Furthermore, while CXM may be about “delivering the brand promise,” some brand promises are not compatible with a holistic definition of CXM. Pushing low prices above all else, with little concern for customer satisfaction, is not considered CXM. Ryanair has prospered with such a model, but CX experts are loath to include this as a CX success story. Indeed, no CX initiatives in this study were focused primarily on low prices.
In recent years, spurred by the success of Amazon, many companies have pursued making experiences easy or effortless. In fact, “easy” was the top CX attribute believed to drive customer loyalty, cited by 83% of all respondents. But, 76% disagreed that: “To be successful, CXM should just focus on making experiences easy.” While being “easy” is clearly important, it’s not the only thing that matters. And indeed, it’s not a differentiator for “Winning” CX initiatives, as will be explored later in this report.
Finally, there was nearly an equal split in agreement on whether a Chief Customer/Experience Officer is required for CXM success. This is consistent with prior CustomerThink research that found a slight majority of organizations believed that a Chief Customer Officer (CCO) would be of benefit to the company, to facilitate cross-department coordination and get support from the CEO and Board.
What Does CX and CXM Mean to Your Business?
The implication for CX leaders is that key stakeholders may – and probably do – have widely varying perceptions about CX and CXM. Some may think of CXM in a holistic way, but others may believe that CX is just another term for customer service, process improvement, or customer surveys.
Furthermore, CX leaders who present CXM as narrowly focused may run into another objection: Why do we need another term for product excellence, price leadership, or customer service? CXM should bring new thinking and value to organizations, not be used as a new trendy label for existing activities.
Therefore, it’s imperative for CX leaders to clearly define the scope of CXM at the company and communicate and secure agreement to that scope with sponsoring executives and key stakeholders. This can be accomplished, according to seasoned CX leaders interviewed for this study, by meeting with stakeholders early in the planning and strategy development process to:
- Understand perceptions about CX and CXM
- Differentiate CXM from Voice of Customer programs, customer service, etc.
- Clearly define the organization’s intended experiences
- Identify key business issues where CXM might help
- Assess potential buy-in and support
Otherwise, according to one Vice President leading global CX efforts at a large technology firm, the tendency is for people to jump on immediate problems without stopping to think and analyze the key business issues that, if solved, would make a significant difference in performance.