The 5 Dimensions of CX Management

Managers report a wide range of reasons and objectives for initiating their CX programs. Only three of the interviewees, however, articulated a precise definition for their CX strategy/program. Only two managers could identify measurable targets for their CX management. Most of the informants described CX in very broad and ambitious terms, which we felt were somewhat vague. For example, four managers expressed the opinion that customers’ expectations of services and value were increasing all the time, and that this trend led them to feel that they had to keep up with their competitors – they regard experience as being a new front in competition in their industry. However, these managers offered very little insight into why this is the case and/or why this is particularly true in their industry. The managers’ assertion was often supported by anecdotes of extremely positive or negative customer experiences, which enabled them to lay out the case for improvement in a heuristic way. The managers defined their heuristic approach as experience-based techniques for problem-solving and learning, leading to discoveries and subsequent solutions which are not guaranteed to be optimal – a “learning-by-doing” approach. A manager from a major bank said that his organization began focusing on CX when it encountered high rates of customer defection, despite enjoying higher levels in measures of customer satisfaction than its competitors.