What has more value for a company than its customers? They are the source of income that flows through the company and feeds salaries and interest. The existence of the company depends over and over again on the cumulative decisions made by customers.
This view of business is a good starting point for customer experience management. What makes customers stick with us, what drives them away? As long as orders come in like a natural flow, it seems to be granted. But what if the course of time diverts that flow to other solutions and market players? To be in control, it is better to understand what drives this flow in our direction, or what drives it away from us. This is what customer experience management needs to find out.
Different initiatives have different kinds of feedback, have found different stories to be told. Everything is kind of right, but at the same time a feeling nags that it is also kind of wrong. The discussion about right and wrong quickly comes up when different departments discuss their use of customer feedback.
At a low level of corporate perception of the topic ‘customer experience’ everything seems to be allowed, as far as it makes sense for the department’s policies. For the whole of the corporation however, it not only makes little sense, but it always comes up with conflicting results, which creates a deal of friction within and between teams.
In such a situation, often one department takes the lead. Tired of quarreling and being ambitious in their vision, they establish a though set of rules that are grounded in their experience with customer experience and analytical results, as well as in diplomacy. This set of rules is called ‘customer experience governance’.