Customer-Aligned Actions

New official website: http://ClearActionCX.com
Engage employees to resolve and prevent issues for customers. Collaborate cross-organizationally for customer experience excellence.
Ask us how we can customize our approach to your specific situation:

Customer Experience Action Plans

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.

Customer Touch Points

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 Satisfaction

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

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

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.

Customer Experience Collaboration

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.

Team Recognition

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

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.

Customer Experience Strategy

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.

Customer Experience Policies

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 Improvement

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 Indicators

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).

Customer Buying Influencers

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.

B2B Customer Journey

Multiple Functions in B2B Journey

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

Customer Journey Touch Points

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.


Follow ClearAction:  
Follow our blog  Follow us on Twitter  Follow us on Facebook  Follow us on LinkedIn  Join our LinkedIn Group  Follow us on Pinterest  Follow us on Google+  Follow our podcasts  Follow our presentations  Subscribe to our newsletter  Contact us

What is Customer Experience Management?
Ways We Can Help
  • Cross-functional workshops
  • Identify key driver verbatim themes
  • Map root causes to action steps
  • Track leading indicators of CX

  • Identify processes affecting touch-points
  • Define needs in context of external CX
  • Engage process owners to manage CX
  • Monitor chain's outputs & handoffs


  • Explain everyone has a customer
  • External customer context for internal
  • Identify, inputs, outputs, control points
  • Coach internal suppliers' quality

  • Determine selection criteria
  • Create shared vision
  • Build champion skills
  • Organizational learning processes

  • Coordinate VoC, references, CRM, etc.
  • Facilitate business units' CX ownership
  • Establish accountability processes
  • Balance strategic & tactical needs

  • Identify common motivators
  • Analyze pro/con perceptions
  • Engage groups in common causes
  • Build skills for bridging interaction

  • Define CX culture behavior criteria
  • Create award categories
  • Train panel of judges
  • Tools for program coordinator
  • Tools for organizational learning

  • Prevent creativity inhibitors
  • Prioritize CX innovation needs
  • Estimate return on investment
  • Apply innovation techniques broadly

  • Apply existing VoC to strategy
  • Tie into existing processes
  • Expand VoC for strategic inputs
  • Gauge success by customer voice


  • Assess external and internal policies within CX context
  • Improve ease of doing business
  • Improve ease of being an employee

  • Assess processes on 4 facets
  • Creative ideas to improve processes
  • Optimize process chains
  • Minimize bottlenecks

  • Evaluate dashboards & KPIs
  • Connect team & company metrics
  • Identify root cause metrics
  • Empower via metrics levers
  • Connect leading & lagging KPIs

  • Multi-voice interpretation framework
  • Nest/weight perceptions of functions
  • Address needs of all stakeholders
  • Single view of customers company-wide

  • Info flow between journey points
  • Common view of customer needs
  • Consistent CX management
  • Coordinate VoC & value chain

  • Ownership of various roles in account
  • Coordinate CX among various roles
  • Monitor intents to continue business
  • Enable organizational learning

Get ClearAction's Advice
OptimizeCX[@]ClearActionCX.com
tel +1 408 687 9700 (GMT -8.00)

Send your completed customer experience optimization self-assessment (DOCX file) to OptimizeCX[@]ClearActionCX.com for advice on how to accelerate customer experience excellence.

All of ClearAction's consulting is customized to your specific needs (mentoring, train-the-trainer and/or remote/on-site delivery)

Customer experience management is necessary, yet insufficient.


Leapfrog your competitors through customer experience optimization:

                        
Customer Experience Management
         Versus         
Customer Experience Optimization
Mindset:
  • Resolving issues at touchpoints
  • How the company can increase revenue
  • Preventing issues for all buyers
  • How the company & customers can mutually increase value
Typical Tools:
  • Closed-loop survey responses
  • Customer loyalty programs
  • Brand advocacy
  • CRM technology
  • Personalized marketing
  • Closed-loop systemic issues
  • Cross-functional collaboration to transform CX
  • Ongoing adaptation of company to customers
  • Customer experience informs all strategies
  • Pre- and post-purchase CX innovations
Customer experience optimization efforts can work in lieu of or in concert with customer experience management efforts.

Best Practices Study

See expert recommendations & learn what others are doing:

eHandbook

Learn more about predictive, actionable metric dashboards:

Metrics You Can Manage for Success eBook

Webcast

How self-reporting team recognition is essential to high ROI:

Customer Experience Recognition
 

Case Studies

Customer Experience Actions

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.


Employee Engagement

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.


Customer Experience Improvement

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.