Power Transformation based on the Customer Experience Management Assessment

And how to integrate Customer Experience into the Company's Strategy

This is a question that many companies ask, how to incorporate and develop a customer experience strategy across the company.

That's where we found that definitely one of the most powerful tools in strategy is the Izo Experience Maturity Assessment, which in a structured way allows us to identify what degree of maturity the company is at to manage the customer experience strategy in the organization and how it should be managed to have a cross-cutting impact on the entire organization.

It allows us to understand from an inside perspective the skills we have in organizations and how we are managing these abilities to improve and impact the customer experience.

In an articulated way, the Izo Assessment allows, through a Framework (Figure 1), understand the company's strategy based on customer experience, identify the levers that must be mobilized internally and determine an action plan that will lead the company in a comprehensive and consistent manner to mature in customer experience management.

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If you want to know more about this topic, we leave you the following video: Explanation of Customer Experience Frameworks by Carlos Molina.

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With this tool, we can define the degree of maturity in which the company is in terms of experience management, at what level it is currently. We define these levels in 5 stages: Explore, Define, Extend, Consolidate and Optimize. (Figure 2)

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The CEM Framework or Customer Experience Framework consists of 4 levels and 10 dimensions.

The final customer experience is determined by the degree of management carried out in each of these dimensions:

LEVEL 1: Understanding the Customer

LEVEL 2: Customer Relationship Strategy

LEVEL 3: Experience Management:

• Marca
• Products and Services
• interaction

LEVEL 4: Organization Management:

• People and culture
• Systems and Technology
• Measurement
• Economics and Finance
• Governance

What is the CEM Assessment?

We can identify 8 steps that will lead us to develop the CEM Assessment, which I describe below.

1. Information analysis
2. In-depth interviews with key people
3. Quantitative evaluation of company leaders
4. Identifying findings
5. Matrix of actions
6. Road Map of actions
7. Work Management Schedule
8. CEM Maturity Assessment

1. Information Analysis

This first step is essential to understand, we should not start from scratch, what has been done in companies counts, that is, the story tells us, the data speaks to us, to know what model they currently use, what customer segmentation is like, how they collect customer feedback, what indicators they have, what the organizational structure is like, what the company culture is like, what the strategic plan is, among others. It is the starting point where we take company information and analyze it from the point of view of the 10 axes of experience: customer, strategy, brand, product, interaction, people and culture, technology, measurement, economics, governance. We ask the company for a series of documents that allow us to do this basic analysis, and we also make specific observations of its channels, points of sale, website, call center, and communications

2. In-depth Interviews with Key People

In this process of analyzing the company's degree of experience management maturity, this step is essential. Through in-depth interviews with people at level 1, 2 and 3, we will investigate their perception of management within the company in terms of customer experience strategy from different fronts, in order to identify how much the company has enablers that allow management to be mobilized in a transversal way and that directly impacts the customer experience. Normally, a maximum of 12 to 20 interviews are conducted, from the CEO, Vice Presidencies and key management.

These spaces are open where the person feels confident in the dialogue and expresses in a calm and spontaneous way what they live and perceive inside.

It is an interview with a semi-structured questionnaire that allows us to have a common thread and to contemplate the different levers that must be mobilized in the CX strategy.

In the course of the interview, other key people to interview and important documents that must be sent to us for the respective analysis can be identified.

3. Quantitative Assessment for Business Leaders

Once we have the previous qualitative phase, we proceed to carry out the quantitative phase through a structured questionnaire that contains 60 questions in blocks corresponding to each of the axes of the framework. This survey is aimed at all the leaders of the organization. With it, we seek, in a representative way, to know how the CX strategy is managed internally and how advanced or incipient the organization is on this path of maturity.

4. Identifying Findings

And we arrived at the crucial moment and it is based on all the above information to identify the findings classified in each of the axes where we can identify the levers that need to be mobilized throughout the organization to manage the customer experience in an organized and coherent way that impacts the business. The analysis of information is a key step in this entire process because from there we are going to establish the action plan to follow. Identify Insights important to contribute to the analysis and to determine where there are strengths that must continue to be maintained and cared for and where there are opportunities that must be managed.

5. Stock Matrix

Through this step, the action materializes, in which we identify what actions must be carried out in each of the axes of the framework, we describe the action, we establish the key high-level milestones, we identify what stage of maturity this action contributes to, which areas should be responsible, if it is in the short, medium or long term, and what impact on costs it has high, medium or low.

6. Action Roadmap

Once the actions are detailed, we establish a road map where you can visualize all the actions according to the level of maturity and the level of effort and cost. Mapped out there is where we can identify which ones should be prioritized, which ones have the greatest impact, the least effort and the lowest cost, what level of maturity they impact, to determine the work schedule to follow. It is important in this identification of prioritization to choose actions that are quick gains in which results and impacts can be evidenced quickly so that we can sensitize and demonstrate to the organization how managing the experience impacts the results.

7. Work Management Schedule

Here we have already established the schedule of actions, time, responsible so that it is the monitoring input for the leading area of experience and can mobilize all actions with the respective managers. It is important to demonstrate this follow-up to senior management and to make the results visible to the entire organization.

8. Company Experience Maturity Assessment

Based on all the previous work, we determined the level of maturity of Customer Experience management based on the CEM diagnosis performed.

With these 8 steps we can potentiate the transformation of experience, allowing us to have a clear management plan that we can implement transversally and advance the degree of maturity of experience management in the company.

This Assessment is important to carry out at least every two years, in some organizations they even evaluate it every year, this will depend on the management capacity that the organization has within it, and the level of importance that the Experience Strategy has in the company's strategic plan.

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Boost the transformation of your company! Find out how the Izo CEM Assessment can help you integrate customer experience into your strategy. Contact us today and take your organization's customer experience management to the next level.

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