Creating a segmented persona driven Customer Experience strategy is all well and good, but without the ability to tie it back to individual customers through data - so that you know which customer should be treated with which treatment strategy - then the whole thing is a paper exercise.

Some organisations develop journey maps, pop them on the wall and then leave it at that. But the map isn't really the point of Customer Journey Mapping, it's just a byprroduct. So, what is the point?

Different parts of the business can often lay claim to the 'ownership' of the relationship with the customer, but which part of the business should own Customer Experience Management?

Don't think for one second that one organisation has the ability to control the customer's experience. Going on holiday is so much more than booking a flight...

If your employees are having a bad experience in the workplace, how can you expect them to deliver your customers a great experience. But beware! Delivering a great employee experience is no guarantee of your business deivering a great customer experience...

You deliver the experience to the customer via your service, product and channel propositions (the value proposition), however the experience is judged against what the customer expected from you, which is, in part, governed by your brand promise.

You can give a customer a series of brilliant interactions, but if the most important ones are poor, you can ruin the entire experience. Moments of Truth and the Peak-End rule come into play.

Customer Journeys are so important to customer experience because customers think about their experience chronologically. And stories are an evolution of a journey, adding in an emotional layer to the customer's experience.

Because everything the business does can impact the customer's experience, if you create a business function, you run the risk of eliviating other parts of the business from their CX responsibilities. When you create a function, you create a silo. When you create a silo, you become part of the probllem...

In this week's show, further to last week's principle, Ian talks about the fact that Customer Experience & Customer Service are not the same thing. Customer Service is something the business does, and CX is something the customer gets. However the experience the customer gets doesn't just come from the service, it comes from the product & channel experiences too... #cx #cxclub #podcast #customerexperience

Ian Williams looks at the fact that Customer Experience is not something that the organisation delivers, rather is something that the customer receives. Customer Experience Management is a cross-functional business discipline, however is not a functional activity. If you make CEM functional, you create a silo. If you create a silo, you become part of the problem...

The CX Club podcast looks at the good, the bad and the ugly of the CX world... In this first episode, our host Ian Williams looks at what to expect over the first 30 shows, including: Shows 2 - 12: CX Principles - establishing the appropriate mindset for CX & CEM Shows 13 - 20: CX as a Business Discipline - a step by step look at Customer Experience as a data-driven, customer-led business transformation exercise Shows 21 - 30: Customer Experience Determinants: Things that are not directly involved in CX, but have a major impact on the successful delivery of CX transformation