How can businesses transcend traditional customer service boundaries to establish new customer experience benchmarks?

Stan Swinton, Founder and General Manager of NPSx, Bain & Company, discusses how a comprehensive approach to customer experience extends beyond gathering feedback or managing customer journeys.

Stan details Bain's NPSx framework—comparable to a restaurant star rating, he says—which offers an extensive customer-centricity analysis via 60+ dimensions and eight pillars. Stan shares how this methodology motivates companies to strive for top-tier customer satisfaction.

We also discuss the Customer Experience Roadmap and Accreditation (CXRA). Stan highlights CXRA's effectiveness in uncovering inefficiencies and enhancing customer-employee synergies.

In addition, we explore why businesses frequently restrict their customer experience initiatives to areas such as feedback management, and discuss the essential role of Customer Experience Officers in achieving genuine customer centricity. Finally, we examine the constantly changing landscape of CX benchmarks and expectations, emphasizing the importance of a flexible and adaptive approach.

Guest: Stan Swinton, Founder and General Manager of NPSx, Bain & Company

Host: Rob Markey, Partner, Bain & Company

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Time-stamped list of topics covered:

[16:56] Role of CX: Stan highlights how the NPSx framework aids in defining company decision rights and categorizes 60 different jobs or dimensions to be coordinated.
[17:50] Framework Pillars: Eight pillars provide a structured context for internal dialogue on improvement within organizations.
[18:15] Framework applicability: The framework's relevance, even for companies that are just starting their CX journey or are less mature in their CX programs
[19:19] Framework evolution and review: The living nature of the framework, with ongoing revisions and updates to standards and maturity scales to keep pace with current trends in customer centricity
[20:10] Benchmarking and improvement: How clients sometimes feel dissatisfied with their initial ratings but are encouraged to view it as a journey toward improvement, similar to achieving restaurant rating stars in the culinary world
[21:48] Identifying opportunities: How the framework allows organizations to identify their strengths and areas for improvement in customer experience

Time-stamped list of notable quotes:

[04:49] "We would generally work with a company first to define their taxonomy. One of the things we recognize is a lot of different industries and clients have different ways of defining their experiences. But there are standards and there are best practices that we can bring to the table to help shape that taxonomy and definitions."
[7:28] "One of the things that we recognize at Bain is that a lot of practitioners didn't come from a CX background. There aren't a lot of degree programs dedicated to CX. And when we were looking at the market, we'd say, well, how can you train yourself as a CX practitioner?"
[12:31] "Our framework has eight pillars: purpose and leadership, proposition management, customer value and lifecycle management, customer journey management, customer service management, customer feedback management, customer data management, and employee experience."

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