Tag Archive of: customer experience

CX Framework series #3: Experience design, improvement & innovation

How to shape your CX design & change process

Once you have determined what your Customer Experience strategy should look like and you have good Customer Understanding you will need to need to shape your CX design: having clear repeatable processes and frameworks in place to design the customer experience you want to deliver or redesign the one you are currently offering. To do so, you can use at least three frameworks, not necessarily in this order.

1. Customer Journey Mapping and Customer Journey Thinking

To actively influence your customers' decision process when buying a product or ordering a service, you need to know which path they are walking, at which moments they are making decisions and how you are interacting with them at each moment along the way. The most common tool used for this is "Customer Journey Mapping" and the most deep and effective way is to propel also a wider "Customer Journey Thinking". To do so, the Temkin Group recommends that organizations teach employees to consistently think about the following five questions:

  • Who is the customer? For which persona is this map? This is a great place to use personas as a mechanism for describing the customer
  • What is the customer's real goal? What is he/she trying to accomplish by reaching out to you?
  • What did the customer do just before reaching out? What did he/she do independently and which struggles did he/she encounter?
  • What will the customer do right after contacting you? What do you need the customer to do so he/she can accomplish his/her goal?
  • What will make the customer happy? Go above and beyond the initial question and deliver a customer experience that will exceed expectations.

And don't forget to include partners and external suppliers in your map. Although they are not part of the core team in your company, they are in contact with your customers and have an impact on your company's image. They represent your Customer Experience ecosystem (Forrester).

An example from our own life: An undertaker organised a very respectful and beautiful service for a beloved one, but the coffee that was served following the service was just awful. When the people attending the funeral service complained about the quality of the coffee, his response was: "It's not my fault, my catering partner provides the beverages." In terms of customer experience, this response is not acceptable because your customers are not interested in how you organised these things. They want a 'good service' at the funeral and it is the undertaker's responsibility to organise this in cooperation with all his partners.

One simple way to get started with Customer Journey Mapping is to follow the 6 steps methodology by Conexperience involving into the workshop not only your employees, but also other key players of your ecosystem.

2. 'Innovation through Design Thinking' and 'Service design thinking'

Design thinking is created because big corporations lack the ability to be creative and aren't able to create new products and services that meet unfulfilled needs of their customers.

Design thinking is a methodology, but it's also about a mindset and about a changing paradigm in management theory, moving from the traditional top‐down and quantitative approach to a more bottom‐up, qualitative approach in innovation processes.

It builds around 5 principles.

Service design is about making what you do more useful, usable & desirable for your users, and more efficient, effective & valuable for you ‐ everyone loves a great experience

Innovation is part of your organization at any time. So if you see that there are a lot of complaints about a feature, product or service, you can take the lead and innovate the bottleneck point of the process. When doing this, make sure you follow a "Double-Diamond Design" process:

  • Research the exact problem, both from the customer's perspective and from that of your employees.
  • Then analyse these results and create artefacts (like a customer journey map) to make a visual representation of the problem.
  • When you have these insights, start a group session to generate ideas on how to resolve the problem.
  • Make a prototype and perform some testing.
  • Then you continue to receive feedback and continue to improve the prototype, until...
  • You have a final product or service you can fully implement.

3. Continuous Improvement based on customer insight

Temkin Group identifies four customer insight-driven action loops. These can be aggregated in two big areas of action, which have gained different naming in the field:

  • Fire-Fighting (also called small loop, inner loop, customer loop or case management): this is about ad-hoc immediate follow-up on each survey response and includes:
    • Immediate Response towards customers on a 121 basis or Collectively, via dedicated & targeted communication or as open communication on digital channels
    • Corrective/Celebration Action internally: i.e. providing immediate feedback towards employees or making quick adjustments.
  • Fire-Prevention (also called big loop, outer loop, business loop or action planning): this is about driving structural changes and improvements based on the insight gained from NPS responses over-time, and encompasses:
    • Continuous and/or Structural Improvement
      • to address root causes behind drivers of detraction
      • to identify ways to WOW customers based on their needs to move them from passives to promoters
      • to keep and intensify doing the identified drivers of promotion
    • Strategic Change: the new insight gained from customers' voice about what really matters to them can be so substantial to fully influence small or big strategy changes.

You can read more details about these 4 loops and why they are so important to drive change in WHY NPS as Measurement and Methodology: which goals does it serve?

When it comes to change and innovation from the customer experience perspective, it is all about Acting. It is about looking to your processes, products and service through the eyes of your customer and adjust, continuously.

Want to grow your Customer Experience competences?

These are only some of the highlights Milou took away from attending the Customer Experience Masterclass. Would you like to know more? Join our next CX Masterclass.

Customer Experience Framework and complete list of blog posts in this series

This post is part of a wider series about all the 6 CX disciplines that represent the CXPA Framework around which the CCXP exam is structured and that we cover in the CX Masterclass.

Find here the complete list of the other posts in this series:

  1. CX Strategy
  2. Customer Understanding
  3. Design, Improvement and Innovation
  4. Measurement
  5. Governance
  6. Culture

Extra: CXPA exam & Becoming CCXP (will be published on the 11th of December)

About this series

This post is part of the CX Framework series by Rosaria Cirillo and Nienke Bloem.

The foundations for these blogposts are written by Milou van Kerkhof following the June 2017 CX Masterclass given by Nienke Bloem and Rosaria Cirillo. Milou attended this as a newcomer in Customer Experience. These blogposts have been slightly edited and reflect only the highlights of the content of each module

 

*****

Nienke Bloem is often called the Customer Experience speaker in the blue dress. 

She's a global CX thought leader, educator and a global keynote speaker who inspires audiences with best practices and proven methodologies. She leads a speaking practice, a CX game company and a training business; she breathes Customer Experiences and is author of two CX books.

Her two-day Customer Experience Masterclass is known as the best program to prepare for your CCXP and she is the go-to person for CX leaders who want to advance their leadership and bring direct results from their Customer Experience transformation programs. Since 2020, she hosts a CX Leadership Masterminds program and helps leaders spice up their leadership and deliver an engaging CX Story including a solid CX Strategy. Besides, she is a modern-day pilgrim and found the parallel with leading customer centric transformations. 

With her over 20 years of corporate experience, she speaks the business language. Her keynotes and education programs in Customer Experience are inspiring and hands-on. She is one of the few Recognized Training Partners of the CXPA and it is her mission to Make Customer Experience Work and help you deliver business results. 

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CX Framework series #2: Customer Understanding

Understanding your customers Rational and Emotional sides

Customer understanding is essential in determining how you can design and provide products/services and experiences that fulfil customer needs, so you can deliver top-class customer service, improve loyalty and get great recommendations.

It's all about how your customers perceive you and all the interactions with your organisation. Perception being the key element.

Why are they reaching out to your company? How will they feel after being in touch with you? If the customer doesn't have the feeling you want them to have, there's a challenge for you as an organisation.

Foundations of customer understanding: archetypes, emotions & needs

Your customers are not just a number or a bunch of character traits. They are human beings with their own problems, hopes, fears and needs. When making their decisions to buy, customers have both rational and emotional reasons.

Understanding your customers' (buying) behaviour is one of the elements that helps to be successful.

When customers have an emotional attachment to your brand, in addition to being loyal they also become promoters of your brand.

To simplify the understanding of your customers' behaviours you need to consider: Archetypes, Emotions and Needs

A. Archetypes

The Bradford and Bingley Personality Framework identifies four different archetypes:

  • The feeler: they make decisions and take actions based on their emotions
  • The entertainer: they joke around to make their problems heard
  • The thinker: they are rational and process minded
  • The controller: they want everything to go exactly as planned and they get worked up when it doesn't

Just imagine the different reaction each of these archetypes may have when entering a hotel room and they smell smoke. Understanding the attitudes of these personalities for example, is critical for your front-end employees (i.e. contact centres or hotel staff) who need to manage these customers' reactions all the time.

While each of us has a dominant archetype, this can change or become extreme, depending on the situation or the stage in which we are in life, especially in case of life changing events like a divorce or the loss of a loved one.

B. Emotions

Many different models are trying to map emotions & make them understandable within companies.

Most of these models identify 4 main emotions: Happiness, Sadness, Anger and Fear.

Recent Temkin analysis of these 4 emotions at call centers proved the impact of these emotions on call duration!

This model is good and widely recognized, yet has limitations with regards to two essential elements:

  • Tends to perceive emotions as positive versus negative (on a ratio of 1-3)
  • Misses out completely on the fundamental human emotion: love

Rosaria Cirillo has applied her learning from Marshall Rosenberg NVC (Non Violent Communication) and showed us how we can instead distinguish emotions in two broad categories:

  • The ones we feel whenever our needs are met (i.e. happiness and love)
  • The ones we feel when our needs are not met (i.e. sadness and fear). When customers are expressing sadness and/or fear and their emotions are not acknowledged or understood, or when they feel judged, this can turn into anger.

C. Needs

To be able to understand and influence which emotions the customer is feeling, we need to have a clear understanding of their needs.

 

The trainer Rosaria Cirillo shared how the analysis of thousands of survey responses she analysed – run since 2005 for different companies across multiple touch points and industry verticals – shows that an adapted version of Maslow's hierarchy of needs could be applied. There was a clear correlation between CSAT/NPS Score and at which level of needs the customer felt fulfilled during the interaction. In the most recent year she has added the emotions to the model as we can see in this figure.

Another way to look at needs is to consider the value you deliver to your customer like explained in the Elements of Value Pyramid from HBR's The 30 Elements of Value.

Setting up a customer insight framework to systematically understand your customer

To have a proper understanding of who your customers are and how they want to be treated by your organization, you need to have a reliable customer insight program. You can achieve this using the following 4 steps:

  1. Collect data:
    1. Listen to the Voice of the Customers by asking feedback, performing voice analysis of incoming calls and making sure to 'drink your own champagne' i.e. being your own customer.
    2. Listen to the Voice of the Employees. What are they working on that isn't giving them any satisfaction? How can you make their job more fulfilling?
    3. Listen to the Voice of the Process. How are your processes aligned and do they add value to the customer? Do you use Lean Six Sigma or another methodology?
    4. Look at the Value of the Customer. Quantify your customer by revenue, size or any other metric.
  2. Analyse your data. What do they mean and can you find any correlations or associations?
  3. Document the data and make it visible and understandable. Customer journey maps and personas are two key tools that can make your insights visible and easily understandable within your organization.
  4. Share your insights within your organization. Make sure everybody knows how the customer feels and how they can change their service or tone of voice accordingly.

Emotions drive loyalty and higher customer spending

When you're reading this, you might be tricked into thinking that customer experience is only about making the customer happy and it doesn't affect your revenue. Far from the truth! Numerous studies have concluded that a customer is more loyal to an organisation when they have a positive feeling about how they've been treated. For example: when a customer has a very positive feeling about an organisation, they are 7.8 times more likely to try new products and services. Think about the possible impact this could have on your P&L!

Getting in touch and staying in touch with your customer

The easiest way to get insights in the actions of thousands of customers is by analysing your website visit data or by looking at a chart of your contact centre volumes by contact reason (Check Tip: do you have such an overview in your company and, if so, who is looking at it regularly taking which actions?). Downside is that in doing so, you're changing your customers into numbers or segments and you might forget that they are individuals. To compensate for this, numerous big companies make actual contact with customers mandatory for their employees, either by listening to calls, either by calling customers regularly either by acting as customers themselves.

The NS (Dutch Railway) asks their employees to travel by train regularly. That way they can sense the sentiments of passengers and get a stronger focus on ways to improve the journey for the customers. Likewise, the CEO of KPN (Dutch telecom provider) has a mobile phone subscription just like everybody else, so he can feel what it's like to be a customer of his own company. Other organizations facilitate Customer Arenas where few employees listen and observe a group of customers while they discuss among themselves how they are treated and how the organization could improve. All these initiatives give great insights and should be incorporated in every organization that wants to deliver better customer experience.

Understanding your customer is crucial when it comes to customer experience. Listen, observe, get a deeper understanding of their emotions and their feedback, then you'll make a good start!

Want to grow your Customer Experience competences?

These are only some of the highlights Milou took away from attending the Customer Experience Masterclass. Would you like to know more? Join a CX Masterclass.

Customer Experience Framework and complete list of blog posts in this series

This post is part of a wider series about all the 6 CX disciplines that represent the CXPA Framework around which the CCXP exam is structured and that we cover in the CX Masterclass.

Find here the complete list of the other posts in this series:

  1. CX Strategy
  2. Customer Understanding
  3. Design, Improvement and Innovation
  4. Measurement
  5. Governance
  6. Culture

Extra: CXPA exam & Becoming CCXP (will be published on the 11th of December)

About this series

This post was originally posted on Wow Now and is part of the CX Framework series by Rosaria Cirillo and Nienke Bloem.

The foundations for these blogposts are written by Milou van Kerkhof following the June 2017 CX Masterclass given by Nienke Bloem and Rosaria Cirillo. Milou attended this as a newcomer in Customer Experience. These blogposts have been slightly edited and reflect only the highlights of the content of each module

 

*****

Nienke Bloem is often called the Customer Experience speaker in the blue dress. 

She's a global CX thought leader, educator and a global keynote speaker who inspires audiences with best practices and proven methodologies. She leads a speaking practice, a CX game company and a training business; she breathes Customer Experiences and is author of two CX books.

Her two-day Customer Experience Masterclass is known as the best program to prepare for your CCXP and she is the go-to person for CX leaders who want to advance their leadership and bring direct results from their Customer Experience transformation programs. Since 2020, she hosts a CX Leadership Masterminds program and helps leaders spice up their leadership and deliver an engaging CX Story including a solid CX Strategy. Besides, she is a modern-day pilgrim and found the parallel with leading customer centric transformations. 

With her over 20 years of corporate experience, she speaks the business language. Her keynotes and education programs in Customer Experience are inspiring and hands-on. She is one of the few Recognized Training Partners of the CXPA and it is her mission to Make Customer Experience Work and help you deliver business results. 

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CX Framework Series #1: How your CX Strategy is a fundamental when it comes to customer success

Delivering an excellent Customer Experience isn't just about having friendly people in your customer care and instructing them to treat the customer as king. Creating great customer experiences is all about strategy. What is the identity of your organization? What experiences do you want your customers to have? How can you transform your organisation into a customer centric one? Through a very thoroughly defined Customer Experience Strategy, because great customer experiences don't happen by accident.

Defining a CX strategy

As with all changes in your organisation, there should be a firm strategy as a starting point to deliver customer centric services. Start with the question, "I am a CEO/VP/Director/Manager at my company, what do we stand for when it comes to Customers? What is our Why? What do we promise, where do we make the difference?" Try and put it into words and you might experience difficulty. That is why customer experience strategy is needed.

When defining your strategy, it is imperative that you know what your company and its brand(s) stand for and how you can give exceptional service.

Your brand experience

Your organisation probably has some idea as to where to plot itself in relation to competitors. Maybe you deliver high end products, but your service is not aligned with that. Or you give your B2B customers a hassle-free service, but your products are not hassle-free. Plot your organisation in your field by asking the question: "How does my company differ from our competitors?" That is what your customers will remember, that is where you can make the difference.

When you know what makes your organisation unique, you will need to make that very explicit in what that means for your customer. Use a brand promise, or even stronger: create customer promises. Take this example from Easyjet. As a customer you know what to expect, now it is up to Easyjet to deliver on these promises.

 

Have a look at the actual experiences of your customers and what you want them to experience. Are they receiving the hassle-free service your company stands for? And how strong is your organisation's brand in the mind of your customers?

Do they have memorable customer experiences, but in a negative way? That means your organisation is de-branded. People are not receiving the service they expect based on your Brand and Customer Promise and they will create a negative buzz around your organisation. When your customer doesn't even remember your brand, they are also not inclined to do more business with you. They don't even know who you are. So, when you are in this non-branded position, you need to make sure that customers link in with their positive feeling about doing business with your brand.

And of course, the best experience you can give your customers is a branded one. In that situation, people have a positive attitude to your brand and organisation and are very much inclined to return to you the next time they are in need of your service. Because delivering memorable experiences is what Customer Experience is all about. How can you organize these branded experiences?

You can read more about the best practise in branding by Yogi tea, including what a branded experience is, at how Yogi Tea stands out by branding.

Make your company branding stand out

Having a strong brand stems from the quintessential question: WHY? The Golden Circle of Simon Sinek is used very often and for a good reason. This methodology helps you to turn to broad brand promises like "we make phones" into "we provide products that make your life organised and pleasurable". If you want to make a brand promise that inspires and entices your customers, you need to answer a specific set of questions:

  • Purpose: what do we stand for? What is our Why?
  • Strategy: what strategic choices will make this purpose reality?
  • Brand Promise: what can we promise our customers based on this purpose?
  • Customer Experience: what experience do we want to deliver on this promise?
  • Alignment: are the products and services distinctive enough? What skills do our employees need to develop to deliver this experience? And what technology is necessary to be able to deliver it?

Putting your strategy into motion

When you have determined what your company stands for, it is time to take the next steps. First you need to assess your maturity. How far along the road is your company in CX?  For example, you can plot your organization in the maturity path of Beyond Philosophy. In the MasterClass, more maturity models are shared.

Based on the outcome of your assessment, you plot which steps are needed right now and which need to be taken in the future to grow CX towards a higher level of CX maturity.

Defining your strategy and determining your brand promise is a very strenuous task and can easily become a too-diluted version of the powerful message you want to bring across. So take this process very seriously. It is often a process of co-creation with Marketing, Communication and Customer Experience departments to define and later share with colleagues to start the daily delivery on the promises.

Want to grow in Customer Experience?

These are only some of the highlights Milou took away from attending the Customer Experience Masterclass. Would you like to know more? Join a CX Masterclass.

Customer Experience Framework and complete list of blog posts in this series

This post is part of a wider series about all the 6 CX discipline we cover in the CX Masterclass and that represent the CXPA Framework around which the CCXP exam is structured.

Find here the complete list of the other posts in this series:

  1. CX Strategy (this one)
  2. CX Understanding
  3. CX Design, Improvement and Innovation
  4. CX Measurement
  5. CX Governance
  6. CX Culture

*The foundations for these blogposts are written by Milou van Kerkhof following the June 2017 CX Masterclass given by Nienke Bloem and Rosaria Cirillo. Milou attended this as a newcomer in Customer Experience. The blogposts are edited a little bit and reflect the highlights of the content of module 1*

 

*****

Nienke Bloem is often called the Customer Experience speaker in the blue dress. 

She's a global CX thought leader, educator and a global keynote speaker who inspires audiences with best practices and proven methodologies. She leads a speaking practice, a CX game company and a training business; she breathes Customer Experiences and is author of two CX books.

Her two-day Customer Experience Masterclass is known as the best program to prepare for your CCXP and she is the go-to person for CX leaders who want to advance their leadership and bring direct results from their Customer Experience transformation programs. Since 2020, she hosts a CX Leadership Masterminds program and helps leaders spice up their leadership and deliver an engaging CX Story including a solid CX Strategy. Besides, she is a modern-day pilgrim and found the parallel with leading customer centric transformations. 

With her over 20 years of corporate experience, she speaks the business language. Her keynotes and education programs in Customer Experience are inspiring and hands-on. She is one of the few Recognized Training Partners of the CXPA and it is her mission to Make Customer Experience Work and help you deliver business results. 

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3 Ways to Make CUSTOMERS Cramp Up With a Complaint

There are those moments when you can't believe what an employee does and says. That you stand in a store totally bewildered and feel as if you have been put to shame as a customer. That you would prefer to say something very angry out of sheer impotence. Do you know that feeling?

It was a while ago for me, but last week I experienced it again in person. What happened and what can you learn from it? Read and Weep...

My 16-year-old daughter really wanted to go to Appelpop and camp there with her friends on the festival grounds. That would require someone at least 18 years old to come along, and the ladies persuaded me to accompany them. We used to call it Camping=Cramping at home, so you know I wasn't cheering. But you do anything for your kids! I had no camping gear, so I headed to the Outdoor Sports store for a tent and an air mattress.

I was helped perfectly. Was even lucky that the tent was on sale. So I happily went home with my purchases, where the tent was set up by the two adolescent ladies in no time in the living room. The first test was successful.

The festival

Friday, September 11. We arrived at campsite de Betuwe and were assigned a nice spot, also with top neighbors. Tent set up, airbed inflated and we headed for the fantastically fun festival Appelpop (I'm a fan!). After a musical party, we arrived home in the middle of the night and as I crawled into my tent, I immediately noticed that the airbed was a bit soft. "Had I not screwed the cap on properly?" Fortunately, the pump was within reach and I eventually fell asleep. Halfway through the night I woke up and my bottom touched the cold Betuwe ground. Oh dear, an air bed that was slowly deflating. LEK.

Anyway, it's a festival, "you win some, you lose some." It kind of goes with the territory. Saturday was just such a festival day with several musical highlights. Unfortunately, it had turned rainy and when we got back to the campsite at 1am, it was raining cats and dogs. I quickly crawled into my Wildebeast tent and once I was lying down, I heard "Drip, Drip, Drip." After a brief investigation, the zipper of the awning turned out to be as leaky as a basket. Water was running right into my inner tent. Fortunately it dried up after a few hours, but I was bummed. During the night I had to inflate my airbed twice more, because unfortunately no gnomes had come to fix the leak. Sunday morning I came out of my tent pretty broken and decided to go right back to the store that day. With tent and airbed, because this couldn't be the intention.

Returning

There I stood at the counter. A girl stepped up to me. Asked what she could do for me. I explained the situation and she called a colleague. Did I still have the receipt? Of course! They looked hard and asked if I had set up the tent properly. Whether I knew that zippers in awnings always leak when the rain is on them. I told them I couldn't imagine that. That I wanted a new airbed and my money back for the tent. Because the camping season is really over and suppose if I also get tent with a "flaw" now, I won't find out until next year. They couldn't do that, but they were going to figure out what they could do for me. Turned their backs to me and walked away. "You wait here."

Sure. There I was. Between tents, hiking boots, backpacks. There was no empathy for two broken nights on a leaky air mattress. No "annoying that you bought a leaky tent." I couldn't believe my ears, and because of that broken night, my capacity for empathy wasn't optimal either. But I decided to control myself. Waited and yes there came the Sunday helpers again.

"Hello madam, in principle we don't give money back. But for this time we do". So, could I squeeze my hands for a moment.... And then it came. "But next time you buy a tent, and it's important that the awning doesn't leak? Make sure you inform yourself better. And then buy a more expensive one. " My mouth fell open. I got my money back and now a kick in the teeth that I had misinformed myself. In an angry voice I replied " I was here on Thursday and got advice from a colleague of yours and he didn't ask if I wanted a leaky zipper in the awning. I relied on his advice and therefore bought this tent. Then provide better advice yourself and in all honesty; don't sell junk.".

But I still wanted another air mattress. Unfortunately, that wasn't possible. They were sold out in the store, but I could just order a new one at home. In the corner of my eye I saw a tablet, of course they could have done that for me. But no, that thinking and doing was not in the cards. So I got my money back for the airbed and tent. It was a whole hassle with receipts behind the cash register and the money would be refunded to my account. Even though I had my money back, I didn't have a good feeling about it. Lightly sneering, I went home.

How not to deal with a complaint

What lessons can you learn from this? Especially what NOT to do in case of a complaint.

1. Tell customers exactly what they themselves have done wrong

Without any empathy for the two broken nights and the hassle, these ladies told me that I must have set up the tent wrong. That I was so stupid that I didn't know that all awning zippers always leak. My tip: Show empathy. Empathize. Ask through. Nod, hum. But drop all criticism. You'll only make things worse.

2. Tell what is not possible

The moment I indicated, what I wanted in terms of solution, they immediately told me that this was not possible. They didn't give money back in this kind of situation. And they no longer had airbeds. Strange that the solution in the end was that I got my money back. Thinking with me about other scenarios, that was not an option. My tip: Listen carefully to what the customer wants. Ask through to why they want this solution. Then find out what the possibilities are and think along with them. Ask if this satisfies the customer, then you can be sure you are right.

3. Give a kick after

After they explained that I would get my money back, it was also explained to me in great detail that I should do better next time when choosing a tent. In other words, the tent with the leaky zipper in the awning was my own fault. Because I hadn't done my pre-work properly. My tip: when you have come to a solution, ask if this is a good solution. Then take stock of whether you can help the customer with anything else. I would have liked help buying an air mattress.

Is this only about this outdoor sports store? No! Because this happens a lot more often. Unfortunately. The ladies who helped me were weekend workers, earning extra money as students. Sure they could sell well, but were seriously lacking in the service area. Probably had learned nothing about resolving complaints and the importance of empathy. They followed the internal rules and knew how to explain them to me perfectly. Make sure you have qualified staff. Not only in terms of product knowledge, but also in terms of solving problems. Invest in that, because this costs customers and is bad PR.

The nights over the weekend I had gotten through camping pretty ok, despite the discomfort/ But when dealing with my complaint I felt like I had gone CRAMPING. Unfortunate and unnecessary.

What do you most want an organization to do when you have a complaint? What is crucial to you in resolving it? I'd love to hear it in response to this blog!

PS. I took this photo as a selfie while setting up the tent on Friday.

 

*****

Nienke Bloem is often called the Customer Experience speaker in the blue dress. 

She's a global CX thought leader, educator and a global keynote speaker who inspires audiences with best practices and proven methodologies. She leads a speaking practice, a CX game company and a training business; she breathes Customer Experiences and is author of two CX books.

Her two-day Customer Experience Masterclass is known as the best program to prepare for your CCXP and she is the go-to person for CX leaders who want to advance their leadership and bring direct results from their Customer Experience transformation programs. Since 2020, she hosts a CX Leadership Masterminds program and helps leaders spice up their leadership and deliver an engaging CX Story including a solid CX Strategy. Besides, she is a modern-day pilgrim and found the parallel with leading customer centric transformations. 

With her over 20 years of corporate experience, she speaks the business language. Her keynotes and education programs in Customer Experience are inspiring and hands-on. She is one of the few Recognized Training Partners of the CXPA and it is her mission to Make Customer Experience Work and help you deliver business results. 

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