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June 23, 2016
The customer experience has become the competitive battleground for
business. By delivering a consistent, memorable experience, companies can
create a competitive advantage that increases customer engagement,
conversion, loyalty and advocacy.
Over the next three-to-five years, 75 percent of marketers say they will be
responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper
understanding of the strategies and tactics required to deliver a superior 

end-to-end customer experience.
/ About the Series
James F. O’Gara, CEO and Founder, OnMessage
/ About me
1,000s 

of Hours Working

with CMOs / CEOs

HUNDREDS 

of Emerging
Companies
DOZENS 

of Fortune 500
Companies
25+ Yrs 

Experience
Leading 

Brands

Expertise and Experience

/ Customer research

and analysis
/ Corporate messaging

strategy and execution
/ Customer-centric

culture development
/ Go-to-market

strategic planning
About the sponsor.
OnMessage specializes in helping executives align and
activate their entire organization around a corporate strategy
and story that dramatically improves the customer experience.
Leveraging our disciplined methodology — executive teams
are able to crystallize their go-to-market strategy, formulate a
strategically aligned corporate messaging platform and ensure
every stakeholder understands how to activate the strategy
and story throughout the customer journey.
www.itsonmessage.com
/ Upcoming sessions: June - August
/ Upcoming sessions: September - October
/ Upcoming sessions: November - December
Download the complete curriculum guide and
register for the entire series:
www.cmoeducationseries.com
Quick Recap
May Education Session
Delivering a Corporate Story
that Strengthens Your
Customer Experience.
Learning Objective:
How messaging materially impacts
customer acquisition, retention,
advocacy and the customer experience.
MAY SESSION RECAP
Touchpoints, interactions and messages define your customer’s overall
“experience” with your company.
They also represent the new competitive environment that businesses
face today.
/ Deliver a consistent story … or else.
In the “customer experience” driven world — words and actions matter.
They establish perception. They define how customers perceive their
experience with your company.
Ultimately, your strategy drives the actions and your message drives the
storyline customers experience throughout their journey.
/ Deliver a consistent story … or else.
Constructed with
consistent building
blocks
Anchored in a
higher-purpose
Best practices for creating a story that is…
Aligned with your
go-to-market
strategy
Packaged and
comprehensive
Embraced and
activated by
employees
Connected throughout the customer experience
How is my messaging
developed and delivered?
Connecting the dots.
How does that align with
my customer’s journey?
You need to understand and paint a
picture of how your story is currently
developed and delivered. Where it’s
told, by whom and what messaging is
being utilized.
You need to understand the
touchpoints and moments in the
customer journey that matter. This
means you need to develop an
accurate customer journey map.
Materials from May Session.
Delivering a Corporate
Story That Strengthens
Your Customer Experience
— How messaging materially
impacts customer acquisition,
retention, advocacy and the
customer experience.
If you missed this session, be sure to pick up a copy of…
Today’s Executive
Education Series


Topic:
Establishing Executive
Alignment and Priorities 

Around Your Company’s
Customer Experience.
For customer experience (CX) to translate into
improved financial performance and become a
competitive advantage it must be embraced
enterprise-wide. It must be implemented in a
cross-functional manner — and, it has to be a
priority for the CEO and the entire C-suite.
It requires …
Unwavering CEO 

Commitment.
Without CEO commitment …
CX … fails to gain traction in customer-facing
areas of the business.
CX … never receives executive support and
endorsement.
CX … never delivers material business results.
Without CEO commitment …
CX … becomes another business fad.
CX … becomes something a few team members talk
about for a while before it quickly fades to black.
Without CEO commitment …
It’s never …
— Identified as a cornerstone of the business strategy 

— Institutionalized and operationalized
— Infused into the company’s culture
For CX to be a difference maker …
A CEO … must commit to creating an experience
that will differentiate the company and grow the
business.
A CEO … must truly believe that 

‘customer experience’ matters.
Question
On a scale of 1-5 (1 being extremely low … 5 being extremely high)
how would you rank your CEO’s commitment to Customer
Experience Management across your business?
of companies reported much higher profitability than their
competitors when the CEO was in charge of customer
experience.
58%
59%
63%
SOURCE: The Economist Intelligence Unit
experienced better revenue growth as a result of prioritizing
strategic customer experience investments.
of executives who make customer experience a priority
actually deliver a better customer experience than 

their competition.
Guess what?
There is a real and material link between 

a CEO’s commitment to customer 

experience and business profitability.
How do you lock in your 

CEO’s commitment??
Help him or her determine if they truly 

believe CX is a strategic priority … or not.
Talk about how …
Customer experience is changing the
competitive environment.
Customer acquisition, retention, loyalty
and advocacy will determine future
success.
People, processes and technologies have
to be centered on the customer for the
company to win.
”
“
Have difficult 

and detailed 

discussions 

with your CEO.
Ask tough questions.
Do you feel our
leaders have a deep
understanding of
the customer?
Is our company’s go-to-
market strategy rooted
in deep, meaningful
customer insights?
Is our product / service
roadmap driven by

current / future customer
requirements?
Are C-suite discussions
and decisions
consistently anchored in
meeting or exceeding
customer expectations?
Is our company’s
culture driven by a
deep and genuine
desire to deliver a
superior experience?
Do we have the people,
processes and
technologies in place to
create a superior customer
experience?
Be prepared to handle the
objections and answers.
Does your CEO
acknowledge the
challenges your company
faces with respect to
delivering a superior
customer experience?
Does your CEO recognize
gaps that exist in your
people, processes and
technologies — and how
they negatively impact
the customer experience?
Does your CEO realize how
much the company’s
culture has to change if the
customer experience is
going to change for the
better?
Does he or she believe your customer experience can 

become a competitive advantage in the marketplace?
You need to assess your CEO’s
commitment to customer experience
as a strategic business imperative.!
Customer

Centricity
1
You need your CEO to commit to 10 things 

before you sign up and move out.
Experience
Ownership
C-Suite Reporting
Relationship
3
C-Suite Funding

& Involvement
42
Leadership

Accountability
5 Organizational

Change
Clear Performance

Metrics
7
Measurement &

Reporting Systems
86
Realistic Time
to Impact
9 Sustained
Cadence
10
CEO Commitment — Assessment Worksheet
This worksheet will help
you identify additional
commitment that may be
required from your CEO
and C-suite to
successfully
institutionalize and
operationalize Customer
Experience Management
at your company.
Select the number that
corresponds to the “level of
commitment and conviction”
you believe your CEO has on
that particular topic.
1 being “extremely low” and
5 being “extremely high.”
Rank CEO Commitment based on “Ask” and “Action”
The … Ask The … Action
Are they philosophically committed to
establishing the “enterprise mindset”
and “operating model” required to
deliver a superior customer experience?
Are they fully committed to taking
specific “actions” that are required to
“activate” changes and improvements
in the customer experience?
Commitment to

Customer Centricity1
“Understanding who your customers are, collectively and as
individuals, has never been more important. Companies that
prioritize customer experience report higher revenue, lower costs,
increased customer loyalty and more engaged employees.” 



~ Fortune Knowledge Group
Commitment to

Customer Centricity1
Ask Action
Commit to making customer
centricity a cornerstone of the
company’s business strategy.
Commit to securing rich and
actionable insights about your
customer.
Commit to driving customer
knowledge deep into the fabric of
the company’s culture.
Align strategic business initiatives with
customer needs, desires, aspirations.
Invest in sustained customer research.
Deploy customer knowledge sharing
systems.
Reengineer roles, processes and
technologies around customer.
Tie employee performance to CX and
customer knowledge.
Commitment to

CX Ownership2
“To be successful, the chief customer professional in any
organization must simplify how the organization works together to
achieve customer-driven growth, engage the leadership team, and
connect the work to a return on investment. They develop
mechanisms to bring the voice of the customer to every department,
and find tangible ways for every job function to successfully rethink
the work from a customer-focused perspective.”



~ Jeanne Bliss, CCO at Lands End, Allstate, and Microsoft
Commitment to

CX Ownership2
Ask Action
Commit to appointing a sole leader of
CX management who can be fully
responsible for casting vision,
strategy, execution and optimizing the
experience.
Commit to giving this person authority
to manage across organizational and
political boundaries.
Clearly assign and communicate
ownership of this initiative across the
enterprise.
Make sure every leader understands
this individual owns the end-to-end
strategic planning, execution and
management process.
Empower this individual to reach into
every customer-facing area of the
business to influence or enact
change.
Commitment to

C-Suite Reporting 

Relationship
3
“Knowing what’s working, where there’s room for improvement, and
why specific allocations can improve a company’s customer
experience allows for smarter investment decisions from all
stakeholders in the C-suite.”
~ CX Report
Commitment to

C-Suite Reporting Relationship3
Ask Action
Commit to creating a direct
reporting relationship with the
C-suite.
Formalize a direct reporting
relationship with CEO or a C-level
executive.
Ensure this leader has consistent
access to the entire C-suite.
Vet strategic business decisions with
customer requirements and vice
versa.
Commitment to

C-Suite Funding 

and Involvement
4
“With a solid game plan to gather support from every corner of the
C-level from CEO to CMO, customer experience strategists will be
much better positioned for success.”
~ Duff Anderson, Voice of the Customer Expert
Commitment to

C-Suite Funding and Involvement4
Ask Action
Commit to assigning CX
responsibilities to every C-suite team
member.
Commit to ensuring every C-suite
member plays an active role in
shaping the customer experience
strategy.
Commit to driving a “customer-
centric” decision making and
budgeting process across the C-suite.
Hold every C-suite member
accountable for actively managing
customer experience initiatives that
pertain to their area of the business.


Assign performance metrics and
budget dollars to every member of
the C-suite.
Commitment to

Cross-Functional 

Leadership Accountability
5
“It can be tempting to think the appointment of a customer
experience officer means the voice of the customer has found a
home. The customer-centric journey is, in fact, one that everyone in
the company must take, with shared understanding and
commitment, and accountability across leadership and every job
function. Everyone is responsible for the customer.”
~ Fortune Knowledge Group
Commitment to

Cross-Functional Leadership Accountability5
Ask Action
Commit to holding the C-suite
accountable for leading
initiatives across their respective
areas of the organization.
Commit to managing customer
experience expectations and
accountability at every level of
the company.
Define and communicate specific CX
expectations for every level of the
organization (C-suite, Leaders,
Managers, Front-line)
Ensure every leader understands the
strategic nature of customer
experience initiatives that pertain to
their area of the business.
Hold leaders responsible for ensuring
direct reports know how customer
experience is being measured and
how it impacts daily work activities.
Commitment to

Organizational Change 

(People, Process, Technology)
6
“Recognizing that employees are the driving force that can make or
break a great customer experience is the first step. An effective
change management initiative is the second step necessary to
ensure that employees have the knowledge and structure to deliver.”
~ JG Staal, Head of Customer Experience Management at Tahzoo
Commitment to

Organizational Change 

(People, Process, Technology)6
Ask Action
Commit to ensuring everyone in the
organization embraces change that is
essential in delivering a superior
customer experience.
Commit to making it clear that there
are no sacred cows, political
motivations are outlawed and
functional barriers are being torn down.
Form a cross-functional CX
leadership team tasked with driving
change deep into the organization.
Provide the CX leader with complete
autonomy and authority to inject
change into customer-facing areas of
the business.
Reward functional leaders for keeping
their eye on the prize (CX success)
and not on their pride.
Commitment to

Clear Performance Metrics7
“62 percent of companies globally that measure their customer
experience initiatives are more likely to deliver better customer
experience.” ~ Genesis Consulting
“But … they have to be metrics that matter to the C-suite and
impact business performance.” ~ OnMessage
Commitment to

Clear Performance Metrics7
Ask Action
Commit to defining CX metrics
that matter to the C-suite.
Commit to getting every member
of the C-suite to lock arms and
communicate those metrics to
leaders across the organization.
Identify the key performance
indicators the company is going to
focus on.
Communicate to every leader the
data set the company will monitor.
Define incentives and penalties for
meeting or falling short of CX
performance metrics at every level of
the organization.
Commitment to

Measurement and 

Reporting Systems
8
“Smart companies use customer-focused measurements and
analytics to redesign their products, processes, services, and
employee positions and responsibilities. Smart leaders make sure
employees are given access to the tools, skills, and information they
need to grow and be accountable in a customer-centric
environment.”
~ Fortune Knowledge Group
Commitment to

Measurement and Reporting Systems8
Ask Action
Commit to putting data collection,
measurement systems and reporting
processes in place to capture and
share key performance metrics.
Deploy systems that provide
employees, managers and leaders
with actionable insights they need to
improve the customer experience in
daily work activities.
Provide leaders with consistent
performance metrics and reports for
each area of the business.
Review performance reports with
leaders on a regular basis.
Commitment to

Realistic Timeline 

for Business Impact
9
“A 2% increase in retention or a 20% increase in average sale or
order size doesn’t happen in a few months; it takes time, and that’s
why it’s so crucial to forecast eventual increases, set longer-term
strategies, and execute hard while taking heart in quick wins.”
~ Lori Carr, Former Chief Customer Officer, Bombardier Flexjet
Commitment to

Realistic Timeline for Business Impact9
Ask Action
Commit to a timeline of when
customer experience
management will materialize into
measurable business results.
Commit to sharing “business
impact” expectations with all
critical stakeholders (C-suite,
Board of Directors, Investors,
Employees, Partners, etc.).
Align ‘time to impact’ expectations
with specific performance metrics
(functional, divisional, enterprise).
Consistently communicate progress
and performance metrics as
improvements take shape.
Hold leaders accountable for
implementation and measurement
timetables.
Commitment to

Sustained Company-Wide 

CX Cadence
10
“We’ve found that organizations able to skillfully manage the entire
experience reap enormous rewards: enhanced customer
satisfaction, reduced churn, increased revenue, and greater
employee satisfaction. They also discover more effective ways to
collaborate across functions and levels, a process that delivers gains
throughout the company.”
~ McKinsey & Company
Commitment to

Sustained Company-Wide CX Cadence10
Ask Action
Commit to infusing mindset, behavior
and cultural changes required to
deliver a superior customer experience.
Commit to a sustained cadence of
communication in support of customer
experience management.
Commit to ensuring the strategic
importance and business value of
customer experience remains
omnipresent.
Design and implement sustained
internal communication programs
that ensure customer centricity is
woven into the fabric of the company.
Manage a consistent cadence by
which leaders communicate, manage
and drive change throughout the
customer experience.
Maintain visibility to the metrics that
matter. Showcasing the impact the
initiative is having on the business.
Is this too much to ask?
It’s better than the alternative.
Failed CX programs, tarnished reputations, damaged careers, material 

financial losses, and so many more devastating consequences.
Questions?
Next Session
July 21
Stonebriar Country Club

Frisco, Texas
Topic:

Driving Organizational
Change in Support of the
Customer Experience.
Thank you for coming.
Please complete your “Feedback Form” before you leave.
“10 Commitments Every CEO
Must Make to Realize Customer
Experience Success.”
“Deliver a Story That
Strengthens the Customer
Experience.”
As you leave, please pick up these valuable resources and educational materials:
“CEO Commitment
Assessment Worksheet.”
About the sponsor.
OnMessage specializes in helping executives align and
activate their entire organization around a corporate strategy
and story that dramatically improves the customer experience.
Leveraging our disciplined methodology — executive teams
are able to crystallize their go-to-market strategy, formulate a
strategically aligned corporate messaging platform and ensure
every stakeholder understands how to activate the strategy
and story throughout the customer journey.
www.itsonmessage.com

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Establishing Executive Alignment and Priorities 
Around Your Company’s Customer Experience.

  • 2. The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience. This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior 
 end-to-end customer experience. / About the Series
  • 3. James F. O’Gara, CEO and Founder, OnMessage / About me 1,000s 
 of Hours Working
 with CMOs / CEOs
 HUNDREDS 
 of Emerging Companies DOZENS 
 of Fortune 500 Companies 25+ Yrs 
 Experience Leading 
 Brands
 Expertise and Experience
 / Customer research
 and analysis / Corporate messaging
 strategy and execution / Customer-centric
 culture development / Go-to-market
 strategic planning
  • 4. About the sponsor. OnMessage specializes in helping executives align and activate their entire organization around a corporate strategy and story that dramatically improves the customer experience. Leveraging our disciplined methodology — executive teams are able to crystallize their go-to-market strategy, formulate a strategically aligned corporate messaging platform and ensure every stakeholder understands how to activate the strategy and story throughout the customer journey. www.itsonmessage.com
  • 5. / Upcoming sessions: June - August
  • 6. / Upcoming sessions: September - October
  • 7. / Upcoming sessions: November - December Download the complete curriculum guide and register for the entire series: www.cmoeducationseries.com
  • 9. Delivering a Corporate Story that Strengthens Your Customer Experience. Learning Objective: How messaging materially impacts customer acquisition, retention, advocacy and the customer experience. MAY SESSION RECAP
  • 10. Touchpoints, interactions and messages define your customer’s overall “experience” with your company. They also represent the new competitive environment that businesses face today. / Deliver a consistent story … or else.
  • 11. In the “customer experience” driven world — words and actions matter. They establish perception. They define how customers perceive their experience with your company. Ultimately, your strategy drives the actions and your message drives the storyline customers experience throughout their journey. / Deliver a consistent story … or else.
  • 12. Constructed with consistent building blocks Anchored in a higher-purpose Best practices for creating a story that is… Aligned with your go-to-market strategy Packaged and comprehensive Embraced and activated by employees Connected throughout the customer experience
  • 13. How is my messaging developed and delivered? Connecting the dots. How does that align with my customer’s journey? You need to understand and paint a picture of how your story is currently developed and delivered. Where it’s told, by whom and what messaging is being utilized. You need to understand the touchpoints and moments in the customer journey that matter. This means you need to develop an accurate customer journey map.
  • 14. Materials from May Session. Delivering a Corporate Story That Strengthens Your Customer Experience — How messaging materially impacts customer acquisition, retention, advocacy and the customer experience. If you missed this session, be sure to pick up a copy of…
  • 15. Today’s Executive Education Series 
 Topic: Establishing Executive Alignment and Priorities 
 Around Your Company’s Customer Experience.
  • 16. For customer experience (CX) to translate into improved financial performance and become a competitive advantage it must be embraced enterprise-wide. It must be implemented in a cross-functional manner — and, it has to be a priority for the CEO and the entire C-suite.
  • 17. It requires … Unwavering CEO 
 Commitment.
  • 18. Without CEO commitment … CX … fails to gain traction in customer-facing areas of the business. CX … never receives executive support and endorsement. CX … never delivers material business results.
  • 19. Without CEO commitment … CX … becomes another business fad. CX … becomes something a few team members talk about for a while before it quickly fades to black.
  • 20. Without CEO commitment … It’s never … — Identified as a cornerstone of the business strategy 
 — Institutionalized and operationalized — Infused into the company’s culture
  • 21. For CX to be a difference maker … A CEO … must commit to creating an experience that will differentiate the company and grow the business. A CEO … must truly believe that 
 ‘customer experience’ matters.
  • 22. Question On a scale of 1-5 (1 being extremely low … 5 being extremely high) how would you rank your CEO’s commitment to Customer Experience Management across your business?
  • 23. of companies reported much higher profitability than their competitors when the CEO was in charge of customer experience. 58% 59% 63% SOURCE: The Economist Intelligence Unit experienced better revenue growth as a result of prioritizing strategic customer experience investments. of executives who make customer experience a priority actually deliver a better customer experience than 
 their competition.
  • 24. Guess what? There is a real and material link between 
 a CEO’s commitment to customer 
 experience and business profitability.
  • 25. How do you lock in your 
 CEO’s commitment??
  • 26. Help him or her determine if they truly 
 believe CX is a strategic priority … or not.
  • 27. Talk about how … Customer experience is changing the competitive environment. Customer acquisition, retention, loyalty and advocacy will determine future success. People, processes and technologies have to be centered on the customer for the company to win. ” “
Have difficult 
 and detailed 
 discussions 
 with your CEO.
  • 28. Ask tough questions. Do you feel our leaders have a deep understanding of the customer? Is our company’s go-to- market strategy rooted in deep, meaningful customer insights? Is our product / service roadmap driven by
 current / future customer requirements? Are C-suite discussions and decisions consistently anchored in meeting or exceeding customer expectations? Is our company’s culture driven by a deep and genuine desire to deliver a superior experience? Do we have the people, processes and technologies in place to create a superior customer experience?
  • 29. Be prepared to handle the objections and answers. Does your CEO acknowledge the challenges your company faces with respect to delivering a superior customer experience? Does your CEO recognize gaps that exist in your people, processes and technologies — and how they negatively impact the customer experience? Does your CEO realize how much the company’s culture has to change if the customer experience is going to change for the better? Does he or she believe your customer experience can 
 become a competitive advantage in the marketplace?
  • 30. You need to assess your CEO’s commitment to customer experience as a strategic business imperative.!
  • 31. Customer
 Centricity 1 You need your CEO to commit to 10 things 
 before you sign up and move out. Experience Ownership C-Suite Reporting Relationship 3 C-Suite Funding
 & Involvement 42 Leadership
 Accountability 5 Organizational
 Change Clear Performance
 Metrics 7 Measurement &
 Reporting Systems 86 Realistic Time to Impact 9 Sustained Cadence 10
  • 32. CEO Commitment — Assessment Worksheet This worksheet will help you identify additional commitment that may be required from your CEO and C-suite to successfully institutionalize and operationalize Customer Experience Management at your company. Select the number that corresponds to the “level of commitment and conviction” you believe your CEO has on that particular topic. 1 being “extremely low” and 5 being “extremely high.”
  • 33. Rank CEO Commitment based on “Ask” and “Action” The … Ask The … Action Are they philosophically committed to establishing the “enterprise mindset” and “operating model” required to deliver a superior customer experience? Are they fully committed to taking specific “actions” that are required to “activate” changes and improvements in the customer experience?
  • 34. Commitment to
 Customer Centricity1 “Understanding who your customers are, collectively and as individuals, has never been more important. Companies that prioritize customer experience report higher revenue, lower costs, increased customer loyalty and more engaged employees.” 
 
 ~ Fortune Knowledge Group
  • 35. Commitment to
 Customer Centricity1 Ask Action Commit to making customer centricity a cornerstone of the company’s business strategy. Commit to securing rich and actionable insights about your customer. Commit to driving customer knowledge deep into the fabric of the company’s culture. Align strategic business initiatives with customer needs, desires, aspirations. Invest in sustained customer research. Deploy customer knowledge sharing systems. Reengineer roles, processes and technologies around customer. Tie employee performance to CX and customer knowledge.
  • 36. Commitment to
 CX Ownership2 “To be successful, the chief customer professional in any organization must simplify how the organization works together to achieve customer-driven growth, engage the leadership team, and connect the work to a return on investment. They develop mechanisms to bring the voice of the customer to every department, and find tangible ways for every job function to successfully rethink the work from a customer-focused perspective.”
 
 ~ Jeanne Bliss, CCO at Lands End, Allstate, and Microsoft
  • 37. Commitment to
 CX Ownership2 Ask Action Commit to appointing a sole leader of CX management who can be fully responsible for casting vision, strategy, execution and optimizing the experience. Commit to giving this person authority to manage across organizational and political boundaries. Clearly assign and communicate ownership of this initiative across the enterprise. Make sure every leader understands this individual owns the end-to-end strategic planning, execution and management process. Empower this individual to reach into every customer-facing area of the business to influence or enact change.
  • 38. Commitment to
 C-Suite Reporting 
 Relationship 3 “Knowing what’s working, where there’s room for improvement, and why specific allocations can improve a company’s customer experience allows for smarter investment decisions from all stakeholders in the C-suite.” ~ CX Report
  • 39. Commitment to
 C-Suite Reporting Relationship3 Ask Action Commit to creating a direct reporting relationship with the C-suite. Formalize a direct reporting relationship with CEO or a C-level executive. Ensure this leader has consistent access to the entire C-suite. Vet strategic business decisions with customer requirements and vice versa.
  • 40. Commitment to
 C-Suite Funding 
 and Involvement 4 “With a solid game plan to gather support from every corner of the C-level from CEO to CMO, customer experience strategists will be much better positioned for success.” ~ Duff Anderson, Voice of the Customer Expert
  • 41. Commitment to
 C-Suite Funding and Involvement4 Ask Action Commit to assigning CX responsibilities to every C-suite team member. Commit to ensuring every C-suite member plays an active role in shaping the customer experience strategy. Commit to driving a “customer- centric” decision making and budgeting process across the C-suite. Hold every C-suite member accountable for actively managing customer experience initiatives that pertain to their area of the business. 
 Assign performance metrics and budget dollars to every member of the C-suite.
  • 42. Commitment to
 Cross-Functional 
 Leadership Accountability 5 “It can be tempting to think the appointment of a customer experience officer means the voice of the customer has found a home. The customer-centric journey is, in fact, one that everyone in the company must take, with shared understanding and commitment, and accountability across leadership and every job function. Everyone is responsible for the customer.” ~ Fortune Knowledge Group
  • 43. Commitment to
 Cross-Functional Leadership Accountability5 Ask Action Commit to holding the C-suite accountable for leading initiatives across their respective areas of the organization. Commit to managing customer experience expectations and accountability at every level of the company. Define and communicate specific CX expectations for every level of the organization (C-suite, Leaders, Managers, Front-line) Ensure every leader understands the strategic nature of customer experience initiatives that pertain to their area of the business. Hold leaders responsible for ensuring direct reports know how customer experience is being measured and how it impacts daily work activities.
  • 44. Commitment to
 Organizational Change 
 (People, Process, Technology) 6 “Recognizing that employees are the driving force that can make or break a great customer experience is the first step. An effective change management initiative is the second step necessary to ensure that employees have the knowledge and structure to deliver.” ~ JG Staal, Head of Customer Experience Management at Tahzoo
  • 45. Commitment to
 Organizational Change 
 (People, Process, Technology)6 Ask Action Commit to ensuring everyone in the organization embraces change that is essential in delivering a superior customer experience. Commit to making it clear that there are no sacred cows, political motivations are outlawed and functional barriers are being torn down. Form a cross-functional CX leadership team tasked with driving change deep into the organization. Provide the CX leader with complete autonomy and authority to inject change into customer-facing areas of the business. Reward functional leaders for keeping their eye on the prize (CX success) and not on their pride.
  • 46. Commitment to
 Clear Performance Metrics7 “62 percent of companies globally that measure their customer experience initiatives are more likely to deliver better customer experience.” ~ Genesis Consulting “But … they have to be metrics that matter to the C-suite and impact business performance.” ~ OnMessage
  • 47. Commitment to
 Clear Performance Metrics7 Ask Action Commit to defining CX metrics that matter to the C-suite. Commit to getting every member of the C-suite to lock arms and communicate those metrics to leaders across the organization. Identify the key performance indicators the company is going to focus on. Communicate to every leader the data set the company will monitor. Define incentives and penalties for meeting or falling short of CX performance metrics at every level of the organization.
  • 48. Commitment to
 Measurement and 
 Reporting Systems 8 “Smart companies use customer-focused measurements and analytics to redesign their products, processes, services, and employee positions and responsibilities. Smart leaders make sure employees are given access to the tools, skills, and information they need to grow and be accountable in a customer-centric environment.” ~ Fortune Knowledge Group
  • 49. Commitment to
 Measurement and Reporting Systems8 Ask Action Commit to putting data collection, measurement systems and reporting processes in place to capture and share key performance metrics. Deploy systems that provide employees, managers and leaders with actionable insights they need to improve the customer experience in daily work activities. Provide leaders with consistent performance metrics and reports for each area of the business. Review performance reports with leaders on a regular basis.
  • 50. Commitment to
 Realistic Timeline 
 for Business Impact 9 “A 2% increase in retention or a 20% increase in average sale or order size doesn’t happen in a few months; it takes time, and that’s why it’s so crucial to forecast eventual increases, set longer-term strategies, and execute hard while taking heart in quick wins.” ~ Lori Carr, Former Chief Customer Officer, Bombardier Flexjet
  • 51. Commitment to
 Realistic Timeline for Business Impact9 Ask Action Commit to a timeline of when customer experience management will materialize into measurable business results. Commit to sharing “business impact” expectations with all critical stakeholders (C-suite, Board of Directors, Investors, Employees, Partners, etc.). Align ‘time to impact’ expectations with specific performance metrics (functional, divisional, enterprise). Consistently communicate progress and performance metrics as improvements take shape. Hold leaders accountable for implementation and measurement timetables.
  • 52. Commitment to
 Sustained Company-Wide 
 CX Cadence 10 “We’ve found that organizations able to skillfully manage the entire experience reap enormous rewards: enhanced customer satisfaction, reduced churn, increased revenue, and greater employee satisfaction. They also discover more effective ways to collaborate across functions and levels, a process that delivers gains throughout the company.” ~ McKinsey & Company
  • 53. Commitment to
 Sustained Company-Wide CX Cadence10 Ask Action Commit to infusing mindset, behavior and cultural changes required to deliver a superior customer experience. Commit to a sustained cadence of communication in support of customer experience management. Commit to ensuring the strategic importance and business value of customer experience remains omnipresent. Design and implement sustained internal communication programs that ensure customer centricity is woven into the fabric of the company. Manage a consistent cadence by which leaders communicate, manage and drive change throughout the customer experience. Maintain visibility to the metrics that matter. Showcasing the impact the initiative is having on the business.
  • 54. Is this too much to ask?
  • 55. It’s better than the alternative. Failed CX programs, tarnished reputations, damaged careers, material 
 financial losses, and so many more devastating consequences.
  • 57. Next Session July 21 Stonebriar Country Club
 Frisco, Texas Topic:
 Driving Organizational Change in Support of the Customer Experience.
  • 58. Thank you for coming. Please complete your “Feedback Form” before you leave. “10 Commitments Every CEO Must Make to Realize Customer Experience Success.” “Deliver a Story That Strengthens the Customer Experience.” As you leave, please pick up these valuable resources and educational materials: “CEO Commitment Assessment Worksheet.”
  • 59. About the sponsor. OnMessage specializes in helping executives align and activate their entire organization around a corporate strategy and story that dramatically improves the customer experience. Leveraging our disciplined methodology — executive teams are able to crystallize their go-to-market strategy, formulate a strategically aligned corporate messaging platform and ensure every stakeholder understands how to activate the strategy and story throughout the customer journey. www.itsonmessage.com