Customer Experience Maturity — Not!

I recently published a report called The State Of Experience-Based Differentiation that analyzed a survey of 287 customer experience decision makers from large US firms. Respondents answered 12 questions which represented our Experience-Based Differentiation self-test. When we analyzed their responses, here’s some of what we found:

  • Firms scored particularly low when it came to these traits:
    • “Employees across the company share a consistent and vivid image of target customers”
    • “The quality of interactions with target customers is closely monitored”
    • “Senior executives regularly interact with target customers”
    • “Our company’s brand drives how we design customer experiences”
    • “Decision-making processes systematically incorporate the needs of target customers”
  • Our assessment showed that most firms have problems in achieving the three principles of Experience-Based Differentiation:
    1. Obsess about customer needs, not product features
      (68% of firms had problems in this area)
    2. Reinforce brands with every interaction, not just communications
      (60% of firms had problems in this area)
    3. Treat customer experience as a competence, not a function
      (67% of firms had problems in this area)

The bottom line: Firms are in the early stages of their customer experience journeys.

Written by 

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 leading-edge XM 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.

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