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?


Written by 

I am an experience management transformist, helping organizations improve business results by engaging the hearts and minds of their customers, employees, and partners. My "job" is Head of the Qualtrics XM Institute. The Institute is still being established, but our goal is to help organizations around the world thrive by mastering Experience Management (XM). As part of this focus, I examine strategy, culture, interaction design, customer service, branding and leadership practices. And, as many people know, I love to speak about these topics in almost any forum. Prior to joining Qualtrics, I was managing partner of Temkin Group (leading CX research, advisory, and training firm), co-founder and chair of the Customer Experience Professionals Association (, and a VP at Forrester Research. I'm a fanatical student of business, so this blog provides an outlet for sharing insights from my ongoing educational journey. Check out my LinkedIn profile:

3 thoughts on “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. 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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