Building a Customer Experience StrategyRoberta O’Keith

GE Power & Water, Air FiltrationMember of CXPA Board of Directors

ClearAction Customer Experience Optimization Strategist

Presentation Goal

• Gain a better understanding of what a Customer Experience Strategy is and what it can do for your organization

Presentation Agenda

• Laying a Foundation – a holistic approach– Why is it important?– What are the benefits?

• Understanding the Journey– CX framework approach– Mapping the journey

• Building Your Roadmap

Laying a Foundation

“The real value of proactive care is in building a healthy bottom line over the long term through an ongoing, elevated focus on the customer experience.”

“Four Reasons Why Proactive Customer CareMeans Customer Loyalty” ‐ Aspect Software 2012

Customer Experience Defined“Customer experience is the internal and subjective response 

customers have to any direct or indirect contact with a company –quality of care, advertising, packaging, product/service features, 

ease of use, reliability, etc.”  ‐ Harvard Business Review

What When How Monitored Who Uses the Info

Relevance

Captures and distributes what a customer thinks about a company

At points of customer interaction –“touchpoint”

Surveys, targeted studies, observational studies, VOC, NPS, customer research, etc.

Business or functional leaders, in order to create better customer experiences with products and services

Leading Indicator of Performance –helps locate places to add offerings and improve the experience between expectations and experience

VOC Program

Journey Mapping

Intent & Text Analytics,, Call monitoring

Cross-Functional Leadership Dashboards/ Forms

NPI, Retention Rates, BPI

Holistic CX Approach

Employee Engagement

Customer Journey

Mission / Vision/ Values

Having  a customer centric  mission,  vision, and values will help drive an engaged employee culture, which ultimately affect how your customers will be 

serviced and retained.   

= Customer Loyalty & Retention

= Employee Retention; lower turnover

= Less overhead costs in customer and employee acquisition

Mission/ Vision/ Values

• Who is your organization?  Be reflective… • What sets your company apart from others from the customer’s perspective?

• What are your core values?  Do you have a “customer‐first” focus in them?

• What do you do to drive this culture of customer centricity?

• Are each of your functions included?

Organize for Cust Exp Mgmt (CEM)

Marketing

Legal

Finance

Engineering Operations

Sales

Risk

Manufacturing

Customer Integration

Customer Exp Mgmt

Value Proposition

Engage All Functions…Designate Touchpoint Owners…Measure & Control

Employee

Organizational Quiz1. How well do your employees deliver on your value 

proposition?2. What are your customers’ expectations of experiences with 

your organization?3. What is the gap between your value proposition and the 

customer experience? Customer expectations?4. How consistent is the delivery of your value proposition across 

all channels of customer interaction?5. What do you do to deliver a differentiated experience from 

that of your competition or even in contrast to other organizations?

6. How is all of this information utilized by your organization to close the gap between the promise and the experience to ultimately enhance the overall customer experience?

Customer Journey

Organizational Centricity

Customer Centricity

Journey MappingVOC Program Strategy

Loyalty Programs

Continuous Improvement

NPSAnalytics

BPINPI

Mission/ VisionEmployee Engagement

TrainingLoyalty

Cohesiveness

Building a Roadmap

Customer Experience Framework

• Touchpoint mapping exercise– Awareness– ITO / Inquiry to Contract– OTR / Contract to Funding– Service / Retention

• Analyze– Frequency– Customer impact

• Understand customer drivers– Acquisition– Retention

Map Customer Experience Analyze Touchpoints Prioritize 

Opportunities Develop Solutions

• Gap analysis• Identify measurable 

indicators– Speed– Can‐do– Accessibility

• Understand implications for operational levers– Technology– Processes– Policies– People Mgmt.– Etc.

• Engage the right functions & resources

Activ

ities

Deliverab

les

• Touchpoint Map • Customer Drivers by Importance

• Hi‐Impact Touchpoints

• List of Measurable Indicators

• Hi‐Priority Opportunities

• Improvement Plan (GPB, SII, etc.)

• Plan to measure/control

Y

Discover

DecideExperience

Promote

Customer

How to Map TouchpointsWhat’s it like to use our products?How do our employees behave?How does it make customers feel?How do we maintain the relationship?How do we make “promoters”?

Where do customers hear about us?Who is talking about it?Where is it being talked about?What do we do to draw customers in?

What does the purchase decision look like? How do we engage throughout the “deal cycle?”What prompts the selection of our product?

How do we welcome new customers?How does the relationship begin?What does “fulfillment” look like?

• Awareness• Knowledge• Consideration

• Satisfaction• Loyalty

• Advocacy

• Selection• Trial

Website

In‐store experienceMerchandise

Baristas

Partnerships

PR

Wireless OfferingProducts

Customer Relations

Credit CardPost Purchase

Pre Purchase

Purchase

Starbuck’s Common

Threads:• Creativity• Inviting• Sensory• High Quality• Contemporary• Create a distinct

‘Coffee Experience’ to allow for premium pricing

Starbucks Touchpoint Map (B2C)

Newsletters

Starbucks receives a

premium over competitors for 

its coffee

CX Roadmap

“It isn’t about efficiency and effectiveness and reducing waste throughout your processes. This is about choreographing what you already have 

(technologies, people, offerings) to better respond to your customers’ needs and wants.”

“Anyone’s journey is as unique and valuable as any other’s” – Bruce D. Schneider

What will your journey be? <insert roadmap here>

Roberta O’KeithMBA, VOC Certified Professional, LEAN Six Sigma Black Belt, CXPA Board Member

913‐221‐5214

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Roberta.OKeith@ClearAction.biz

tel +1 913 221 5214