Those things still matter. But they are no longer enough.

Today, customers are looking for something deeper from the brands they choose to do business with. They want confidence and clarity. They want to know that when something goes wrong, they will be supported by a brand that is competent, consistent, and worthy of their trust. In other words, they want assurance.

That is why Customer Assurance is such an important idea for CX leaders right now.

What Is Customer Assurance in Customer Experience?

Customer assurance is not just about making promises. It is about creating experiences that leave customers feeling informed, protected, respected, and certain they are in good hands. It is what happens when trust, empathy, operational excellence, and intelligent innovation come together in a way the customer can actually feel.

And in this moment, that matters more than ever.

Why Customer Assurance Matters More in Today’s CX Environment

Across industries, leaders are navigating enormous change. Artificial intelligence (AI) is rapidly reshaping the contact center, automation is taking on more routine tasks, and self-service has become the norm. Customers are moving faster, expecting more, and giving brands less room for error. At the same time, organizations are operating in an environment marked by cost pressure, shifting workforce expectations, economic uncertainty, and constant pressure to modernize.

That combination has created a new kind of challenge for CX teams. It is no longer enough to ask, “How do we make service faster?” The more important question is, “How do we make customers feel confident in this new experience?”

How AI Is Raising the Stakes for Customer Trust and Confidence

Because as AI becomes more visible across customer journeys, confidence becomes the differentiator. Customers may appreciate faster answers and 24/7 support, but speed alone does not build trust. If an AI agent gives incomplete information, if a handoff to a human feels disconnected, if policies are enforced without empathy, or if customers are left wondering who or what they are actually dealing with, trust begins to erode. And once trust slips, loyalty often follows.

This is where customer assurance becomes a leadership imperative. For CX leaders, assurance is about setting a higher standard for how experiences are designed and delivered. It means building operations that work responsibly, ensuring customers have clear information and support that feels grounded in both intelligence and care, and preparing teams to lead through change, not just react to it.

Why Customer Assurance Is a Competitive Advantage

For organizations, customer assurance is becoming a business advantage. In a market where products can be copied and prices can shift overnight, trust is one of the few differentiators that grows stronger over time. Brands that create confidence through every touchpoint are better positioned to retain customers, protect reputation, and grow long-term value.

For teams, assurance creates alignment. It gives frontline leaders, agents, technologists, and executives a clearer shared purpose. Not just to reduce handle time or to deploy new tools. But to deliver experiences that customers believe in. That is a much stronger rallying point, especially in a time when many teams are being asked to adapt quickly to new technologies and new expectations.

And for the industry, customer assurance may be one of the most important ideas shaping the road ahead.

CX is entering a period where the conversation is expanding beyond efficiency and into responsibility. Beyond implementation and into impact. And beyond what technology can do and into what experiences should feel like when they are done well. The brands that lead in this next chapter will not simply be the ones adopting AI the fastest. They will be the ones using it in ways that strengthen trust, empower employees, and create more confident customer relationships.

That is the opportunity in front of us.

Attend CRS Scottsdale, Sept. 30-Oct. 2, 2026

At CRS Scottsdale, this is the conversation we are bringing to the forefront. CX leaders will come together to explore what it really takes to build trust, confidence, and clarity in a new era of care. From AI and leadership to service strategy, customer expectations, and operational transformation, the focus is not just on what is changing, but on how leading organizations are responding with intention.

Want to learn more about what Customer Assurance looks like in practice? Visit the CRS Scottsdale website to learn more. 

The post Customer Assurance: The Strategy CX Leaders Can’t Afford to Ignore appeared first on Execs In The Know.

That’s why this issue of CX Insight is all about clarity: how to lead with it, design for it, and sustain it in an age defined by distraction.

The October issue brings together a powerful lineup of leaders and ideas that challenge how we think about focus, artificial intelligence (AI), and the invisible systems that power the customer experience (CX). Whether you’re recalibrating your 2026 roadmap or simply trying to cut through the noise of daily demands, this issue offers a fresh perspective on what it means to lead with intention.

Leading with Clarity in the Age of Distraction

Our cover story features former NFL quarterback Travis Brown, who has turned the art of focus into a leadership framework. In a world of nonstop notifications and dashboards, Brown argues that clarity isn’t a luxury; it’s a discipline.

He challenges leaders to ask: What am I willing to mute so my team can hear what matters? Am I designing systems that simplify or complicate my people’s work?

Brown’s philosophy, “married to the mission, but only dating the methods,” is one every CX leader can appreciate. It’s a reminder that while technology and tools will continue to change, the clarity of purpose behind them should not.

Beyond Resolution: How AI Is Redefining CX

The AI conversation is shifting from hype to impact. In this contributed article by Sierra, you’ll see how brands like Chime are reframing automation as a brand builder.

AI agents are becoming ambassadors of a company’s voice, tone, and values. They’re not just resolving tickets; they’re shaping the customer’s perception of trust and care.

Here’s the question this article leaves us with: Are we measuring the right things? As AI takes on more of the front line, customer satisfaction (CSAT) for AI interactions can’t remain an afterthought. Leaders must evolve how they measure success, beyond speed and resolution, to capture emotional resonance, trust, and consistency.

Brand Spotlight: GoodLeap

Few brands embody operational excellence with as much heart as GoodLeap. COO and Execs In The Know advisory board member Paul Brandt opens up about how he leads with empathy, precision, and purpose, proving that operational excellence is the foundation of extraordinary CX.

He reminds us that, “Being operationally excellent is the foundation for a phenomenal customer experience. You can’t deliver delight if you don’t deliver the basics.”

From pioneering AI-powered internal tools to keeping humanity at the center of innovation, GoodLeap’s story demonstrates that simplicity, when done well, is a competitive advantage.

The Hidden Power of the Back Office

Every CX leader knows that the customer experience doesn’t stop at the contact center. This article explores the unseen world behind the scenes, where billing accuracy, claims processing, and order fulfillment quietly define the customer journey.

The findings are clear: silos between the front and back offices not only slow progress but also block visibility into the very metrics that matter most. As Michael Kors puts it, even luxury brands depend on operational precision: “Every touchpoint, from claim submission to resolution, must reflect the same level of care that defines the brand.”

AI Can’t Fix Bad Knowledge

ProcedureFlow’s contributed article delivers a timely reminder: no AI initiative can succeed without knowledge governance.

AI can accelerate efficiency, but it can also amplify inconsistency if the data beneath it is flawed.

This article explores how knowledge management, content accuracy, and compliance form the foundation of every successful AI strategy. The message is both practical and urgent: AI is only as intelligent as the systems that feed it.

Are You Measuring CSAT for AI?

AI is now the “first face” of many customer interactions, but are you measuring how well it performs?

This feature challenges leaders to rethink what customer satisfaction looks like when bots, not humans, deliver care. Because if AI is part of your brand’s frontline, it’s also part of your brand’s reputation.

KIA Spotlight: Crate & Barrel

We close the issue with an interview with Kate Showalter and a look inside Crate & Barrel, where collaboration and design come together to create meaningful customer connections.

The story underscores that great CX doesn’t just happen at the point of sale; it’s built in every conversation, every process, every touchpoint.

Crate & Barrel’s approach is a beautiful reminder that design thinking and human empathy can turn transactions into relationships.

What’s Next: Leading with Clarity as a Competitive Advantage

As 2026 approaches, CX leaders face a defining question: Will you be reactive or intentional? The most successful brands are choosing signal over noise and designing for clarity, measuring what matters, and aligning technology with empathy.

This issue is packed with ideas to help you do exactly that. From redefining AI metrics to building high-EQ teams, from simplifying frontline processes to empowering back-office collaboration, it’s a roadmap for leading with focus and foresight.

Read and download the October issue of CX Insight magazine today.

The post Announcing the Q4 Issue of CX Insight Magazine appeared first on Execs In The Know.

So here’s the question: How will you lead your organization into 2026 and beyond?

That’s the conversation at the heart of Customer Response Summit (CRS) San Diego, hosted by Execs In The Know. What began as a small gathering of passionate leaders has grown into a thriving community, one where CX leaders from the world’s leading brands come together to ignite ideas, exchange hard-earned insights, challenge the status quo, and collaborate on the future of customer experience.

This year, we celebrate 15 years of elevating CX through honest conversations, lasting connections, and bold thinking. And while we’re proud of the journey so far, we’re even more energized about what’s ahead. Join us as we collectively shape the future of CX: grounded in curiosity, courage, and connection.

Come discover why attendees are saying that if they could “attend only one conference a year, it would always be CRS.”

A Summit Built for Leaders by Leaders

CRS is about stepping into a room where the future of CX is being written. Every keynote, panel, case study, and breakout session is built for practitioners, designed to cut through the noise and focus on the challenges and opportunities you’re facing right now.

You’ll connect with brands leading the way in customer experience. They’re the peers making bold moves in real time, and they’re ready to share what’s working (and what isn’t).

Featured Speakers

The Summit’s keynote lineup features executives pushing boundaries inside their organizations and industries. Their candid stories of transformation, missteps, and breakthroughs will challenge you to rethink what’s possible in your own strategy.

• Kimberly Dorsett, Executive Vice President, Head of Truist Care Centers, Truist
• Travis Brown, Senior Director, Campus Teams, CCV
• Maureen Barnett, Vice President, Global Fan Experience, Fanatics
• Dawn Spring, Senior Vice President, Global Member Support, Peloton

You’ll also hear from leaders at:

• Southwest Airlines
• Chegg
• ClassPass
• The Home Depot
• Tripadvisor
• TD Bank
• Nestlé Purina
• State Farm
• The Black Tux
• Microsoft
• …and many more!

View the Speaker Lineup

What to Expect: Strategies, Stories, and Space to Think Bigger

CRS San Diego is designed to help you answer the questions that keep CX leaders up at night:

• How do we deploy AI responsibly without eroding customer trust?
• What new skills will the workforce of the future require, and how do we retrain at speed?
• How do we responsibly use customer data while navigating rising privacy regulations?
• How do we strike the right balance between automation and humanity?
• Where should we double down, and what’s safe to let go?
• What’s the next big disruptor we’re not seeing yet?

What’s In It for You

• A practitioner-built agenda. Every session is grounded in real-world challenges, whether that’s scaling global care, sharpening KPIs that matter, or navigating workforce transformation in an AI-driven world.
• Strategies you can use immediately. Case studies, frameworks, and templates that translate directly into your playbook.
• Stories from the front lines. Honest perspectives from brands navigating the same roadblocks you’re facing.
• High-signal networking. Just candid dialogue with senior leaders who understand the stakes and are generous with their insights.
• Hands-on working time. Breakouts and workshops designed to pressure-test ideas, identify opportunities, and leave with next steps you can bring back to your team.

Why Leaders Keep Coming Back to CRS

• Clarity on your roadmap. Walk away knowing where to focus for 2026.
• Faster execution. Borrow proven playbooks to reduce time-to-value on your initiatives.
• Better alignment. Bring back actionable insights that help rally cross-functional teams.
• A trusted network. Build relationships you can tap long after the conference.

As John Caldwell, Senior Director of Team Member Service Centers, put it: “There is no better place to meet peers in the industry and partners that can help you overcome the big problems we all are facing.”

The CRS Difference

For 15 years, Execs In The Know has built a community defined by authenticity, generosity, and shared purpose. Here, leaders drop the pretense. They share setbacks as openly as successes. They lean on each other for perspective, advice, and ideas. And they keep those conversations going well beyond the event itself.

Why Now

The pressure to deliver faster, more innovative, more human customer experiences isn’t slowing down. If anything, the expectations on CX leaders are intensifying. But the best breakthroughs don’t happen in isolation. They happen when leaders come together to wrestle with tough questions, swap unfiltered insights, and leave with renewed conviction.

That’s what CRS San Diego delivers: three days of real-world learning, honest connection, and strategic clarity.

You belong in the room. Let’s make it happen.

Plan Your Experience

• Preview the agenda
• See our featured speakers
• Browse FAQs
• Register Now

Hotel Room Block Deadline: Wednesday, August 27, 5 PM PT
Rooms at the InterContinental San Diego are limited—reserve yours now to stay steps from the action.

The post Shape Your CX Roadmap for 2026 and Beyond at Customer Response Summit San Diego, Sept. 17-19, 2025 appeared first on Execs In The Know.

The customer experience (CX) journey is supposed to be seamless, efficient, and human-centered. But far too often, legacy systems are standing in the way. And they’re not just inconvenient, they’re costing brands more than they realize.

In our article “Are Legacy Systems CX’s Biggest Roadblock?” from the April issue of CX Insight magazine, the message from corporate CX leaders was loud and clear: legacy systems are the most significant operational hurdle to delivering exceptional service. Not one leader surveyed was fully satisfied with their current tech stack.

So, what’s keeping brands from making the change?

The Systems That Once Worked Are Now Holding Us Back

Once upon a time, those old CRMs, IVRs, and ticketing platforms were cutting edge. But today, they’re a liability; slowing down innovation, blocking artificial intelligence (AI) implementation, and creating silos where there should be connection.

Take this stat: 54 percent of CX leaders say up to 60 percent of their customer interactions are too complex for automation because of system limitations. The issue isn’t strategy, it’s infrastructure.

CX teams want to modernize. They’re pushing for AI. They’re eager to personalize experiences. But when your tools can’t keep up, even the best ideas stall at the starting line.

Why Tech Stack Modernization Can’t Wait

Some leaders are still hesitant to make the leap, citing budget, integration challenges, or internal resistance. But here’s the truth: every delay widens the gap between what customers expect and what brands can deliver.

And that gap? It’s where customer trust erodes. It’s where competitors gain ground.

In the article, we break down:

• The cost of technical debt and why maintaining outdated systems is more expensive than replacing them.
• Why AI and automation are only as effective as the infrastructure they sit on.
• The four priorities CX leaders are investing in now to break free from the legacy trap.

This Isn’t Just About Technology

CX is no longer just a support function; it has evolved into a strategic business driver. It’s a growth engine. And that engine can’t run on systems built for a different era.

Read the full article now.

The post What’s Blocking Better CX? Your Tech Stack Might Be to Blame appeared first on Execs In The Know.

Legacy Systems Are Costing More Than You Think

In our featured article, Are Legacy Systems CX’s Biggest Roadblock?, we go deep into the infrastructure crisis holding CX back. It’s not just about IT backlogs. It’s about the opportunity cost of inaction. Zero percent of surveyed CX leaders report satisfaction with their tech stack. For executives navigating cross-functional transformation, this article serves as both a diagnosis and a framework: where to begin, what to prioritize, and how to build systems that actually serve the customer.

Efficiency Without Erosion: The Customer Experience Cliff

It starts with good intentions: optimize a workflow, speed up a process, cut the wait. The Customer Experience Cliff: How to Reach the Peak Without Falling Off explores what happens when that pursuit of efficiency goes unchecked. This piece challenges leaders to rethink their automation strategies. What’s the actual cost of removing friction if it removes the human connection along with it?

Walmart’s Model for Building Trust at Scale in the Gig Economy

Our Brand Spotlight featuring Rafi Barragan of Walmart shares what it takes to build trust at scale in the gig economy. From defect detection powered by machine learning (ML) agents to friction-reducing support flows, Walmart’s approach isn’t about eliminating the human. It’s about empowering it. His words are a reminder: every automated solution should still feel designed for the individual, not just the operation. This is essential reading for any corporate brand leader rethinking how scale and empathy can coexist.

Privacy as a Strategy, Not a Compliance Line Item

Today’s privacy conversation has evolved. It’s not just about risk mitigation but about competitive positioning. Privacy-First CX: Building Trust Through Design outlines a seven-step framework that repositions privacy as a design principle. The takeaway? When customers understand what data you collect, how you use it, and why it matters, they stay longer, engage deeper, and trust more. For brands navigating shifting regulations and heightened expectations, this article offers a forward-looking path rooted in responsibility and value.

KIA Spotlight: The Black Tux and the Power of Precision

What does operational elegance look like in practice? Thomas Harden at The Black Tux offers a masterclass in balancing outsourced partnerships with brand control. From KPIs to quality assurance, our KIA Spotlight shows how consistency and culture can—and must—scale together. It’s a sharp example of leadership in action.

We hope this issue challenges your assumptions, sparks new thinking, and reminds you what outstanding leadership in CX looks like.

Read and download the issue now.

Interested in contributing to a future issue of CX Insight magazine? Get in touch with our Director of Content at elysia@execsintheknow.com.

The post Now Live: The April Issue of CX Insight Magazine appeared first on Execs In The Know.

So, how do brands keep up? The answer lies in understanding not just who your customers are but how they experience your brand at every turn. This is where customer journey mapping becomes your secret weapon.

But here’s the thing: journey mapping has an image problem. According to Gartner, 83 percent of CX professionals say their organizations struggle to turn journey maps into meaningful improvements. Why? Because too many companies treat them as pretty visuals, not strategic tools.

In our latest magazine article from January’s issue of CX Insight magazine, we dig into why customer journey mapping isn’t just about identifying pain points — it’s about uncovering growth opportunities. We break down how leading brands are using journey maps to:

• Identify moments of truth that make or break customer loyalty.
• Optimize technology investments (yes, even that sleek new AI chatbot).
• Turn data into actionable insights that drive tangible business outcomes.

Moments of Truth: Where Loyalty is Won (or Lost)

Not every customer interaction carries equal weight. Some moments — like a seamless checkout, an empathetic support call, or an unexpected thank-you email — stick with customers long after the transaction ends. These are your moments of truth.

But here’s the catch: you can’t improve what you don’t see. Without journey mapping, these pivotal moments can slip through the cracks, leaving customers feeling unseen and unvalued.

Beyond the Buzzwords: Making Journey Maps Actionable

Journey mapping isn’t about creating a static chart to hang in the break room. It’s about:

1. Seeing the Full Picture: Connecting every touchpoint, from digital ads to customer support.
2. Breaking Down Silos: Aligning marketing, sales, and service teams around the customer’s experience — not just their KPIs.
3. Driving Real Change: Using insights to design experiences that surprise, delight, and retain customers.

We’ll also share how to:

• Identify your brand’s unique moments of truth
• Leverage AI to enhance (not replace) human insights
• Keep your journey maps alive and actionable across teams

Read the full article and discover how customer journey mapping can transform not just your customer experience but your entire business.

The post Customer Journey Mapping: Identifying Your Moments of Truth appeared first on Execs In The Know.

Why Loyalty Matters: The ROI of Loyalty 

Investing in emotional connection and building genuine loyalty pays dividends. Loyal customers are more likely to: 

• Repeat purchase: They return for more, driving sustained revenue growth.   
• Spend more: They’re willing to pay a premium for the value and experience you provide.
• Advocate for your brand: They become your biggest fans, spreading the word and attracting new customers.   
• Provide valuable feedback: They’re invested in your success and offer insights to help you improve.

But what if our understanding of loyalty is fundamentally flawed? What if we focused on building genuine, enduring, value-building relationships with our customers instead of chasing fleeting satisfaction? Relationships that make them feel smart about their decision to do business with our brand.   

The Illusion of Satisfaction 

For years, the prevailing wisdom has been that exceeding customer expectations is the key to unlocking loyalty. However, research from the authors of The Effortless Experience (Dixon, Toman, & DeLisi) began to challenge that notion by revealing a startling truth. There’s virtually no difference in loyalty between customers whose expectations are merely met and those whose expectations are exceeded. This suggests that “delight” is an unsustainable and inefficient strategy for fostering true loyalty. 

Instead, these researchers’ initial findings indicated a strong correlation between reduced customer effort and increased loyalty. Simply put, the easier customers interact with your company and resolve their issues, the more likely they are to remain loyal. This highlights one critical shift in focus: from exceeding expectations to eliminating friction. 

Beyond Transactions: The Value of Advice 

Loyalty is not simply a byproduct of repeat purchases or reward programs. It’s a deep-seated commitment that transcends transactions. Additional research by Qiao, Yin, and Xing published in Frontiers in Psychology found that loyalty is cultivated when customers perceive genuine value in their relationship with your brand. This value extends beyond the product or service and encompasses the entire customer experience.    

Creating an “Advise” stage in your customer support interaction framework is a powerful way to build this value. By offering proactive, personalized advice and guidance after solving their initial question, you demonstrate your expertise and commitment to customer welfare. This approach solidifies relationships and positions your brand as a trusted partner, not just a vendor. 

Emotional Resonance: The Missing Link 

While increasing perceived value and delivering effortless experiences are essential, they are not the sole drivers of loyalty. Emotions play a pivotal role in shaping customer perceptions and behaviors. Research from Harvard Business Review indicates that meeting customers’ emotional needs fosters a stronger connection and enhances loyalty.   

Following The Effortless Experience, DeLisi’s further research concluded that customer loyalty is not about your company, brand, or product. People are not loyal to companies, brands, or products; they’re loyal to how choosing companies, brands, or products makes them feel about themselves. 

This means going beyond transactional interactions and creating experiences that resonate emotionally. Whether through personalized communication, acts of kindness, or demonstrating shared values, tapping into customer emotions can be a powerful differentiator in a crowded marketplace. 

Challenging the Norms: A Proactive Approach to Loyalty 

Building true loyalty requires a shift in mindset. It’s about moving beyond short-term gains and focusing on cultivating long-term relationships. Here are some key takeaways for customer service and support leaders: 

• Prioritize Effortless Experiences: Streamline processes, eliminate friction points, and empower customers to self-serve.
• Embrace the Power of Advice: Provide proactive, personalized guidance demonstrating your expertise and commitment to customer success.   
• Acknowledge and Validate Emotions: Show empathy, listen actively, and respond to customer concerns with genuine care and understanding.

Conclusion: The Age of the Customer

In the age of the customer, loyalty is no longer a passive outcome of satisfaction. It’s an active pursuit that requires a deep understanding of customer needs, motivations, and emotions. By challenging the traditional norms and embracing a more proactive, relationship-centric approach, we can cultivate genuine loyalty that drives sustainable growth and strengthens our brands for years to come. 

This article was written by guest contributor Brett Frazer, Customer Experience Expert. Brett is a customer and employee experience executive with 18+ years in customer experience success, leading teams and organizations delivering world-class operations. 

The post Beyond Satisfaction: Redefining Loyalty in the Age of the Customer appeared first on Execs In The Know.

John is a seasoned Enterprise Customer Experience Executive with extensive expertise in developing and driving transformative customer experience strategies across major organizations like BB&T and Truist. Known for his ability to implement technology-driven strategies for global contact centers, he excels in enhancing customer satisfaction, boosting employee engagement, and reducing costs.

He has successfully led efforts to integrate contact centers for over 30 mergers and acquisitions, including the significant BB&T and SunTrust merger that created Truist. His leadership has resulted in substantial operational efficiencies, improved employee engagement by up to 26%, and increased contact center CSAT by 25%. Additionally, John has demonstrated adept sales and business development skills by growing a business loan portfolio from $10M to $50M within three years.

Here are some key takeaways from our thought leadership Q&A with John on customer feedback.

Feedback Collection and Encouragement

Execs In The Know (EITK): What methods do you use to collect customer feedback, and how do you encourage customers to provide honest and detailed feedback, exceptionally when dissatisfied?

John Sorenson: Organizations should actively and intentionally seek customer feedback through multiple channels, including direct surveys, in-app surveys, post-purchase surveys, mobile and web app surveys, and social media. This comprehensive approach ensures a wide range of customer insights are captured.

When customers express dissatisfaction with a product, process, or employee, the interactions should be meticulously documented, tracked, and resolved through a centralized CX resolution team using a robust feedback tracking system. This thorough process should ensure that all concerns are addressed promptly and effectively, demonstrating the company’s commitment to customer satisfaction.

Moreover, the organization should take immediate action on customer feedback, including expressing gratitude to those who provide input. This not only builds stronger customer relationships but also encourages ongoing engagement. The company can conduct detailed customer interviews and focus groups for more significant processes, product developments, and app/web feature functionality reviews. These in-depth methods can provide valuable insights that drive improvements and innovations, ensuring the offerings meet and exceed customer expectations. The proactive and responsive approach to customer feedback underscores an organization’s dedication to delivering exceptional experiences.

Speed of Response

EITK: How do you ensure your team acts quickly on customer feedback to prevent dissatisfaction from spreading?

John: All dissatisfaction events should be logged and tracked, preferably using software designed specifically for complaint or case management. Automated systems or employees should immediately record complaints in survey data and customer interactions. Employees who can resolve customer complaints immediately should also log these complaints to assist in detecting trends, conducting root cause analyses, and quantifying dissatisfaction in the organization, within processes, and with specific departments or employees.

All inputs should be aggregated, tracked, and resolved. Ideally, the case management system triages events based on defined business rules and should be reviewed by specialists, prioritizing complaint responses based on urgency and impact. Issues that potentially affect many customers or are time-sensitive should be addressed immediately. The tracking system should create “cases” directed to customer service experts for resolution. Each priority should have a specific service level, and these levels and resolutions should be tracked.

With a dedicated resolution team, clear prioritization, and open communication both internally and with customers, organizations can act quickly and effectively on feedback. This approach improves satisfaction and demonstrates to customers that their input is valued. By identifying root causes and optimizing related processes to reduce the likelihood of similar issues in the future, an organization can establish a strong culture of customer centricity.

Using a dedicated resolution team can create the opportunity to develop advanced CX skills to resolve, track, and remedy customer complaints.  Centralized teams can be responsible for all aspects of the process, or they can be used to track complaints and ensure timely responses, resolution, root-cause analyses, etc., from the appropriate stakeholders.

Analyzing and Understanding Customer Feedback

EITK: How do you analyze customer feedback to identify the root causes of dissatisfaction, and what tools or technologies do you use to monitor and analyze feedback in real-time?

John: The first step for practical root cause analysis is clearly understanding the dissatisfaction.  This may require additional interaction with the customer to clarify their experience.  This also demonstrates the organization’s focus on listening to customers.

Feedback should be categorized based on common themes or issues, such as product quality, process, or customer service. Employee-related complaints can be sent to the internal managers for resolution and coaching. Other cases can be directed to process, product, or system owners who could effectively execute root cause analyses, develop action plans, and provide follow-up.

Real-time feedback monitoring is often focused on social media, applications, and web comments, as these complaints are more likely to be seen by more customers. This visibility ensures that issues are promptly recognized and addressed, enhancing the company’s responsiveness and demonstrating a commitment to customer satisfaction. Social media platforms such as Twitter, Facebook, and Instagram provide immediate and public channels for customers to voice their concerns, allowing companies to gauge customer sentiment and respond in real time quickly.

Applications and web comments also serve as critical feedback channels where users can directly report issues or provide suggestions. These platforms often feature built-in feedback mechanisms, such as rating systems and comment sections, that facilitate the collection and analysis of user input. By actively monitoring these channels, companies can identify trends and patterns in customer feedback, enabling them to prioritize and address the most pressing issues.

Moreover, real-time feedback monitoring allows for swift problem resolution, preventing minor issues from escalating into more significant, complex challenges. It also allows companies to engage with customers directly, building stronger relationships and fostering loyalty. By leveraging real-time feedback from social media, applications, and web comments, companies can continuously improve their products and services, ultimately leading to a better overall customer experience.

Prioritizing and Acting on Customer Feedback

EITK: How do you prioritize which customer complaints or feedback to act on first, and can you give an example of a significant change that resulted from customer feedback?

John: Issues affecting many customers or time-sensitive customers should be addressed immediately. Matters impacting brand image or customer loyalty, especially those with the potential to become widely known, require swift action. Other cases can be prioritized based on internal factors, such as customer segments and attrition data.  The prioritization process should be intentional.

All changes, real or perceived, can trigger customer feedback. Anticipate increases in feedback with significant changes, such as product updates, mobile/web feature modifications, and process changes (e.g., IVR functions). Prepare relevant adjustments and focus on related processes to effectively manage and respond to customer concerns. Developing scripting for significant events can be beneficial.

Prioritizing and acting on feedback must be intentional and involve cross-functional collaboration with key stakeholders. These critical processes should be continuously reviewed, measured, and improved.

Handling Difficult Customers

EITK: How should organizations manage customer complaints while maintaining professionalism and courtesy?

John: Customer-facing employees must always maintain respect, professionalism, and courtesy. Start by listening carefully to the customer’s concerns, acknowledging their feelings, showing empathy, and working to defuse the situation.

Centralized customer care groups with highly trained specialists can often manage escalations from the front line. These specialists can be trained in de-escalation techniques, effective listening, and resolving challenging customer concerns.  Customer-facing employees need the skills to discern constructive feedback, regardless of how it’s presented. This ensures valuable input from “passionate” customers is not missed.

Employees should remain calm and polite when dealing with unreasonable complaints, providing clear and accurate information. If a resolution is possible, offer it promptly. If not, clearly communicate that the request or remedy isn’t possible while articulating the reason.

Maintaining a positive attitude is crucial. Using empathetic language, such as “I understand how this could be upsetting” or “I appreciate your feedback and want to resolve this concern,” helps demonstrate understanding and commitment to resolving the issue. Apologize when the customer experience doesn’t meet company standards to reinforce a dedication to customer satisfaction.

While the mantra “the customer is always right” is prevalent among CX executives, it is not always true. Customers can have unreasonable expectations and even resort to malicious language with employees.

Organizations should develop processes to manage situations where customers use excessive profanity, direct threats, or racial, ethnic, or gender-based inflammatory language. These processes should include immediate escalation within the organization and, if necessary, to local law enforcement. Organizations should also identify when it is appropriate to “fire” a customer and close their accounts.

CX leaders are the guardians of the “brand promise.”  Effectively interacting with unhappy customers is a crucial opportunity to uphold that promise.

Turning Negative Experiences into Positive Outcomes

EITK: What successful strategies have you used to convert unhappy customers into loyal brand advocates, and can you share a success story? 

John: By utilizing listening skills, showing empathy, concern, and professionalism, and expressing a sincere desire to resolve customer concerns, organizations can turn unhappy customers into loyal brand advocates. Proven processes to correct and address these concerns, coupled with gestures like a “token of apology” (e.g., a small gift or complimentary product upgrade), can be highly effective.

In a CX role at a large organization, I encountered a customer with a significant social media following who posted about a poor customer service experience. She had a legitimate issue that quickly escalated among her followers. I contacted her personally and invited her to join a conversation with me and a few directors to provide feedback and suggest improvements. Through a few intentional interactions, we successfully won her over and turned her into a social media advocate for our organization.

While not every situation requires an “all-hands-on-deck” approach, the principles from this example can be broadly applied and adapted to individual circumstances.

Measuring Impact and Effectiveness

EITK: How do you measure the impact of your responses to customer feedback on overall CSAT scores, and what metrics or KPIs do you track to evaluate the effectiveness of your feedback and response systems?

John: Overall, CSAT, NPS, and other KPIs should be baselined across all customer interactions, especially when comparing those who had a negative experience. Establishing these baselines allows organizations to identify patterns and trends in customer feedback, enabling them to pinpoint areas requiring immediate attention. By comparing metrics from customers with positive experiences to those with negative ones, organizations can gain insights into the root causes of dissatisfaction, develop targeted strategies to address them and measure the effectiveness of those strategies.

This comprehensive approach ensures that all customer voices are heard, providing a holistic view of the customer experience landscape.

The effectiveness of complaint resolution, escalations, and de-escalations should be measured, analyzed, and continuously improved. Organizations should implement robust feedback loops that track the resolution of customer complaints and assess the quality and timeliness of these resolutions. Regular analysis of these processes can reveal bottlenecks and inefficiencies, prompting necessary adjustments to enhance customer satisfaction. Continuous improvement initiatives, driven by data and customer insights, will help organizations stay agile and responsive to evolving customer needs.

Fostering a constant enhancement culture can help companies consistently deliver exceptional customer experiences and maintain robust and loyal customer relationships.

Managing Customer Feedback on Social Media 

EITK: How should organizations manage and respond to negative feedback publicly shared on social media, and can you share an example where social media feedback significantly impacted your company’s approach to customer service?

John: Feedback on social media, the mobile app, and the organization’s website should be monitored 24/7.  The centralized CX team (or those assigned to monitor social media) must collaborate closely and quickly with key leaders, corporate communications, and potentially a legal team to address potential issues to promptly develop a plan of action that may include client-facing scripts for social media, mobile apps, websites, IVRs, and front-line employees.  These issues require prompt action.

Proactively managing negative feedback on social media is crucial for protecting the organization’s brand. Respond with empathy and a commitment to resolving issues swiftly. Ignoring negative feedback can escalate the situation, so being proactive and intentional is essential.

Public feedback often requires specific responses and resolutions. In these cases, it is usually best to inform the customer that a specialist will reach out for a one-on-one resolution. Organizations should remove negative, malicious, or offensive language from our platforms when necessary.

Acting quickly and showing genuine concern for the customer’s experience is critical. By addressing issues head-on and communicating openly, negative situations can become opportunities to demonstrate our commitment to customer satisfaction. Social media, when managed effectively, can significantly enhance our customer relationships.

Final Thoughts

Each of these questions should be explored much more comprehensively.  These responses offer a few seeds to cultivate into larger, more comprehensive, intentional, cross-functional collaborations within your organization.  Exceptional CX is a journey, not a destination.

Thank you to John for sharing his thought leadership with the Execs In The Know CX community. You can connect with John in the KIA Community or on LinkedIn.

The post Strategies for Collecting and Leveraging Customer Feedback: Insights from CX Leader John Sorenson appeared first on Execs In The Know.

This new 70+ page report focuses on a specific vertical (Retail/eCommerce) and includes comparisons between consumer and corporate practitioners, as well as comparisons against past research from Execs In The Know and Conduent to uncover insights across all industries.

By comparing the Retail/eCommerce vertical with other industries, several differences emerge. The standout characteristics for Retail/eCommerce brands include channel diversity, the proactive approach to economic uncertainty, and CX leaders’ satisfaction with their tech stacks. Generally, consumers are pleased with the customer care they are receiving from Retail/eCommerce brands, but they still seek faster, simpler transactions, more consistency across channels, and easier access to live support.

A few key insights from this latest research:

• Regardless of loyalty status, most consumers feel the key to an exceptional customer experience is to “Provide Consistent, High-Quality Experiences at Every Touchpoint”
• On a five-point scale, 42% of consumers said Retail/eCommerce brands are providing “Better” or “Much Better” customer care compared to that of three years ago (pre-pandemic)
• “Managing Cost, Including Rising Operational Costs” is expected to be the biggest CX challenge among most (56%) Retail/eCommerce brands in the coming 12 months
• Sixty-nine percent of Retail/eCommerce brands have seen improvement in their critical program KPIs over the past 12 months

“This report opens an exciting and new avenue of research for our community,” said Susan McDaniel, Co-Founder and Chief Operating Officer of Execs In The Know. “Loyalty is an important topic, not just for our friends in the Retail/eCommerce vertical, but across industries. Many of the findings contained in this report translate well on a cross-industry basis, providing a clear picture of what loyalty means to consumers, and how brands can cultivate more loyal customers.”

“This unique research by Execs In The Know and Conduent provides CX leaders with the types of findings and insights to help them shape strategies and focus CX investments,” said Ryan Collins, Vice President and General Manager Customer Experience Management Solutions at Conduent. “A key takeaway from the research is that the fundamentals of customer service must be solid. Emerging technologies and communications channels are only beneficial and further enhance customer experience if they are implemented strategically and complement the work of agents. They must remain focused on people, processes, training and creating exceptional experiences for customers and then integrate new solutions to meet changing expectations.”

About Execs In The Know

Execs In The Know brings together customer experience (CX) leaders from across industries in an effort to advance the conversation and set a new agenda for delivering amazing experiences for consumers. As a global community of the brightest minds in CX, Execs In The Know provides opportunities to learn, share, network, and engage to innovate. Operating under the motto, “Leaders Learning From Leaders,” Execs In The Know facilitates many opportunities for community engagement, such as its bi-annual national Customer Response Summit and private, online community, Know It All “KIA.” There are also exclusive, laser-focused engagements like industry briefings and executive roundtables. Execs In The Know also guides and informs the industry with a rich tapestry of CX-related content that includes CX Insight magazine, industry research, webinars, blogs, and much more.

To learn more about Execs In The Know, visit www.execsintheknow.com.

About Conduent

Conduent delivers digital business solutions and services spanning the commercial, government and transportation spectrum — creating exceptional outcomes for its clients and the millions of people who count on them. The company leverages cloud computing, artificial intelligence, machine learning, automation and advanced analytics to deliver mission-critical solutions. Through a dedicated global team of approximately 60,000 associates, process expertise and advanced technologies, Conduent solutions and services digitally transform its clients’ operations to enhance customer experiences, improve performance, increase efficiencies and reduce costs. Conduent adds momentum to its clients’ missions in many ways, including delivering 43% of nutrition assistance payments in the U.S., enabling 1.3 billion customer service interactions annually, empowering millions of employees through HR services every year and processing nearly 12 million tolling transactions every day.

To learn more about Conduent, visit www.conduent.com.

The post Execs In The Know & Conduent Release New Retail-Focused CX Research Report appeared first on Execs In The Know.

The brand specializes in designing and manufacturing high-quality bicycles for children. Their eye-catching designs, innovative features, commitment to safety, and boundless fun factor create an experience that is second to none. woom was founded by two dads in a garage in Vienna, Austria in 2013 and has since expanded to over 25 countries around the world.

With just 1,400 bikes sold in the first year on U.S. soil, that number skyrocketed to more than 52,000 bikes in 2022. And that number just keeps on growing! In March, the brand celebrated 10 years of “Magic Moments” and has been recognized by Inc. Magazine as one of the fastest-growing companies in America.

In a recent conversation with April Obersteller, Director of Global Experience at woom, she shared how the brand approaches employee experience (EX) and customer experience (CX), its strategy for connecting with customers, and the “Magic Moments” that set children up for a lifetime of happy cycling.

Execs In The Know: Tell us a little bit about your background and how you came to be at woom Bikes. What is your day-to-day focus in your current role?

April Obersteller: It’s always fun to do that retrospective and look back on the thread that led me here. My background is in a couple of different industries, and that thread was service and being part of the beautiful chaos. You know, what some people consider chaos is my thrive zone; it’s the fun zone. I began my career in the hospitality industry focusing on weddings and I loved it! I loved its dynamics and being part of bringing those magic moments to life on one of the most important days of people’s lives. I did that for more than 10 years. Then, there was that itch to try something new. That’s when I hopped into the product world as one of the first employees for a startup. The goal was to take a natural first aid product from the farmer’s market and bring it to the masses.

Truth be told, I had no clue what I was doing half the time. I knew the product and was a super user of the product. The challenge was bringing it to scale, and we were able to accomplish that. So, I decided to keep on that path but decided to do it here at home in Austin. That’s when my journey with YETI began. At the time, the company was around 100 people. I started on the sales side and represented Texas and that’s where the magic opportunity came for me to move into CX.

I immediately fell in love with directly connecting with the customer and I also fell in love with the team. It was quite the ride with everyone crammed into one little office. It was in this role that I began thinking about how to approach EX and CX together. Today, I get to do both, and woom Bikes was brave enough to see the connection between the two and make it part of the brand’s organizational structure. 

EITK: Since joining the brand, what company-wide initiatives have you implemented or improved as it relates to EX and CX?

April: When I joined woom Bikes, the U.S. and European markets were separate entities. From a CX perspective, the brand was hitting the baseline in the service channels, and in the data insights, and it was hitting the baseline in setting our team up for success. What did our KPIs look like? What did our training look like? None of those things were in place just yet. Today, all of them are in place, and it was so beautiful to see everything come together.

From the EX side of things, we also heavily invested in baseline. Those functional features are business partnerships, operations, intentional engagement, and L&D. One of the deepest for us has been the voice of the customer. For a company of our size, this is huge. We realized that when we know better, we can do better. So, we went all in! It’s been a game changer because it has allowed us to build trust with both our customers and our team members.

The magic that we saw during the pandemic, especially with the increase in those first-time cyclists, got us thinking about how we could keep people on bikes and what that looked like. So, while loyalty and service have always been at the core of the brand, we knew we needed to get post-purchase behavior, word of mouth, and Net Promoter Score (NPS) right. As a company, we believe there should be more bikes than cars on the road. And to do that, we need more kids to fall in love with cycling and make it a part of how they live daily. 

EITK: When it comes to technology, in what ways is the brand differentiating itself from its competitors to improve CX?

April: When it comes to technology or accessibility, that’s where we’re just having some fun with it. Our video consulting from a service side with our bikes is very popular. As you may know, some bike shops are known to be intimidating if you are not familiar with cycling. Additionally, we only sell direct-to-consumer right now, and this is one way we meet them where they are. Whenever they have a question about their bike, we’re able to serve those customers in real-time vs. telling them to take their bike to a shop.

Our number one goal is to show up for them in an accessible way. The technology we have is great but we are continuing to get more sophisticated. We haven’t explored all the beautiful capabilities artificial intelligence (AI) and text analytics have to offer, yet. It’s certainly on the roadmap but there are some other priorities that we’ll be diving into first.

EITK: What does it mean to create a people-first culture in 2023?

April: We need to be asking the important questions: “How does this impact the person? How does this impact my team member? How does this impact the customer?” Let’s say you’re laser-focused on your supply chain, it tends to be more focused on the product but the responsibility is still there to keep the people at the center of all the decisions. There must be a healthy tension between business needs, people, and profit. It’s about accepting the belief that if we’re going to have any kind of long-term impact, we must be holding each other accountable for getting better at it. The responsibility of creating a people-first culture must be owned by everyone across the organization and not happen in a silo.

EITK: When you look ahead to the rest of 2023 and beyond, what new initiatives are you excited about?

April: One brand initiative I can share is our commitment to continuing to show up and take those steps to meet our customers where they’re at. I’m excited about how our customers experience our product and we are committed to rethinking how we can expand these magic moments. 

We have an internal Slack channel called ‘Magic Moments,’ where we share our stories, which boils down to so much of our brand’s reason for existing. We also offer tons of education about cycling, which is important to us. It’s about creating those magic moments and following untraditional paths.

EITK: What’s a magic moment at woom Bikes that has resonated with you?

April: I love this question! A magic moment that resonates with me happened about a year ago. It was right around Father’s Day when a customer reached out to us with a beautiful email. He had lost his daughter and when he was finally able to look through photos of her, he realized that so many moments of happiness captured had a woom in the background. 

He told us how woom was part of his daughter’s most joyous moments. The father also shared her values, and two out of the three values that he shared aligned with our company values. I love that we get to be part of these moments and that we are aligned with the people we are serving. I always get teared up thinking about this story, and I feel so lucky and honored to have this opportunity.

EITK: When you think about the work you do now, is there something that you wish you’d known before you got into this industry?

April: That’s a good question. In terms of CX, I wish I would have known how customer service and CX, in general, translate into financial impact and be able to speak to what services mean to a business. Initially, I didn’t know how to do that or make that connection – whether that be between the data or the EX and how it translates to our customers to tell the full story.

This has all been an incredible learning experience for me, and now I’m seeing the results from it. It’s great to be able to look back and see those little moments along the way.

EITK: What do you think is woom’s CX magical power?

April: I do think woom has a magical power, which is the brand’s ability to create a space for the customer to be acknowledged. I think that’s magic all on its own. In a world that’s so fast and so noisy, it makes a big difference to create that space and say, “I hear you and I’m here for you.”

A big shoutout and thanks to April for her leadership and participation. Interested in learning more about woom Bikes? Head on over to their website, Instagram, or LinkedIn.

The post Q&A with April Obersteller, Director of Global Experience at woom Bikes, One of the Fastest-Growing Companies in the U.S. appeared first on Execs In The Know.