Reflecting on 3.5 decades of working as a CX professional, it is important to share the lessons learned to help elevate the craft of CX management to the next level.
Customer Service Management and TQM
Starting at Xerox was the perfect way to learn the basics of customer service management and develop allied skills in Total Quality Management (TQM) through the ‘Leadership through Quality’ program. I also gained experience in problem-solving and team management. The importance of management by going where the action is (known as ‘Gemba’)—through extensive field visits to customer sites—taught me the discipline of actively listening to customers and aligning teams, processes, and measurements.
CX management: zero downtime service for high photocopying loads during events
This process helped us uncover specific customer needs and better address them. For example, we catered to customers with high photocopying loads during conferences or tendering processes. During these times, they needed zero machine downtime, extra consumables onsite, and express service support.
To meet these needs, we created a system where customers informed us in advance of such events. This allowed us to perform preventive maintenance before the event, ensuring peak performance. We estimated and stocked the required consumables and vulnerable parts on site. We provided the customer’s machine operator with a basic troubleshooting guide and assigned an engineer for round-the-clock support in case of downtime.
This proactive approach won us the loyalty of large clients, who viewed us as a more professional service provider.
By closely listening to our customers, we developed an innovative service model that extended our reach into rural telecom markets at a very low cost. This innovation won us several national awards, including the prestigious ET Telecom Award for Service Innovation.
Recommended Blogs:
- CX Leadership: Key Roles and Skills
- CX Expertise: Consumer Satisfaction
- Importance of Customer Experience
Enhancing CX Management: Securing Leadership Engagement and Effective Sponsorship
Current State of CX Management: CX (Customer Experience) management is relatively new for many businesses. As a result, demonstrating its effectiveness to business leaders has been a gradual process. Despite the progress, there’s room for improvement in showing how CX management directly benefits the business.
Experience with Renewed Contracts: Having worked with clients who renewed their contracts multiple times has highlighted the importance of keeping organizational leaders engaged. Leaders need to understand how each CX initiative provides business value. This includes:
- Identifying New Customer Segments: Understanding and targeting different customer groups.
- Improving Customer Needs Assessment: Better evaluating what customers need and want.
- Redesigning Policies and Processes: Updating internal procedures to improve customer experience.
- Enhancing Relationship Management Tools: Using tools to manage and improve customer relationships.
Transition from Vertical to Horizontal Delivery: Traditionally, businesses might have operated in a vertical structure, focusing on specific areas. Moving to a horizontal approach means integrating various functions to deliver a cohesive customer experience. This shift is complex and requires:
- Effective Internal ‘Positive Politics’: Managing internal relationships and influencing others positively to gain support.
- Visible CEO Sponsorship: Ensuring that the CEO actively supports and advocates for CX initiatives.
Opportunity for Improvement: I recognize that I could have better secured this visible sponsorship from the CEO to enhance the success of key CX programs. Without strong support and integration, efforts can become isolated, leading to diluted effectiveness and reduced business impact.
Creating a Unified CX Management Body for India
CX, as a function that significantly impacts business and brand value, needs a professional body for knowledge and idea exchange among practitioners. Existing CX conferences often focus on sponsor agendas rather than providing functional value. I attempted to create such a forum with the CRM Foundation in 2001 and later within the telecom sector, but we failed to institutionalize it.
We need a new generation of CX leaders to connect and build a more robust and mature professional Customer Experience Design in India. This organization should integrate various CX streams to showcase government services’ substantial business value and benefits.
