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Jeanne Bliss’s Five CX Competencies Transform Your Experience

Posted in Business Strategy, Customer Experience, Innovation, and Leadership

customer-experienceJeanne Bliss shares with us in her post Five CX Competencies Transform Your Experience:


Your focus is to get leaders to make a defining performance metric – the growth or loss of your customer base. The purpose is to shift to a simple understanding – knowing what customers actually did to impact business growth (or loss) versus survey results that report what they might do. Know the growth or loss of your customers and care about the “why?”


Give leaders a stage-by-stage customer journey framework for guiding the work of the organization. This means understanding of the entire customer journey versus the silo-based internal processes that are frequently called “journeys” (such as the sales process, marketing acquisition process, etc.). Drive accountability to the stages as customers experience them, not down your silos and identify priorities to drive united focus.


Unite your organization to build a ‘one company’ listening system guided by the customer journey framework that tells the story of your customers’ experience. Engage leaders and the organization to want to be a part of ‘one company’ storytelling to unite decision-making and drive cross-company focus and action. Know and care about real time emerging issues; map issues to the customer journey; and unite how you identify and act on issues/opportunities.


Buildout your “Revenue Erosion Early Warning System.” Leaders need to care about how employees are performing in the processes that impact the priority moments in your customers’ journey. These are critical points that impact a customer decision to stay, leave, buy more or recommend you to others. Proactively manage key cross-company process/KPI metrics– to hold yourselves accountable to deliver experience reliability and drive on-going action on emerging issues before customers tell you.


Leadership proves their commitment to customer-driven growth with actions and choices. To emulate culture, people need examples. They need proof:

  • Unite your actions by clarity of purpose.
  • Utilize the customer room to drive accountability.
  • Give people permission and enable them to deliver customer experience reliability.

Only after you established a reliable experience and gained the confidence of your customers, can you move to deepen a personal relationship that creates long-term retention, advocacy and growth.

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