Customer Experience Thrives With Executive Leadership

In a recent research report called Customer Experience Thrives With Executive Leadership, I examined data from 287 large US firms in our customer experience panel. Almost half (45%) had an executive in charge of customer experience across products and channels; a role that I refer to as a chief customer/experience officer (CC/EO). Here’s a summary of what I found when comparing responses from the firms with a CC/EO to those without one:

Firms with these leaders view customer experience as more important, have more enterprisewide customer experience efforts, report having fewer obstacles, do more primary customer research, and score better in all three areas of Experience-Based Differentiation.

When it came to the Experience-Based Differentiation (EBD) self-test, here’s how many firms ended up with a rating of either “excellent” or “good” for each of the three principles of EBD:

  1. Obsess about customer needs, not product features
    With CC/EO: 39%
    Without CC/EO: 24%
  2. Reinforce brands with every interaction, not just communications
    With CC/EO: 46%
    Without CC/EO: 30%
  3. Treat customer experience as a competence, not a function
    With CC/EO: 42%
    Without CC/EO: 24% 

The bottom line: A CC/EO can help turn customer experience into a competency. 

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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