Ask 10 companies what their customer experience strategy is and you’ll likely get 10 very different combinations of alphabet soup: CJM, CRM, VoC, UX, FCR, NPS, AI, self-service, digital marketing, word-of-mouth, customer success, retention programs, loyalty programs, and so forth. But are these strategies or tactics?
Look up the definition of “strategy” and you’ll see: master plan, grand design, game plan, a plan of action designed to achieve a long-term or overall aim, a plan for directing overall operations and movements.
Given that definition, it’s a misnomer to claim, for example, that digital marketing is customer experience strategy. It’s misleading to claim that any one of the alphabet soup is a strategy. It’s cheating yourself and others—most important, your customers and investors—of the enduring benefits promised by customer experience management.
Even combining all the tactics probably does not truly add up to “a master plan” or “a plan of action designed to achieve a long-term or overall aim.” All of these are tactics—components of what should be a master plan.
Don’t confuse combined components with a plan for directing overall operations and movements.
Here’s what it takes to build a strategy.
Strategy prerequisite #1: Scope accurately
Know the true scope of what you’re creating a master plan for. We all know from customer journey maps that customer experience is much more than a moment in time. It’s much more than an interaction. It spans the end-to-end customer life cycle. That’s the universal scope for customer experience strategy.
Strategy prerequisite #2: Identify stakeholders
Know the players required in your master plan. Stakeholders are all parties who affect or are affected by customer experience....
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