Systemic VoC Action Plans

Engage everyone in your company in identifying and owning resolution of root causes of CX key drivers. Predict future Voice-of-Customer (VoC) and business results with action plan progress metrics.

Touch-point Value Chains

Ensure all processes leading to each customer touch-point are well-equipped to consistently deliver customer experience excellence. Front-line and touch-points depend on their supply chain.

Internal Customer Deliverables

Identify internal handoff requirements within the context of external customer expectations. Educate and manage internal suppliers about your process' quality and efficiency needs.

Customer Experience Champions

Empower line-of-business representatives to champion the collective customer causes. Champions are the customer conscience for their organization, driving accountability and momentum.

Customer Experience Governance

Coordinate and facilitate customer-focus company-wide. Establish the organization structure and processes that are right for your company. Drive company-wide CX ownership.

Cross-Organizational Collaboration

Build sustainable cooperation across organizations, use systems thinking to manage change proactively, and create common motivations to nurture customer-centricity in your culture.

Self-Reporting Team Recognition

Ignite energetic focus, stakeholder buy-in and breakthrough results. Define customer-focused criteria. Give teams tools to track their progress and submit their own achievements in contests.

Customer Experience Innovation

Apply creativity tools to aspects of customer experience that competitors are overlooking: pre- and post-purchase customer journey steps, touch-point enablers, and more.

Use VoC in Strategic Plans

Using customer experience inputs as a determinant of corporate strategy is a top success factor for strong business results. Engage execs and business units in strategic use of customer inputs.

Use VoC in Policies

Improve ease of doing business for both customers and employees. Revise policies to optimize revenue and profit simultaneously by living your brand promise and enabling customer enthusiasm.

Process Maturity Ratings

Reap greater business results of processes by monitoring and improving ISO-level and Baldrige-level thresholds for management commitment, systems approach, deployment, and results.

Leading/Lagging Indicators

Focus attention on actionable, predictive metrics before stakeholders can assess progress (leading indicators). Monitor leading indicators' impact on business results (lagging indicators).

Act on Multiple Customer Voices

Integrate viewpoints of various influencers of buy/re-buy decisions within customer accounts. Arrange strategies and tactics to address all constituents' expectations.

Multiple Functions in B2B Journey

Coordinate customer interactions among different places across your company. Balance continuity with empowerment to maintain consistent customer experience excellence.

B2B Post-Purchase Touchpoints

Nurture customer experience among multiple stakeholders within customer accounts throughout their use of your product/service. Maintain customer experience excellence for repurchase opportunities.

Case Studies

Scenario: A Fortune 250 manufacturer had launched a customer satisfaction program, and wanted to fully utilize the results from its second annual survey.

Solution: We involved every business unit, branch office, and corporate function in understanding their impact on the customer experience. Through train-the-trainer, each group owned the action-planning process. Commitments for improvement were shared with customers.

Results: Each group's action plan metrics were collected quarterly and reviewed by the C-team to perpetuate successes. Customer-centricity increased greatly through transparency of actions, metrics, and lessons learned. Millions of dollars were saved both by the company and by customers, and cycle time for numerous processes improved substantially.

Scenario: A high tech company sought greater employee engagement in customer satisfaction improvement.

Solution: We designed a self-reporting team recognition program, complete with web-interface for teams to track their ongoing progress, and for a judges panel to provide constructive feedback to teams. We established categories and criteria to catalyze culture change toward customer-centricity, prevention of customer issues, and creative solutions for cost savings and cycle time improvement. We also provided materials, tips and processes for promoting participation.

Results: Grassroots participation skyrocketed and substantial savings were achieved more quickly than in previous quarters. The collective mindset of employees was greatly influenced by the success criteria, which helped additional customer-centricity efforts by executives take deep root.

Scenario: Executives in a company wanted to predict customer sentiment improvement.

Solution: We helped teams throughout the organization identify true leading indicators of customer experience. These indicators were actionable at the team level and could show improvement prior to customers' evaluation of their respective external results. We weighted bonus incentives to favor the leading indicators, and implemented a self-reporting team recognition program that emphasized leading indicators, transparency, and customer validation of reported progress. We also guided executives in methods for walking-the-talk. We provided content for internal communications managers to proliferate, and for external marcom managers to publicize.

Results: Strong correlations between internal leading indicators and external customer sentiment enabled anticipation of subsequent survey results, and more proactive management of customer experience improvement.