part to play in delivering the expected experience, consistently and inline with the expectations set by the corporation.
The problem with marketing ownership of CX is that marketing tend to view the world from the perspective what what they want to happen but have little influence over how things actually happen so don't feel accountable .
Accountability places responsibility for success on the CMO and that success can only be achieved with the cooperation of the other departments driving for the same customer goals, requiring cooperation and collaboration.
7th Nov 2018
This is a great discussion and agree that NPS has put customer experience on the boardroom agenda. The problem with an indicator when viewed in isolation is that they can never tell the whole story. It is all about context, what is the context that is seeing an improved or declining NPS score? and yes businesses can be blindsided by improving statistics. Adding in the customers needs to the equation will have the same effect if we only use that particular indicator.
In addition all of these are backwards looking indicators, they have happened in the past. That said the needs element does start to look forward and if matched with an understanding of how the business is planning for the future in terms of skills, empowerment, technology development then better insights can be gained.
Great debate thanks for raising it.
24th May 2018
Hi Sue, nice article, although there is a bit missing here for me. Employees, especially those who touch the customer are also a data source understanding where the customers thinking is and the current mood based on their interaction.
I'd be interested in your thoughts on that.
16th Mar 2018
Not sure this proves the ROI of CX but these are certainly 3 vital activities that need to happen to make sure CX is working. The ROI proof would be something like retained customers, employee turnover, sell up, market segment share, improved margin, etc. Without the 3 CX items mentioned there will be little or no ROI.
8th Mar 2018
Hi Jim, nice article which I believe captures one of the big challenges businesses face. There are a couple of points I would like add. Company's rush to survey customers but fail very often to survey those who serve them, the employees who often have strong views of customer feeling. The second point is that companies also fail to let their previous surveyors know what the findings where from previous surveys and what has been done as a result.
23rd Jan 2018
Hello Shaun, thank you for this refreshingly honest and pointed article. Customer experience has certainly flat lined and brands need to rethink their investment strategies. In my view poor customer experience is like lion poo at a picnic, unpleasant in its self and an indication of far worse to come.
Many airlines are in a race to the bottom and it will be sad to see BA go but go they will if they stay on their current course.
21st Dec 2017
Very thought provoking article and a great summary of the challenge facing many businesses, essentially who do I trust? In work we have done it would appear that there is one vector that is largely ignored in the Customer, Management, Employee triumvirate and that is the employee. There is a huge amount of knowledge there from both front line and back office staff that can shed light on many of the customer (VOC) commentary.
thanks for sharing
19th Dec 2017
The problem I believe is that the customer experience understanding has certainly reached employees, certainly front line employees in many companies. The problem is that it hasn't yet reached the board room or business strategists.