suitecx ©2015, suitecx Inc. September 23, 2015 Customer Experience: Ge=ng Past the Barriers to Success Developing a comprehensive Customer Experience (CX) strategy is more difficult than you might expect, and there is a lot of noise in the marketplace as to how to do it right. However, despite the massive amounts of talk, there is not a lot of intelligent recommendaPons for acPon. What are some of the barriers? Internal Organiza.onal Silos Companies struggle with CX because it requires sharing informa.on across the enterprise. It also requires ge>ng agreement not only on what needs to be done but also on who will do it. Being successful at CX requires a deep understanding of customer needs and values, as well as all the internal people, processes and technologies that impact the customer experience. Many department heads don’t have the crossfunc.onal technology and organiza.onal skills to understand what needs to be done, let alone how to get the leadership on board to plan and execute. Lack of the Right Metrics Company metrics tend to be focused on individual department performance, not on mee.ng crossdepartmental goals. Achieving margins and reducing costs tend to be the most significant priori.es. Customer experience gets put on the back burner as goals like risk avoidance, project comple.on .me and technology up.me s.fle innova.on and reward the status quo. Adver.sing and Marke.ng Agencies Modern agencies are highly competent in guiding their clients around customers’ digital and social interac.ons, as well as helping them to understand broad emo.onal underpinnings of brand rela.onships. However, many agencies are not as aPuned to the need to merge tac.cal evidence from on and offline interac.ons with the digital and social knowledge they gather . Agencydriven customer journey maps are oRen aspira.onal and not grounded in fact. Thought Leadership “People, process, technology, and metrics makeovers are needed to implement a modern CX program. Companies should take a stepbystep approach, star<ng with Customer Journey Mapping and data driven assessments around CX maturity.” Lillian Murphy Vice President, Inventory Yield and Club Development Starwood Vaca.on Ownership No Common Defini.on of Best Customer Experience Marke.ng, Sales and Service are not aligned on who is the best customer and what a good experience looks like. If each area con.nues to operate independently and by their own defini.ons, customers will feel a disjointed experience at every point of engagement. Crea.ng a seamless experience for the customer requires common organiza.onal understanding, data sharing and shared goals for improvement.