We see customer experience as the route to growth and profitability.
We need to drive customer satisfaction and/or loyalty.
Our customers' expectations are changing and we haven't kept up.
We have done extensive work to understand whom we serve and have identified a clear target customer who drives our growth and profitability.
We have segmented our customers by demographic and activity based information but don't know as much as we need to about their behavior and why they buy from us.
We think we know our customers, but we project our internal perspectives on them too much.
Yes. The need we solve for our customers is central to how we operate across the organization. We are always using the need statement as a way to prioritize our actions.
At times. We have a defined need that we solve for our customers, and we reference it occasionally when making decisions.
No. We talk about what we sell much more than what we are solving for our customers.
Very well. We have mapped both our customer's current experience and ideal experience and have clear priorities to assist with the transformation to the ideal.
Somewhat. We have mapped our current customer experience and understand where we fall down.
Not well. We have mapped parts of our customer experience but do not have a comprehensive view of the current or the ideal experience.
Our customer experience initiatives are matched to critical moments (i.e., moments that have a disproportionate impact) in the ideal journey (i.e., the customer experience we are aiming to deliver in the future) that can best solve the customer's need and drive organizational performance.
We understand our customer's current journey, and our experience efforts are focused on pain points or operating gaps.
Our customer experience initiatives are primarily reactive to complaints or service issues.
We utilize a number of vehicles (surveys, focus groups, advisory panels) to obtain insights on customer needs and how well we are meeting those needs.
We rely heavily on feedback from our sales force and/or customer service teams to tell us what is on the minds of our customers.
We don't have any formal or even informal "VOC" program.
We have a routine established to track customer activity and comments/complaints (NPS or CSAT scores), and we watch renewal and/or repurchase data.
We conduct periodic customer satisfaction surveys and collect anecdotal data via the sales and customer service teams.
We don't measure our customer experience.
We measure our customer experience, and everyone is accountable for the outcomes. Each employee is (at least partially) compensated based on how we perform as an organization on our customer experience goals.
We measure our customer experience, and some departments have a portion of their compensation plan dependent upon those measures.
Currently, we don't have a tie between any of our rewards and customer experience measures.
Our entire organization has been trained on our customer experience goals and has a good understanding of how they can use customer experience in their daily decision making. We understand that delivering the ideal customer experience is everyone's job.
Employees who have done some work or research on our customer experience understand how to use the results and goals in their daily decision making, but most employees do not.
Most employees do not understand how to use customer experience in their daily decision making.
We have cross-functional governance that guides all experience initiatives. Across our organization, employees use customer experience to inform daily decisions and actions. It's simply how we work.
We have a titled "customer experience" leader reporting to marketing, service, operations, or business excellence.
We don't have dedicated customer experience resources or we have a few champions who work on customer experience in addition to their other responsibilities.