The lack of a transversal vision and a good “conversation” between the different areas that make up an organization are one of the great barriers that customer experience management faces. It is much more common than it seems, and there are very few companies that, even knowing that they suffer from this disease, do something to remedy it.

An example that might sound familiar.

The marketing area of ​​a company detects an untapped and unexplored niche. It is a Singapore Phone Number List new variant of one of the segments that the company “attacks”. With a slight change (enhancing one of the attributes of the value proposition) it is believed that it is feasible to attract the attention of new customers. This way they will achieve their objectives, generate more leads. Rushed by pressure, they prepare several wonderful campaigns and not badly drawn, and achieve the expected “leads”, which the sales structure quickly converts into new customers. They do it so well, that they are capable of making people believe that things go beyond reality … really beyond what the rest of the company is capable of, thus generating expectations that will unfortunately be very high. …. Marketing and sales objectives are far exceeded, and laurels are raining down.

But:

The logistics area was not prepared for this new scenario, their needs had not even been considered. It goes out of stock and begins to have difficulties in meeting supply flows. The people who manage customer service know little or nothing about this new approach, and what these new customers want or expect, apparently the same as others, but with a distorted expectation on a specific item of service? that the first conflicts arise, the promises that are not kept, and of course the expectation of the client who crashes against a wall. It is easy to guess that the objectives of many of the areas are affected by this slight change, so I will not continue with this assumption.

This is a disease that many more companies suffer from than you might think. The dimensions of large organizations and their heavy machinery advance without stopping, and many times they lose their way, since each area considers and fights for its own objectives, being totally impervious to each other, without considering the impact that this has on the rest, and above all, and most importantly, without considering the impact on the client, which is ultimately the impact on the heart of the business.

It seems obvious that the areas must work together and orchestrate each change or each new twist in strategies. It seems clear that the work of the managers and the CEO is to tune the instruments, take the baton and make the melody sound good, but unfortunately this is not always the case, many musicians struggling to sound louder, instruments without proper maintenance, and In the end, the one who always pays for the broken dishes, the one who listens as the orchestra goes out of tune, is the customer.

In this new scenario in which the client must be at the center of all decisions, will the CXO (Chief Experience Officer) be the new heroes to fight against these problems? … Should they take the lead? Or are they the baton with which the conductor must handle the musicians?

“The organization chart of a company is a lot of people with their faces towards the CEO, and their backs towards the customer” Jack Welch (CEO of General Electric)

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