The Goals Of Customer Experience Leaders

Do you have the business goals of a customer experience leader?

As you think through your 2011 customer experience plans, I thought it would be valuable to share some data from the Temkin Group report, Profiling Customer Experience Leaders. We compared the business goals of customer experience leaders with those of customer experience laggards. Here’s a sample of what we found:

Not surprisingly, the largest gap is in the area of customer-centric culture. Customer experience leaders are much more dedicated to building a customer-centric while laggards are more interested in cutting costs.

The bottom line: Are your goals more like leaders or laggards?


About Bruce Temkin, CCXP
I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about these topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

3 Responses to The Goals Of Customer Experience Leaders

  1. It is telling that none of the goals articulate a desire to discover what Customer Experience looks and feels from the Customer’ perspective. I suppose they think that they already know that or perhaps that is included into the first goal.

  2. Craig Tomlin says:

    Seems to me the best way to cut costs is to provide a better customer experience. If you get customers off the phones because they are more satisfied, then you save costs in your (expensive) customer service call centers, right? The “saving money” group is not only short-sighted, they obviously don’t get the ultimate benefits of improving customer experience.

  3. Bruce, thanks very much for sharing this. Like Craig says above, I’ve generally seen, — across the hundreds of programs for which I’ve assisted — that a focus on improving the customer experience creates a measurable improvement in the number of loyal customers, which in turn creates higher rates of profitable growth (i.e. less expensive revenue acquisition). That said, could you share with us your definition of “Leaders” and “Laggards” – are they companies that are the leaders (market share) in their industry? Or more akin to scores (which hopefully are audited)? Sorry if I missed this in an earlier post and thanks for insight and information.

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