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Episode 003

The Setting Priorities and Taking Action Challenge

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

A staggering finding from one of our benchmarking studies of top 200 companies showed how few organisations effectively use data from customer feedback and surveys to drive improvements and take action.

Many seem to have their CX improvement “take action switch” set to a default setting of “INACTION”, instead of a setting of “LET’S TAKE ACTION”.  They’re almost stuck in a groove, looking for reasons and excuses for “WHY we CAN’T do anything about it” instead of actively looking for “WHAT CAN we do about it”.

The “INACTION” setting often comes about because people think they are far too busy to take action, or they think there’s nothing they can do to improve it.

But INACTION invariably means that they waste far more time dealing with the problem over-and-over again, than if they had taken action to address it in the first place. The reoccurrence of the problem will continue to have an impact on staff, customers and the organisation, until eventually some type of action IS taken.

What you’ll learn in this episode:  

In this episode, I want to focus on a key technique you’ll need to call upon, over and over again, as part of your customer experience improvement programme.

I’m going to talk about “Strategies for Taking Action” and how to keep INACTION completely “off the table”.

Practice guide

We’ve prepared a CTMA Practice Guide that summarises the “Strategies for Taking Action” that we discuss in this episode.. 

  Strategies for Taking Action

Please click here to request your copy..

         Request a Copy

Also mentioned in this episode


Next Episode: #004: The Enterprise Engagement Challenge

Next Episode >Organisations that don’t treat their customer experience programme as an enterprise-wide transformation, are typically hindered by a lack of strategic purpose, limited cooperation, and an absence of measurable benefits.

It’s no wonder that so many organisations seem to have a history of multiple attempts to launch projects to improve “customer service”, “service quality”, “customer satisfaction”, and “customer experience”, with each ending in eventual frustration and disappointment.

In this episode, I look at three key elements that should be included in a customer experience improvement programme to help make it become an enterprise-wide, self-sustainable and successful transformation that truly embraces customer excellence, and gets everyone involved with a shared sense of purpose, collaboration and accountability. 


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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