Transforming Metrics into Action: A Look at Customer Experience (CX) Strategies at Verizon, Autodesk, and Prudential

Transforming Metrics into Action: A Look at Customer Experience (CX) Strategies at Verizon, Autodesk, and Prudential

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Is NPS Still Relevant? Unveiling the Secrets of Customer Experiences

During a LinkedIn Live discussion, I grilled three big-league executives about thecustomer experience. The interviewees included Brian Higgins, chief customer experience officer at Verizon Consumer, Elisabeth Zornes, chief customer officer at Autodesk, and Abhii Parakh, head of customer experience at Prudential. Their insights could be game-changing for any leader making decisions that affect the customer experience.

NPS: A Powerful Foundational Metric with an Evolving Role

NPS (Net Promoter Score) is a strong metric when utilized strategically. It gauges whether a customer is smitten enough to recommend your brand. From this simple inquiry, additional inquiries could dig deeper into customer preferences, leading to improvements. So, the first thing I asked was about using NPS as a primary metric.

• Parakh started by admitting that no metric is perfect. Nevertheless, he believes that a mix of strategies and measurements provides insights into what customers and advisors need. He highlighted three benefits: monitoring long-term relationships, correlating with growth metrics, and providing actionable insights.
• Higgins shared that Verizon uses NPS to measure against both competitors and internal benchmarks. The focus is on assessing growth, customer interactions, and overall business health. Additionally, they employ NPS to measure employee satisfaction. A content workforce equals a content customer, after all.
• Zornes emphasized the importance of balancing long-term relationships and immediate engagement. She uses NPS in conjunction with customer effort scores and the Deloitte Trust ID to gauge transparency, capability, reliability and care.

Life-Changing Customer Experiences: The Power of Employee Empathy

In today's competitive world, services often determine a company's uniqueness. All three companies represented on the panel have competitors, but what truly sets them apart? A large part of that differentiation comes down to employees. Deep-diving into the hiring practices that align with CX KPIs was the next topic of discussion.

• Zornes stated, "The internal team and culture are the keys to the customer experience for our customers. So it's crucial we bring on the right talent and cultivate that atmosphere accordingly."
• Higgins zeroed in on three major areas for hiring: varied experience, a vigilant mindset, and empathy. He stressed the significance of staff who treat every customer interaction as a chance to learn and never let small details slip. And above all, empathy is essential — believing in the customer and resolving their issues swiftly.
• Parakh highlights the importance of a customer-obsessed mindset not only for CX roles but for all positions within the company. In his view, every employee should be empathetic, open-minded, and familiar with customer experience strategies.

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The Intersection of People, Technology, and Metrics: The Future of Customer Experience

As customer experience landscapes evolve with advancements in technology, so do the roles of employees. These three legendary brands are adapting to the changing tides by reimagining talent development strategies to support their teams' ability to deliver extraordinary experiences.

• Higgins addressed the idea that customer experience is everyone's responsibility. "If everyone owns CX across the company, it means they have to adapt to new tools and technologies that engage directly with customers."
• Parakh emphasized the need to adapt and evolve with changing times. "Being resilient for 150 years requires constant reinvention. As for talent, everyone from leadership to the rank-and-file needs to understand the industry landscape."
• Zornes believes that the future is already here. "AI is happening now. It offers a huge opportunity to improve the customer experience by converting transactions into smoother, self-service experiences. The nature of job roles will continue to change as technology advances."

The future of exceptional customer experiences lies at the junction of meaningful insights, empathetic teams, and ever-evolving technologies. As Higgins, Zornes, and Parakh demonstrated, success comes from creating integrated systems that continuously analyze, learn, and improve the interactions customers have with the brand. Bringing on the right employees who display empathy, curiosity, and adaptability is the cherry on top of this winning formula. And when customers experience this impeccable blend, they'll keep coming back for more!

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Implementing Net Promoter Score (NPS) insights effectively, hiring the right talent to meet Key Performance Indicators (KPIs), and rethinking talent development strategies are crucial for delivering exceptional customer experiences. Here are some best practices for each area:

Transferring NPS Insights into Meaningful Actions

• Use NPS as a diagnostic tool: Combine NPS with open-ended questions to gain a deeper understanding of customer satisfaction[1].
• Align NPS with business strategy: Use NPS data to inform strategic decisions, such as customer service enhancements and product development[1].
• Encourage collaboration and accountability: Share NPS results with teams to foster a collaborative environment and ensure alignment in improving the customer experience[1].

Hiring the Right People to Meet KPIs

• Focus on customer-centric skills: Hire individuals with strong interpersonal skills, a customer-centric mindset, and experience in roles that prioritize customer satisfaction[3][4].
• Define clear KPIs and job roles: Establish clear job descriptions and KPIs that align with business objectives and customer experience goals[3][4].
• Use data-driven recruitment: Utilize data analytics to assess candidate fit based on past performance and behavior[3].

Rethinking Talent Development to Support Exceptional Customer Experiences

• Implement continuous learning programs: Provide ongoing training to enhance customer service skills and address emerging customer needs[1][2].
• Encourage employee engagement and feedback: Foster an environment where employees feel empowered to share insights and feedback that could improve the customer experience[2].
• Align development with NPS insights: Use NPS feedback to tailor employee development programs, focusing on areas identified as needing improvement[1][2].

1. Elisabeth Zornes, chief customer officer at Autodesk, employs NPS in conjunction with customer effort scores and the Deloitte Trust ID to gauge transparency, capability, reliability, and care, demonstrating a holistic approach to measuring customer experience.
2. Abhii Parakh, head of customer experience at Prudential, believes that every employee should be empathetic, open-minded, and familiar with customer experience strategies, as he emphasizes the importance of a customer-obsessed mindset for all positions within the company.
3. Brian Higgins, chief customer experience officer at Verizon Consumer, uses NPS to measure employee satisfaction, highlighting that a content workforce equals a content customer, and stressing the significance of staff who treat every customer interaction as a chance to learn and never let small details slip.

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