I was recently asked for some tips on how to get a sales team that is focused on quotas and their quarterly/yearly targets to to take more care and responsibility when it comes to the customer and the customer experience. In this post, I give you three things to consider in order to make this shift happen.
Customer Success’ role is to ensure that customers receive the value they expect – and achieve their desired outcomes – as a result of using your products. But you’ve got too many accounts and not enough CSMs or not enough hours in the day for the CSMs that you do have. (You can only hire so many CSMs, right?) How do you solve for this? How do you evolve your approach? How do you scale Customer Success?
Today I’m sharing another decision-making tool I uncovered recently. It’s a deliberate decision-making checklist, which consists of seven questions. Great questions that ensure smart decision making and alignment.
As customer experience professionals, the work you do to identify improvement opportunities and other initiatives to design and deliver a better experience requires you to build the business case and help your executives prioritize those initiatives – because there are typically many improvements that need to be made. Here’s another tool to help you with that.
Culture is a driving force in creating value for customers and for the business. Yes, values do create value.
You know you need to make changes in the business, but there are competing forces, those that help to drive the change and those that impede the change. How do you identify and then solve for each of those and, ultimately, bring everyone together?
Simply developing personas is not enough. I can cite all the persona benefits I can think of, but you’ve got to use them. How can you socialize and operationalize personas?
Transforming your business to one that puts the customer at the center of all it does is a lot of work. A lot of hard work. But it’s doable. Don’t be discouraged! But you do have to do the work. Nothing changes if nothing changes.
I’ve written about change several times over the years, especially last year. After all, customer experience management really is (all about) change management. Change is hard; well, it can be. But it’s especially hard when not everyone sees or agrees with your change vision. Today I write about using the 20/60/20 Rule to consider how you’ll influence and/or involve employees in the change process.
Whether you’re a visionary company or not, executive alignment – and staff alignment – are critical to driving change, making change, and achieving outcomes.