Shaun Smith kertoo videotervehdyksessään näkemyksiään CX-ajattelun tuomisesta osaksi organisaatiokulttuuria. Mitkä ovat onnistumisen avaimet? Mihin pitää varautua? Miksi CX-hankkeet epäonnistuvat ja miten tämän voi välttää? Katso videot: https://www.youtube.com/playlist?list=PLel_Kz6o4e9TpvPi6RFY7D_H313wJU_8O Osallistu CX Masterclassiin 24.1. ja/tai VIP-brunssille Shaun Smithin seurassa 25.1.2017! Lisätiedot: www.cxmasterclass.fi

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CX MAsTERCLAss
BY SHAUn SMITH
Jan 24th, 2017
9.00 am to 5.00 pm
Hotel Clarion
Jätkäsaari, Helsinki
DATE AND TIME VENUE
“Great customer experiences
don’t happen byaccident.
Theyare created on purpose.”
Jan 25th, 2017
10.00 am to 12.00 pm
Hotel Klaus K
Helsinki
DATE AND TIME VENUE
CX MAsTERCLAss
VIP bRUNCH

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training, process changes and sometimes
changes in the organisation. Smith calls for
allowing people to act in the way you want them
and make it easy for them to do so.
Lack of CX strategy leads to CX failure
According to Forrester research, the number
one reason for CX failure is the lack of a CX
strategy. Recently, in the “State of Customer
Experience Management in Finland” study by
CXPA Finland and Shirute, 41% of the respon-
dents also stated the lack of a clear CX
strategy as the biggest reason for failure.
“That’s our experience around the world, too.
We’ve seen lots of great initiatives, but unless
there is something that binds them together
that creates a sense of strategy, it’s very diffi-
cult to sustain them.”
Smith advises organisations to create an align-
ment framework that pulls everything together.
It should address the purpose of the organisa-
tion, its strategy (i.e. what are the significant
things it is going to do to achieve that purpose),
what it promises to its customers, the experi-
ence it wants to create, and what implications
all of this has to people, processes and prod-
ucts. “That simple framework creates a very
powerful visual way of seeing the linkages
between various CX initiatives in organisations.
Without it, they are likely to be developed in
isolation, and therefore not fit the strategy.
Alignment is key, that is what gives your
strategic focus.”
“Another key success factor is leadership. I’ve
never seen an organisation succeed with CX
unless the leadership is committed, passionate
and engaged in the process. A warning sign is if
a CEO tells me that the company has appointed
a person as their CX Director, and to ask him
later on if we need anything. Senior executives
need to make change a priority and actively
engage in it, because fundamentally in the end,
people look upwards to what the CEO and the
Board of Executives are paying attention to. If
they are not paying attention to the customer
and the CX, the conclusion people will come to
is that this is not that important, and they won’t
pay attention to it either”, Smith warns.
The co-founder of Smith+co, Shaun Smith, a
world-famous Customer Experience Manage-
ment expert, explains that a purpose acts like
a beacon in two ways: firstly, it attracts clients
who want to do business with an organisation,
because they know what that company stands
for. Secondly, it attracts employees who want
to work for organisations they identify with. It
also warns off employees, who may not be a
right fit for the company. Purpose is increasing-
ly important, because it is the way you create
profit.
When asked where one should start to build
better CX, Smith points – perhaps un-
surprisingly – to customers. But not just any
customers: “It’s important that you start with
your most valuable customers, because they
generally represent the significant part of your
revenues and profit – generally 80% of your
profits come from 20% of your customers.”
That is also the fundamental difference
between CX research and market research.
Whereas the first one wants to understand the
mass market, the latter one tries to find out
what drives the behaviour of your most
valuable customers, so that you know where to
start to differentiate from your competition.
So how do you drive cultural change in an
organisation? Smith brings up three different,
integral parts in creating CX transformation:
the Head, the Heart and the Hands. He says
that you must explain to people why something
matters. It may be because of customer feed-
back, competitor threats, or a huge opportunity
in sight. In order to convince people, start with
why and create meaning with your purpose
(Head).
People also need to be told why they should
care about the change (Heart). So strive to
ensure that both employees and customers un-
derstand, for example through motivation and
rewards systems etc.
It’s also vital that employees have the skills
and tools (Hands) to be able to behave in the
intended way. This must be facilitated through
“Why is purpose so important? Because consumers have so much choice
now. They can buy pretty much what they want, whenever and wherever
they want through the internet. With all of that choice comes confusion
and uncertainty. A strong sense of purpose allows a company to be very
focused and intentional in the value it creates for its customers.
That is essentially what purpose does.”
How do you become
a CX master?

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Don’t serve vanilla training
CX has been around for a long time. Many
organisations all over the world are embarking
on CX initiatives, and many of them are very
mature in their efforts. Smith warns advanced
companies looking for extra gains and
neglected areas, about an issue he sees a lot:
organisations do design work etc. well, but
they fail by doing a generic training.
“If you give ‘vanilla’ training, you will get
general vanilla service and CX. You should look
to what extent your training itself is branded –
is it styled in the way you want your CX? If you
want your CX to be innovative, exciting and
energising, is your training all of that, too? If
not, you are not likely to generate the CX you
want.”
“Think about the training you give to people
as being almost a mirror of the experience you
want to create to your customers. The closer
you get those two things in the feel of them,
the more powerful it will actually be. Unless
you do that, you’ll end up with vanilla service.”
Get everyone on board and
start with people
In order to create great CX, you need align-
ment and a strategic framework. It must also
be the effort of everybody in the organisation.
For Smith, it is particularly important to align
the internal functions. “They should have a line
of sight to the end customer, and understand
how they impact the end customer. If your
legal department has the view that their role
is to protect the organisation, they will do so
painstakingly through every contract. It’s really
important for functions to understand how they
impact the experience, and to respond
accordingly.”
“I am often asked how long it takes to create
CX and to implement it in an organisation.
There is a rule of thumb that to really become
habitual, for an organisation to behave in that
way because it feels right, it can take 2-3 years.
However, you can see results quite quickly. For
example at British airways, we saw significant
change in the perception of customers in just
about eight months.”
Smith points out that changing processes and
technology takes time. Therefore, he recom-
mends starting with people. “Customers can
perceive changes in the attitudes or behaviours
of people much faster than changes to pro-
cesses or systems. You can create a short-term
effect in the organisation that becomes self-
enforcing. If you get people to behave in a dif-
ferent way, and they see results, they become
self-motivated and behave in that way more.
So you get a virtual cycle with positive cus-
tomer feedback, positive behaviour and high
morale. If you can get that cycle working for
you, that can be a very powerful way of buying
time, whilst you fix some of the more difficult
things like technology and processes. So start
with your people!”
sIRTE PIHLAJA
SHIrUTE
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ADDITIONAL INFORMATION
shaun smith has co-authored five critically-acclaimed CeM business books. He has worked on CX initiatives
for leading brands around the world to design, develop and deliver dramatic customer experiences, and been
a key catalyst in expanding management attention from the tactical issues of customer service to the much
wider and strategic issue of CX. smith has developed some of the latest thinking and practice around this
subject.
Shaun Smith will be visiting Finland for CX Masterclass and a VIP Brunch on January 24th and 25th.
Join us for more advice on how to delight your customers, and take your CX to the next level.
CX Masterclass
www.cxmasterclass.fi