Tales of Company X is a business “cartoon” series from CX Pilots. In this series, we satirically chronicle a company’s journeys in figuring out how important customer experience is to them and how they manage (or don’t manage) the work of Customer Experience Management inside their organization.
1. A week later, the CMO of Company X returned
from a Customer Experience conference and is
motivated to get his organization’s CX Program in
better shape. He knows revenue ought to follow
an overall increase in customer satisfaction.
He has set up a meeting with three of his direct
reports to determine what his nest smartest steps
should be.
3.
After the meeting with the CMO, the EVP of
Customer Experience at Company X has
determined that the company needs to do a CX
Maturity Assessment. They need to see where
they stand today to establish where they to go
next. Bottom line: increase universe of
customers AND their satisfaction.
4.
Last month, Company X’s CEO got handed an
ultimatum from the Board of Directors. Increase
revenue within the next two quarters or else.
1.
The following morning, the CEO pulled together
his executive team to gather ideas and establish
an execution plan to increase revenues.
2.
The EVP of Customer Experience finds a CX
Maturity Assessment online. He fills it out and
determines their organization is doing better than
they had initially suspected.
Independent of al this, the Call Center
Operations Director has called a meeting of her
teams to evaluate how well Company X is
handling customer complaints. It’s not good!
Hearing about the meetings leadership is having
about Customer Experience, Company X’s Social
Media Manager finds a Social Business
Maturity Assessment online only to determine,
they’re doing everything as they should.
5.
6.
In IT’s weekly staff meeting, the VP of IT sparks
a conversation about how these rumblings from
leadership about increasing Customer
Satisfaction may translate to an potential increase
in IT funding to procure more modern CRM tools.
He asks two of his Business Analysts to begin a
project to research “Modern Marketing Stacks”
and “Enterprise Marketing Management
Technology” to prepare for quarterly meeting with
Finance.
7.
Reacting to last week’s memo from the CMO
about stemming customer churn, Company X’s
VP of Digital goes online to find a Digital
Customer Experience Maturity Assessment and
determines that the problem is that the company
doesn’t have advanced analytics software and
isn’t investing in business intelligence capabilities.
She fires off a request to her boss in IT to
requisition those new skill sets and another
request to HR to help write the job descriptions.
8.
The EVP of Finance at Company X receives an
email from HR and a phone call from a manager
in IT both regarding the request to fund three net
new positions in Digital. One for a Social
Scientist, another for a Data Scientist and the
third for a Director of Business Intelligence.
9.
She fires off an email to the CFO at Company X
to notify her that this will cost the company north
of $500,000 and will take all of 6 months.
The CFO of Company X stops the CEO before
an afternoon meeting and states that he is going
to green light three new positions in Digital to up
the company’s Web capability. He mentions that
in the next year, they should have a sturdier
Digital footprint.
10.
The CEO exclaims that he doesn’t have time to
wait a year to whip that “blood-sucking” group into
shape. He needs results immediately and red
lights the new hires and asks to call together an
all hands meeting on Customer Experience.
The CFO walks over to the VP of HR and tells
her that the three positions have been killed by
the CEO and he is “livid.” He wants faster results
from the existing team. He mentions to her that
he called them “vampires.” She responds that
she just received an email to help spearhead an
all hands meeting for everyone involved in
customer experience.
11.
The Director of Customer Service Operations
and three of his direct reports spend a long lunch
complaining about how they’re never involved in
company conversations about customer
satisfaction. They all talk about how the company
sucks and leadership is completely out of touch.
12.
Meanwhile an HR manager is writing up a
performance improvement plan for that same
Director of Customer Service Operations in
advance of his imminent firing.
A member of Company X’s Board of Directors
calls the CEO to follow up with a private
conversation about the board’s decision to begin
plans in case of a shake up if things don’t turn
around as per the ultimatum.
13.
The CEO writes the agenda for his all hands
meeting. The title of the agenda, “How Company
X Will Center Itself Around Its Customer.”
Later that day, his intern is asked to proofread
and make copies for the all hands meeting.
The Tales of Company X and the Nine-Headed Hydra of Customer Experience
Series One, Episode One: “The Shit Hits the Fan”
by @stevenkeith
Tales of Company X is a business “cartoon” series from CX Pilots. In this series, we satirically chronicle
a company’s journeys in figuring out how important customer experience is to them and how they
manage (or don’t manage) the work of Customer Experience Management inside their organizations. CX Pilots is a new voice and approach to Customer Experience Management.
We “pilot” quick-wins that center organizations around their customers.
We would love to get your feedback. Drop us a line at cxpilots.com.
Customer Experience Programs
CX PILOTS
01/01 — 4/16
Next Episode: The All Hands Meeting freaks
leadership all the way out. People start dusting
off their resumes and the CEO’s intern shocks
the group with a few stunning ideas. Sign-up for
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