The Challenge of the B2B Customer Experience Maturity Model? The CX Major Pillars for Your Organization Growth
Your way to Customer Experience Maturity in Just 8 Steps + 12 with CX and EX
Customer experience culture is a set of values, beliefs, and behaviors that a company adopts in order to create a customer-centric culture. This ‘’culture’’ ensures that every employee in the organisation is committed to delivering the best possible experience for the customer. Based on the company ‘’mindset’’ and approach. The pillars of a customer experience culture are:
- Customer-focused leadership: The leadership of the organisation sets the tone for customer experience culture. Leaders must provide services, excellent customer service, delivery and engagement and must communicate their commitment to providing an exceptional customer experience.
- Empowered employees: Employees must be empowered to make decisions that will benefit partners and customers. This requires employee preparation–to be knowledgeable and trained to handle customer inquiries and complaints efficiently. Communication is the foundation of CX, combined with empowerment and commitment to the company’s CX culture and values. In the end, everything is connected.
- Continuous improvement: Organisations must continuously evaluate and improve their customer experience. Feedback from customers must be taken seriously, and the organisation must take action to address any issues that are identified. Action is always necessary, as is communication, and prioritisation. Think of it like a transformation project, except you do not have a real “due date,” since we are all evolving all the time. (And just in case your company DOES have a due date, you should be worried. 😊)
- Lead by Design: Design plays a crucial role in customer experience, as it impacts how users perceive and interact with products and services. In order to incorporate design into an organisation’s C-suite, it’s important to have a designated design leader, such as a Chief Design Officer or any position that has design in their core. Ideally, you will have someone who can champion the importance of design and ensure that it’s integrated into all aspects of the organisation. Additionally, when designing products and services, it’s important to conduct thorough research to understand the needs and desires of the target audience aligning it with organisation toward real customer centric strategy and its execution plan. This can inform, empower the design leaders around the different business units of your organisation, and help create products and services that are both super functional, adaptable and adoptable, all while being visually appealing. Furthermore, design methodologies as a tool can be used to generate adoption and ultimately, retention, expansion, renewals and growth.
‘’Any business today runs on Adoption!’’
by Ricardo Saltz Gulko
This also involves empathizing with the user, defining the problem, ideating potential solutions, prototyping and testing the basics between design thinking and Agile. By involving the user in the design process and continuously adapting based on feedback, products and services can be improved to better meet the market requirements of your customers in your target audience. Overall, by placing an emphasis on design and incorporating it into all aspects of the organisation, businesses can create products and services that generate adoption and growth and provide a positive and more adoptable customer experience. Design leads us to data and experience personalisation
- Personalised approach (Data Analytics): Customers expect a personalised experience that meets their specific needs. A customer-centric culture must ensure that every interaction between the customer and the organisation is tailored to the customer’s individual preferences, culture and needs –(on B2C 100% and on B2B too.) Just in B2B, the challenges are greater to achieve great experiences, but data analytics definitely helps.
- Timely and accurate communication: The organisation must communicate with the customer in a timely and accurate manner. Communication must be clear and consistent to avoid confusion or misunderstandings. By establishing a customer experience culture that focuses on these five pillars, an organisation can create a customer-centric environment where each employee is committed to delivering the best possible experience for the customer.
Getting to Design and measure is the basics of B2B loyalty or not…
In addition to the cultural aspect of customer experience and customer understanding, there are two other key pillars that are crucial to creating a comprehensive customer experience strategy – customer experience measurement and product and service design to achieve a relevant and consistent maturity model.
- Customer Experience Measurement: A successful customer experience requires continuous measurement and management. Metrics such as Customer Satisfaction Scores (CSAT), Adoption Rate (AR), Net Promoter Scores (NPS)–(which I do not recommend due to the transactional aspect of it,) and Customer Effort Scores (CES), and many others will help quantify and qualify the CX outcomes of your organisation, and provide insights for optimizing it. Effective measurement programs involve not only gathering and analysing data, but also implementing and monitoring changes based feedback and on the data. However, consider that you rarely will find two organizations using and implementing measurements and metrics similarly, with a few exceptions.
- Product and Service Design: Product and service design is all about creating customer-centric solutions that meet the needs of users for ensure continuous adoption and ultimately satisfaction and loyalty. The process involves customer research, design thinking, and user testing to develop products and services that fit seamlessly with the customer journey. Effective design incorporates user insights, customer feedback, and an understanding of customer pain-points to create engaging, intuitive experiences that delight customers. Truth be told, this is easier written than done but possible. For example–Nice Systems, Software AG, and Samsung achieved great design for different lines of business and products that satisfied customers and assisted them to ensure long term commitment, relationships, renewals, adoption and loyalty.
By incorporating these pillars into your customer experience culture, you can create a holistic approach to both customer and employee experience that fosters customer loyalty, retention, and ultimately drives the ultimate mix of adoption and business growth. Do this, and you are starting your readiness to become a more mature CX company! It is a process and will not happen in one day.
The 12 Basic Steps to a Customer and Employee Experience Maturity Model
To get a company to a customer and employee experience maturity model, there are several key steps that can be taken when following our basic points mentioned above. Starting with CX:
- Identify your company’s current CX maturity level: Assessing your company’s level of maturity is the first step. This can be done by analysing your customer feedback with data, voice of customer, customer retention, and sales growth.
- Set objectives and goals: Identify key objectives and goals for your customer experience program. This should align with your company’s overall business strategy.
- Develop a detailed and realistic CX roadmap: Create a detailed roadmap outlining the steps that need to be taken to achieve your CX objectives, and assign responsibility for each action item. Think of it like a project plan.
- Implement CX programs and initiatives: Based on the roadmap, start implementing CX programs and initiatives, such as personalized customer communications, employee training, and more.
- Monitor and analyse your progress: Continuously monitor and analyse your CX program’s progress, and make adjustments as needed and ensure you get all jobs to be done completed.
- Scale and integrate CX across the organisation: Once successful CX programs have been implemented, it’s important to scale and integrate them across the entire organisation to ensure consistency and sustainability. Again, this is easy to write, but can be difficult to do–but it is possible! We did this several times in many divisions in different lines of businesses of Samsung, one of our main customers. By following these steps, a company can gradually move towards a higher level of CX maturity, which can result in better customer satisfaction, loyalty, and profitability.
To create a company employee experience maturity model, you can follow these steps as well:
- Analyse existing employee experience data: Collect and analyse data on employee satisfaction, engagement, retention, recognition, add value, benefits, perks, and other metrics. Analyse your leadership regarding each team and employee journey, and ask yourself, “what is your role in their experience, participation, engagement and results?” This can be done through surveys, focus groups, interviews, and other feedback mechanisms.
- Identify key employee experience elements: Based on the data analysis, identify the key elements that impact employee experience such as leadership, culture, communication, learning and development, recognition, and work-life balance.
- Develop maturity levels for each element: Create a framework of maturity levels for each key element of employee experience. This can range from basic or ad-hoc practices to advanced, integrated, or optimized practices.
- Define indicators for each maturity level: Clearly define what constitutes each level of maturity and develop indicators for tracking progress across each element. This can include specific actions, policies, practices or outcomes.
- Map out the journey: Develop a roadmap for advancing employee experience maturity over time. Include specific steps, timelines, resources, and milestones for reaching each level of maturity for each element.
- Monitor and adjust: Monitor progress regularly, gather feedback, and adjust the maturity model as needed based on new data and insights.
By following these steps, you can create a comprehensive and effective employee experience maturity model for your company.
In summary, we recognize that there are a lot of steps to do in order to achieve a successful CX model that has both your employees AND customers happy in the end. But, with a little persistence, hard work and consistency, we’re confident that you’ll make great progress. And remember—ECXO offers a wealth of knowledge via our open-access CX Professional Business Network. We collectively want you and your organisation to succeed.
What’s worked for you and your organization as you worked toward a maturity model program? Let us know your thoughts and feedback in the comments!
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By Ricardo Saltz Gulko
Ricardo, is the Eglobalis managing director, the ECXO.org co founder a global strategist, thought leader, practitioner, and keynote speaker in the areas of simplification and change, customer experience, experience design, and services. Ricardo has worked at numerous global technology companies, such as Oracle, Ericsson, Amdocs, Redknee,SAP, Inttra, Samsung among others as a global executive, focusing on enterprise technologies. He currently works with tech global companies aiming to transform themselves around simplification
models, culture and digital transformation, customer and employee experience as professional services. He holds an MBA at J.L. Kellogg Graduate School of Management, Evanston, IL USA, and Undergraduate studies in Information Systems and Industrial Engineering. Ricardo is also a global citizen fluent in English, Portuguese, Spanish, Hebrew, and German. He is the co-founder of the European Customer Experience Organization and currently resides in Munich, Germany with his family.
A diabetic who wants to wipe diabetes from the Earth for all of us, the proceeds from his forthcoming book will be going to the Faustman Lab. The Lab is working to eradicate it, based out of Massachusetts General Hospital and Harvard Medical School. You can also support and donate to The Lab. It would mean a lot to me, and millions of others struggling with diabetes.
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