Leaders who ground the work of the journey map to customer asset growth are most successful because the two connect in storytelling.
The story starts with Competency 1:
‘As a result of the experience we delivered to our customers in the last month or quarter or year (before annual planning) here is the growth or loss of our customer asset.’
And it continues with Competency 2:
‘Now we will traverse across the journey stages to diagnose where we helped or hindered growth.’
And most important, the customer journey provides the frame to diagnose and care about the ‘why’ behind circumstances that caused customers to stay, grow, depart or diminish their relationship.
By using the journey map as a vehicle to step through customers’ lives, you will start to build in organizational caring to know “why?” And by stating the outcome of the experience as growth or loss of the customer asset, leaders become more interested in understanding and getting to the bottom of “why?”
When alignment around experience is embedded as a competency, leaders are united in how they use the journey framework. This enables them to:
- focus and prioritize the work of the organization
- optimize investments
- manage resources most effectively
- improve experiences that impact customer asset growth
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