Course Description
In the age of digital transformation, it has become critical for an organization to transform its existing processes, using innovation and technology, to offer engaged, responsive customer experiences.
Based around a standard customer experience (CX) framework, this course will teach you a range of techniques to help transform your organization’s customer experience ecosystem – including understanding the customer experience values, listening to the ‘voice of the customer’, measuring an organization’s level of customer experience maturity and designing and implementing a transformed customer experience.
The course presents a realistic case study that allows you to practice applying the techniques covered. Key areas of the course include analyzing the organization’s view of CX, customer gains and pains, personas, touchpoints, customer journeys, and organizational maturity.
Target Audience
Business analysts, operations & customer service managers and staff, project managers, business change specialists, system design professionals, and anyone who is involved in business transformation.
Course Content
Understand why the Business Exists
The assumption underlying this approach to the customer experience is that a business needs to understand business drivers, defined by business objectives and strategy, with reference to how they are going to satisfy customers. An organization needs to:
- View offerings from the outside-in, rather than the inside-out, or define offerings wrapped around the customer and their motivations, not necessarily the customer wrapped around the organization.
- Determine the value proposition for all customer segments. Ensure business and customer value alignment.
Define the Voice of the Customer & Employee
Here, an organisation needs to:
- Develop ‘empathy’ for both the customer and employee networks. That is, it’s about seeing the world through someone else’s eye, ensuring that they understand current experiences.
- ‘Listen’ to the customer by researching the experience – tell the stories, collect the feedback, and analyse the data to assess motivations, feelings, attitudes, skills, learning curves and willingness to use a product or service.
- Analyse the feedback and understand the different customer segments and personas, or typical user.
- Define job roles & create personas to understand main customer & employee groups.
- Identify customers’ ‘moments of truth’.
- Maps out an entire customer journey from pre-purchase to actual purchase and finally post-purchase usage and service. Identify and map out all touchpoints in the customer journey
Assess & Measure Customer Experience Maturity
Here, an organisation needs to:
- Assess it’s maturity levels against recognised maturity frameworks after understanding the customer fully, and what they need from the customer journey.
- Define the ‘gap’s between;
- Customer expectations and organisation perceptions of those expectations, and
- Customer’s ‘adequate and ‘desired’ service expectations, for different personas.
Simply, is the organization meeting customer expectations? This will define the overall gap between what an organization is delivering, and what the customer expects.
Design & Implement Customer Experience
Here an organisation:
- Analyses the gap defined by identifying root causes, deciding priorities and generating ideas to innovate and elevate the customer experience, considering various personas.
- Evaluates the Business, financial and technical feasibility of suggested solutions; and
- Decides the actions by defining, designing and delivering system and process changes.
Measure Customer Experience Quality
- Measure the performance of the organisation, based on accepted measuring techniques.
- Are the reimagined processes meeting customer expectations, once a customer has used and experienced them?
Adjust & Embed Customer Experience
- Based on the learnings of the previous step of measuring customer experience quality, the products and services can be adjusted to improve customer experience, in whatever area needs attention.
- This needs to be embedded in the culture and should be a continuous process adopted by the organisation – not just a one-off exercise.
- Different areas of the organisation need to own the improvement, to ensure the change is enacted and sustained.
