CXDNA Ultimate Ecosystem℠

The CXDNA Playbook Strategy, includes Advocate course containing the four critical phases (Measure-Analyze -Act-Access) to developing and implementing successful CX Ecosystem.

Measure is the first phase to building a successful CX Ecosystem, as indicated by the below luminaries.

Understandably, we should start with a rock-solid foundation before we delve too deeply into how we can improve our processes and thus the experiences of our Customers/ Employees / Partners.

To accomplish that, we break the Measure Phase into three components, what we’ll come to call building blocks as we proceed, includes The CX Governance Roadmap to CXDNA, Account Management, and Enterprise Feedback Management.

The CX Governance Roadmap to CXDNA is, as the name suggests, a grounding point by which we can chart out our success as we implement the broader approach. It includes a review of Big 4 CXDNA objectives (Acquisition-Retention-Growth-Winback) while also mapping out how to impact each of the Big 4, keeping our eyes on the strategic goal of implementing a world-class CX plan. We start with a review of our current business performance and a maturity assessment of our CX strategy and a review of our CX technologies systems. These measures will ensure we start the entire process with a clear-eyed view of where we are and the gaps that exist between that and where we want to end up. Using established CX survey questions, we can determine where our organization is developmentally from Reactive, through Tentative, Engaged, and the ultimate, finally truly Customer Centric. We’ll also take into account our founding principles like Customer Bill of Rights- Mission and Vision, assess Customer Data Platform strategy, determine our goals, criteria for achieving CXDNA Ultimate Ecosystem and develop an internal communication strategy for how we share this roadmap with our internal teams and our customers / partners. This Roadmap CXDNA provides the blueprint to our overall CX Playbook strategy and its 12 building blocks

Account Management, the second of the building blocks in this measuring phase, begins with a robust and thorough evaluation of existing ‘customers relationship’s; by utilizing crucial account segmentation strategy (account value – contact title),360 alignment strategy (employee satisfaction perception vs. actual customer ratings), and Partnering 4 Success strategy (maximize the customer’s value from use of your products / services).

Segmentation strategy includes both largest contributor

Account Type:

• Level I
  • Highest Revenue (20% - 80% rule) /Plus Strategic Accounts
• Level II
  • Next Highest Revenue Contributors
• Level III
  • Remaining accounts and contacts

Contact Levels:

• Decision Maker / Recommender / Influencer
• DM (1) / RM (2) / IF (3)

All data analysis reporting will use this segmentation strategy to insure the most critical accounts are provided continuous World Class service that will insure their retention. Also, this segmentation will provide clear- concise-actionable information that can be used during key account briefings to insure your organization is maximizing the value of your products / services to your most valuable ($$$) accounts.

Having a 360-alignment strategy includes survey employees / partner perception of the level of customer service-products quality as compared to actual ratings from customers. The delta difference with help to engage employees to deliver the ultimate experience. Your correction action plans maybe driven with transaction base surveys alerts along with key account relationship surveys. Your timely corrective action will confirm to customers survey participations is critical while increasing customer loyalty. Lastly, your Partner 4 Success strategy includes minimally annual customer review of their level of satisfaction and loyalty with updates on any outstanding corrective action items.

Again, we have to know where we are in order to chart a course toward where we want to end up. In this step we’ll conduct interviews and other Voice of the Customer (VoC) exercises to better gauge where we are with regard to our relationships. We’ll use benchmarking and comparative analysis to quantify loyalty and gaps, determine best ways forward for improvement, and prioritize our efforts based on what we find. This isn’t simply sending out a survey and posting the results; it’s a comprehensive effort that results in a key account partnering plan of action based on observations and Customer insights which identifies where we need to work and what we need to do to insure our key accounts are maximizing the value of our products / services whose contribution is measured in their bottom line. Account Management must integrate insights from our customers, our partners, our employees and the CX Technology systems that support all of them.

The final Measure phase building block is the development of an Enterprise Feedback Management (EFM) system. It’s simple to mistake this for just tossing out surveys, either periodically or after brand interactions. But a meaningful and beneficial management system for feedback (includes dashboard reporting by segmentation strategy) takes a lot more thought and work. There are several different types of surveys, and depending on the purpose for them, take on different forms and periodicities. from transactional surveys with escalation strategies (i.e.: number of service incidents with below ratings) survey fatigue prevention (i.e.: 30-45-60 days) to relationship and key account surveys, to internal employee 360 feedback mechanisms, (compare employee perception to actual customer satisfaction – loyalty ratings) the type, manner, and frequency of surveys will differ based on who you’re asking for insights, and for what purpose. The timing, method, and even questions asked will vary, sop it’s nontrivial to build out this entire feedback system. Let’s also not lose of the importance of other feedback and insight gathering mechanisms that have nothing to do with surveys either. Interviews, secret shoppers. Customer panels and focus groups, and of course walking in the Customer’s shoes yourself. A truly comprehensive and robust VoC program will require curiosity and creativity in developing multiple routes to insights. Your EFM system must provide a comprehensive window to customer/ employee, partner satisfaction-loyalty ratings to guide the proper timely corrective action to ensure that your organization is continuously exceeding customer expectations resulting in the CXDNA ultimate ecosystem of “Building Customer’s for Life”.

Bill Moore states, “Learning Management Systems (LMS) is crucial technology to employee engagement by providing a formal CX content rich training -testing-archive records-certification. This LMS data can be audited by third party who provides awards/ certification can be promoted in marketing campaign.

Nicholas Zeigler states “Account Management components provides the critical foundation for, customer satisfaction/loyalty reporting and the corrective action needed to insure customer loyalty”.

John Maraganis states “these three (3) buildings blocks provide the cornerstone to building CXDNA Ultimate Ecosystem”.

	Bill Moore VP CXDNA Employee Engagement Customer Relationship Management Institute LLC Bill’s duties include the designing and delivering of Customer Experience Management Best Practices consulting, workshops, Employee Engagement Training and Employee Rewards programs that results in client’s increasing customer satisfaction, employee retention and profitability.
	Nicholas Zeisler Fractional Chief Customer Officer and CX Strategist Zeisler Consulting Nicholas has been running his own consulting company, Zeisler Consulting, for the last 15 years, and has been in leadership for more than 20 years altogether. He started as a Lean Six Sigma process engineer and was recruited to become a CX Director because the VP who hired him wanted to use these process improvement skills for (what to him seemed) a revolutionary purpose: To improve Customers’ Experience, not simply reduce resource use.
	John Maraganis President/CEO Customer Relationship Management Institute LLC John has been a CX pioneer that began in 1980 as a principle in a company that launched first off the shelf CRM software product (fieldwatch) to improve service operations. Later, became a pioneer in CX/EX strategies with the founding of two (2) firms that focused on customer/employee survey collections and employee CX certification training. The culmination of these experiences resulted in the development of the proprietary CXDNA Playbook Strategy for delivering consistent superior customer/employee experience’s resulting in the CXDNA Ultimate Ecosystem.

To learn more about the NorthFace ScoreBoard Triple Crown Award, the CXDNA Playbook Strategy and other programs mentioned here, contact Diane Rivera, CRMI’s director of corporate membership and sponsorship services. She can be reached at (978) 710-3269 or via drivera@crmirewards.com. Also please visit CRMI’s website: www.crmirewards.com.