Integrating the 6 CCXP Competencies Worksheets

Integrating the 6 CCXP Competencies Worksheets
Advanced training for Certified Customer Experience Professionals Leapfrog norms: common practices are not always best practices! This course was created independently by ClearAction

How do these 6 CCXP competencies “fit” together?
Is the importance of these 6 competencies equally weighted? How would you divide 100 chips among them to indicate their relative importance? Which ones are strongest in your company? Why? Are they driven by different people independently? How well are they integrated? Why? Do you have a model for how they should be implemented or a roadmap in place to grow their maturity in your company? Why? © 2016 ClearAction LLC. All Rights Reserved.

Customer experience management today
Are these CXM efforts centrally managed or coordinated in your company? Why? What effect does that have on CXM actually creating siloed experiences for customers? © 2016 ClearAction LLC. All Rights Reserved. © 2015 ClearAction LLC. All Rights Reserved.

Struggling with CX Transformation & ROI
What is your company’s VoC maturity level today? How long have your VoC efforts been underway? What have been the primary roadblocks to moving upward to the Collaborator and Transformer levels? © 2016 ClearAction LLC. All Rights Reserved.

Starting with VoC f Speed Stick Cost ROI Word of mouth Market share Share of wallet Relationship strength Speed - Estimate how quickly you saw positive change in these 4 areas as a result of VoC: Stick - Estimate how long these positive results endure before it is necessary to make recurring or additional investments in VoC: Cost - Estimate how much your company invested in capital, expenses, staffing and collective effort to achieve these results: ROI - Estimated the value of the positive results in word of mouth, market share, share of wallet, and relationship strength: © 2016 ClearAction LLC. All Rights Reserved.

Starting with Design f Speed Stick Cost ROI Word of mouth Market share Share of wallet Relationship strength Speed - Estimate how quickly you saw positive change in these 4 areas as a result of Design: Stick - Estimate how long these positive results endure before it is necessary to make recurring or additional investments in Design: Cost - Estimate how much your company invested in capital, expenses, staffing and collective effort to achieve these results: ROI - Estimated the value of the positive results in word of mouth, market share, share of wallet, and relationship strength: © 2016 ClearAction LLC. All Rights Reserved.

Starting with Service f
Speed Stick Cost ROI Word of mouth Market share Share of wallet Relationship strength Speed - Estimate how quickly you saw positive change in these 4 areas as a result of Service: Stick - Estimate how long these positive results endure before it is necessary to make recurring or additional investments in Service: Cost - Estimate how much your company invested in capital, expenses, staffing and collective effort to achieve these results: ROI - Estimated the value of the positive results in word of mouth, market share, share of wallet, and relationship strength: © 2016 ClearAction LLC. All Rights Reserved.

Starting with Loyalty f
Speed Stick Cost ROI Word of mouth Market share Share of wallet Relationship strength Speed - Estimate how quickly you saw positive change in these 4 areas as a result of Loyalty: Stick - Estimate how long these positive results endure before it is necessary to make recurring or additional investments in Loyalty: Cost - Estimate how much your company invested in capital, expenses, staffing and collective effort to achieve these results: ROI - Estimated the value of the positive results in word of mouth, market share, share of wallet, and relationship strength: © 2016 ClearAction LLC. All Rights Reserved.

How well does your company fit this model?
How well does your VoC provide customer expectation insights that can shape every department’s strategy, processes, products & services? How well does your VoC provide customer satisfaction insights every department can act upon? How well are your company’s top executives (a) unified behind customer expectations from VoC to shape every department’s processes, & (b) adjusting their responsibility & resourcing accordingly? When you become a manager you have a responsibility to the company to manage your budget wisely. And to manage your staff wisely. It’s a 3 pronged stool: money, people, and impact on customer experience. When you think about it, the decisions and hand-offs that every manager makes have a ripple effect to the next manager and the next manager in the value chain leading toward customer-facing employees, touch points, and customers themselves. The way to view customer experience management properly is to view all customer research and customer-initiated inputs as the guiding light for running the business. If you are providing context for these insights according to capabilities customers are seeking you’ll find that every policy, process, and business model can benefit from VoC. The outcome of this middle part, business management, is how the customer feels – what they view as their realities relative to their expectations. This is how you earn their desire to engage with your company. This is how you earn the renewals, upsells, cross-sells, recommendations, and co-innovation. © 2016 ClearAction LLC. All Rights Reserved.

How is your company using VoC to guide their work, for (a) planning their strategy & tactics, & (b) acting to celebrate & replicate successes & (c) correcting mis-steps? How well is your company using VoC to guide their work for (a) executing strategy & tactics, & (b) checking whether things are effective? When you become a manager you have a responsibility to the company to manage your budget wisely. And to manage your staff wisely. It’s a 3 pronged stool: money, people, and impact on customer experience. When you think about it, the decisions and hand-offs that every manager makes have a ripple effect to the next manager and the next manager in the value chain leading toward customer-facing employees, touch points, and customers themselves. The way to view customer experience management properly is to view all customer research and customer-initiated inputs as the guiding light for running the business. If you are providing context for these insights according to capabilities customers are seeking you’ll find that every policy, process, and business model can benefit from VoC. The outcome of this middle part, business management, is how the customer feels – what they view as their realities relative to their expectations. This is how you earn their desire to engage with your company. This is how you earn the renewals, upsells, cross-sells, recommendations, and co-innovation. © 2016 ClearAction LLC. All Rights Reserved.

How well are all the departments in your company (a) using customer expectations insights to shape processes, policies, products & services, & (b) using customer satisfaction to monitor performance management? How well do your company’s key performance indicators & balanced scorecards (a) shape profitable customer-centricity improvements that are (b) confirmed by customers as such? When you become a manager you have a responsibility to the company to manage your budget wisely. And to manage your staff wisely. It’s a 3 pronged stool: money, people, and impact on customer experience. When you think about it, the decisions and hand-offs that every manager makes have a ripple effect to the next manager and the next manager in the value chain leading toward customer-facing employees, touch points, and customers themselves. The way to view customer experience management properly is to view all customer research and customer-initiated inputs as the guiding light for running the business. If you are providing context for these insights according to capabilities customers are seeking you’ll find that every policy, process, and business model can benefit from VoC. The outcome of this middle part, business management, is how the customer feels – what they view as their realities relative to their expectations. This is how you earn their desire to engage with your company. This is how you earn the renewals, upsells, cross-sells, recommendations, and co-innovation. © 2016 ClearAction LLC. All Rights Reserved.

Agenda Why is it important to integrate the 6 competencies?
What are implications of the starting point for CXM? What is the natural interplay of the 6 CCXP competencies? How can we start integrating the 6 competencies? © 2016 ClearAction LLC. All Rights Reserved.

Review your notes Which competencies are strongest in your company?
Who are they driven by? 2) What is your company’s VoC maturity level today? What have been the primary roadblocks to moving upward to the Collaborator & Transformer levels? 3) What results are you achieving? f Speed Stick Cost ROI Word of mouth Market share Share of wallet Relationship strength 4) What is your maturity in the 6 competencies? f VoC shaping the biz f Strategy f Culture f Adoption f Design f Metrics f f f f f f 5) What insights do you have about CXM’s natural flow for value creation? f Setting the stage for value f Directing value creation f Empowering value creation f Celebrating value creation f f f f © 2016 ClearAction LLC. All Rights Reserved.

Integrating the 6 competencies
VoC, Intelligence, CLV Strategy Culture Adoption & Accountability Design & Improvement Metrics & ROI What we can build on Embed in our DNA Customers will reward f Speed Stick Cost ROI Word of mouth Market share Share of wallet Relationship strength © 2016 ClearAction LLC. All Rights Reserved.

Roadmap for the 6 competencies
VoC, Intelligence, CLV Strategy Culture Adoption & Accountability Design & Improvement Metrics & ROI Year 1 Year 2 Year 3 Year 4 Year 5 © 2016 ClearAction LLC. All Rights Reserved.

Lynn Hunsaker ClearAction Contact: tel +1 408 687 9700
company/clearaction-llc +ClearActionCXO CustomerExperienceOptimization Contact: tel Please contact me on social media, or directly, to continue the discussion! ClearActionCX.com

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