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Episode 009

The Four Alternate Realities of the Corporate-Customer Universe

Getting CX Right with CTMA, a podcast series with Paul Linnell 

Iíve been getting a lot of questions recently about how hard it is for customer experience professionals to get buy-in for investment in customer experience improvement programmes.  This, at a time when business, public services and customers are all experiencing so much change and so many challenges.  Itís almost as though the huge efforts and sacrifices that so many made during the global health crisis, to keep responding to their customers, has been forgotten.

During the global health crisis, customer service functions needed to duck and weave to keep their organisations afloat.  In record time, they had to change their operating procedures, adopt new practices and new technologies, and many moving to remote working.

There wasnít time to go through a lengthy business justification and an ROI calculation.  It was a case of survival for those who could adapt the fastest and best to do whatever was needed to serve their customers. 

But now, as the world slowly returns to normal, many organisations have moved on to what they see as a new crisis of change. Itís one driven by a cascade of issues like increased prices, limited finance and resources, and problems of shipping and supply.

But thereís a risk, that the customer is now being missed out of the equation and that organisations may have forgotten that their success is, and always has been, driven by their ability to satisfy the needs of their customers.

For customer experience professionals to succeed in the current environment, they are having to rebuild the rigour of disciplines and frameworks to describe and justify where customer experience investment is needed to support this, and future crises of change.

What you’ll learn in this episode:

So, Iíd like to turn to one of the diagnostic frameworks we use in our customer experience transformation programmes to help demonstrate the role that positive customer experiences have on an organisationís success, and the cost of getting things wrong.  In this episode we look at the four alternate realities of the corporate-customer universe.

By the end of this episode you should have a better insight into the dynamics at play that undermine value, add unnecessary costs, and the steps you need to take to get the information you need, to make the best decisions, to set the right priorities, and take the right actions, for your organisation to succeed in these challenging times.

 

Practice guide


We’ve prepared a short CTMA Practice Guide to summarise the topics covered in this episode.

“The Four Alternate Realities of the Corporate-Customer UniverseĒ. 

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Also mentioned in this episode

Next Episode: #010: Getting CX right, when everything seems to be going wrong!

Next Episode >In the next episode Iíll be looking at a selection of some of the guiding principles we use in our customer experience transformation programmes to help our clients to be in a much better position to respond to their customers when problems do occur. These guiding principles can be used to underpin your business-as-usual strategy, and also relied upon to support how your organisation responds to unplanned events or a crisis. They can help you to reduce costs, reduce reputational risk, and recover faster from unplanned events or a crisis, whilst improving productivity, improving customer satisfaction and loyalty, and improving staff capability and wellbeing.  

 

About Paul Linnell

Paul LinnellPaul Linnell is a customer experience and service quality improvement champion, working internationally with senior managers and their teams to help them achieve business success, reduce risk and build customer loyalty and advocacy by taking actions to improve customer experiences.  Paul specialises in the design and deployment of customer experience measurement, service quality improvement, complaints handling and preventive analysis programmes. Industries he has worked with include, Automotive, Consumer electronics, Consumer goods, Electricity & Gas retail, Financial services, Information technology, Local Government and Public Sector, Media / Publishing, Passenger travel (Rail, Air and Sea), Pharmaceuticals and Telecommunication. Paul has worked with clients and presented on these subject at conferences and corporate events in the UK, Europe, North America, the Middle East, Australia and New Zealand.  Originally from the UK and now based in New Zealand, he continues to serve clients globally.

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