Member Since: 14th Mar 2017
Open Chord Ltd
25th Jan 2018
Spot on, Shaun. Clear purpose is fundamental but when senior execs arrive at the point where their company's purpose needs to be rediscovered or renewed, they have the challenge that that wasn't the thinking or mindset that got them there in the first place.
Poor customer experience is a consequence of a lack of genuine customer-centricity at the heart of strategy and addressing that issue is the real - and exciting - challenge.
25th Sep 2017
I've blogged on this subject recently (http://www.knittingfog.blog/do-you-want-friction-with-that-the-limits-of...) and I think that companies would do well to offer 'fast and slow lanes' in their service. IKEA - another blogging favourite of mine (http://www.knittingfog.blog/tales-from-the-sharp-end-2-ikea-memory-and-t...) - does allow you to make short cuts in the journey through their stores but mostly their focus is in the business of selling customers a lifestyle dream which requires you to linger a while - and pile more items into your trolley
27th Jul 2017
Jeanne, I agree that sometimes we over-complicate the whole area of CX, however there's a reciprocal problem that because we are rightly obsessed with the minutiae of particular touch points, CX practitioners can get marginalised as super-specialists. So all these improvements need to have a connection to what is driving the business - in your Peloton example I guess it would be a link to likelihood to recommend and therefore increase sales?
I think the important point for CX specialists is to agree with non-CX executives what the overall journey is for the customer e.g. buying a bike could be one stage on the customer's journey to increase their fitness or pollute the environment less on their daily commute. Getting alignment on these bigger goals should help focus CX improvement on the areas that are important to the whole business.