As the chief of customer experience, I needed to clarify the vision and set forth a path to success. Countless customer interviews were conducted to gather a view of how they purchased products from us. Using a data-driven approach, I was able to outline key investments we needed to take to achieve a higher level of maturity. I proved this go-to-market model out on several Financial Security products.
Tracking the customer experience
CX metrics
Our customer's journey is confusing
Data driven decisions
CX team models
Our CX maturity
How we build CX maturity
Next steps to CX greatness
CX key initiatives
Making data-driven decisions after our own conference was part of our go-to-market plan to drive product growth. Part of my job was planning how we captured the customer's information and opinions on our products. I documented the crowd flow, feedback loops, and how we were to gather event data. Working with a major customer experience software partner, I was able to capture multiple data points justifying our conference expenditure and customer followups. The data pointed to 92% of our customers attending next year's conference.
CX key initiatives drives conference planning and feedback loops
Planning for a larger conference takes planning
Conference spend justification
Floor planning for conference feedback loops
Data gathering points at the conference
An example of conference feedback
Conference results
Innovation Challenge- With a company full of engineers that wanted to innovate, we had no forum to expose the "silent genius". A couple of us took the initiative to do something about it. We threw some ideas on the board, presented the idea to the senior staff, and got approval to move forward. We internally partnered with an innovation center of excellence. The challenge received over 100 completely developed inventive ideas of which 30 went to production within programs.
Innovation Challenge Branding
We threw up ideas on the board
We created a value to the company
And created a process
and then we innovated
