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Welcome to our CX news roundup, where we curate the latest in customer experience for CX professionals to stay current with trends, stories, and technology published by innovators in the field.


NPS surveys: Five strategic reasons to target by user group

By Lisa Abbott on Wootric

Asking all customers for NPS feedback at the same time in their journey is still the right way to go for many businesses. Seriously, you don’t need to over-engineer NPS. Early on, keep it simple. Start by surveying everyone on a cadence that makes sense for your business. Focus on taking action on the feedback you receive.

As your CX program matures, treating groups of users differently can help you get more strategic value from your Net Promoter Score program. 

Five reasons to consider a targeted NPS survey strategy: 

  1. Hyper-targeted surveys for better data and better UX
  2. Obtain adequate feedback from important, but smaller, user segments
  3. Direct user segments to take different actions after they respond to a survey
  4. Support a phased roll-out of an NPS program
  5. Restrict where users see, or don’t see, an NPS survey

[On-demand webinar] The US customer experience index 2020: Why CX differentiation leads to long-term success

Hosted by Forrester

As brands grapple with consumer behavior changes caused by COVID-19, understanding how well they’ve used customer experience (CX) to build loyalty becomes more critical.

Join Forrester for a complimentary version of Forrester’s US Customer Experience Index (CX Index™) 2020 client webinar to dive into the latest results from this year’s CX Index. Discover the impact of the pandemic on results, explore trends in CX quality at the brand and industry level, and understand the impact of CX-based differentiation.

Key Takeaways:

  • Learn about the latest trends in CX quality across 14 industries.
  • See which brands are CX leaders.
  • Understand how CX differentiation can help drive long-term success.

6 personalization tips for a better customer experience

By Scott Clark on CMSWire

Everybody likes to be recognized as a person, an individual with unique traits, desires, needs, and experiences. We all appreciate it when someone remembers our name, our accomplishments and our choices. Consumers feel the same way, and appreciate it when a business recognizes them and caters to them personally. In a report from Accenture in which they surveyed 8000 consumers around the world, 91% of those polled said that they are more likely to do business with brands that remember, recognize, and provide them with relevant recommendations and offers. In this article, we’ll share 5 things you can do to personalize the customer experience.

  • It's all about the customer journey
  • Segmentation was then, micro-segmentation is now
  • Relevance is everything
  • There can be no personalization without quality data
  • Leverage artificial intelligence
  • Omnichannel personalization

[Webinar] How To build a kick-ass customer advocacy program and why it's a top success strategy

Hosted by Wootric

According to IDC research, over 65% of B2B companies have a customer advocacy program (that's a pretty good sign that this strategy works).

If you want a kick-ass customer advocacy program for your business join us for this webinar.

Misti Cain, founder of Whyzze, will give you a step-by-step action plan on how to develop an effective customer advocacy program. One that helps you drive sales, increase retention and improve your products just by leveraging the power of your most engaged and enthusiastic customers.

Why AI Is the future of delivering customer experiences with a human touch

By Martin Taylor on Forbes

According to recent research from IDC, AI is already proving a powerful tool for enabling businesses to transform CX delivery. Early adopters report around a 25% improvement in CX, improved margins and enhanced competitiveness. Those who were most successful highlighted the importance of striking a balance between deploying advanced AI tools and leveraging the skills of human agents — using automation technologies to boost how they perform. That includes elevating the tasks their human experts tackle.

Infusing AI into digital customer platforms can help speed up decision-making and make it easier to provide customers with the most relevant products and services for their needs, enabling proactive and frictionless customer journeys that make consumers feel they are known and recognized. Meanwhile, acting as personal assistants to human agents, AI technologies can quickly hunt down the knowledge and data that agents need to respond to customers more effectively.

With Gartner, Inc. predicting that customers will soon manage most of their relationships with companies without human intervention, many organizations are already leveraging AI technologies to cut response times and deliver the high-quality personalized customer experiences today's consumers demand.

How to nail your first 90 days as a CX Director

By Katie Kelly on CXL

Your new boss read that customer experience (CX) improvements can deliver billions in additional revenue. So HR hot-footed it onto LinkedIn and recruited you to make this a reality.

As if expectations like that weren’t enough, you might have heard that one in four CX employees are predicted to lose their jobs this year–if you can’t prove value, you don’t get a paycheck.

Have you bitten off more than you can chew?

Don’t panic just yet. Follow this 90-day plan to get the right things in place and start delivering results.

CX Roundup Graphic tall-1


Are feature teams or component teams right for your product?

By Roman Pichler

Whenever you require more than a single development team to progress your product, you have choice: You can organise the teams around features or components. This article explains why this decision matters for product people, and it shares my advice on when feature teams are right for your product and when component teams are better suited.

A feature team is a development team that implements end-user functionality end-to-end. Contrast this with a component team. Such a team owns an architecture building block, for example, a layer, a subsystem, or a collection of components or services, as the figure below illustrates.


[Figure: A simple software architecture that consists of three layers: user interface, business logic, and data.]

The product-led growth single point of truth framework: managing scalable growth

By Victor Eduoh on Open View

A study by PwC revealed that speed and convenience mattered to over 70% of customers. Also, research by Adobe/eConsultancy showed companies that prioritized and managed customer experience effectively were 3X more likely than their competitors to exceed outlined business goals in 2019.

As you can imagine from these stats, the empathy gap (or customer experience) problem is a deal-breaker. If not tackled, it can make or break your business, as prospects would churn before they reach user-retaining product value points.


Customer experience versus efficiency – why support leaders shouldn’t have to choose

By Kaitlin Pettersen on Intercom

As a business grows, most support leaders will be challenged to answer this seemingly trick question: can you provide a best-in-class customer experience…but at a lower cost?

Not long ago, answering this question meant veering in one of two directions. If you said “no,” you had to find a way to justify having really happy customers at an equally high cost. Case in point: online retailer Zappos whose commitment to delighting customers has meant making their support team available for quite literally anything.

On the other hand, if you said “yes,” you had to be willing to sacrifice best-in-class support for maybe-not-the-worst-ever support. You ended up looking a lot more like some telecoms providers whose support has been remarkable for all the wrong reasons.

But this approach to managing support shortchanges either your company and, more likely than not, your team – or your customers. The reality is, there are very few businesses who can afford to operate at either extreme.

Intercom has worked hard to find a way to do both – to provide a great customer experience and operate with the efficiency that their company and team needs. More than that, by balancing both, they've been able to achieve what often feels elusive: positive revenue impact.


What’s the appropriate CSM to Manager ratio?

By Brooke Goodbary

Customer Success is being adopted by enterprise companies that have larger workforces that require more structure. Due to these two factors, the size of the average Customer Success team has grown- with nearly 55% of Customer Success teams consisting of more than 10 members.

Tomasz Tunguz recently released interesting data comparing the stages and prevalence of leaderships titles across startup GTM functions. Across Customer Success, Sales, and Marketing, Sales usually gets the first VP opening at between $1M-5M in ARR. Reaching $5M-20M in ARR, things even out with each team having a dedicated VP. However, the Chief Customer Officer title, remains the rarest of the C-level titles- appearing in less than 10% of companies at $20M in ARR or higher.


[Figure: the Chief Customer Officer title, remains the rarest of the C-level titles- appearing in less than 10% of
companies at $20M in ARR or higher.]

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