Welcome to the CX Health Check

Survey for Organizations

How to use the report

 

  • Background -The reason that you are delivering the customer experience you are today is because of the way the organization is. It is therefore vital to understand how customer centric your organization is to enable you to improve your customer experience. This report provide you with a very quick overview of some of the key aspects of how you are performing against other organizations who have completed the survey. Many organizations have benefited from our more introductory CX Health Check that is designed to fit all budgets.
  • Objective – This survey is designed to fit a broad range of organizations across different industries and different levels of customer experience maturity, because of the depth of the expected respondents some questions or answers may be not entirely suited to your situation but try to pick the answer that is in the spirit of your situation.

Thank you for undertaking the CX Health Check.




CX ASSESSMENT SURVEY REPORT FOR

Your Score
Benchmark
CUSTOMER KNOWLEDGE
1.
How often do senior management observe / talk / listen to Customers?
1. How often do senior management observe / talk / listen to customers
  1. never
  2. annually
  3. once every six months
  4. at least once a quarter
2.
The organization’s approach to Customer research is:
2. The organization’s approach to customer research is:
  1. we do not undertake Customer research
  2. we undertake Customer research but insights are rarely acted upon
  3. our Customer research is mostly product feature oriented
  4. we undertake regular Customer research looking at Customer emotions and behaviour and insights are acted upon
LEADERSHIP COMMITMENT / GOVERNANCE
3.
The organization has:
3. The organization has
  1. not appointed anyone to own the Customer Experience
  2. appointed a a CX manager who is in a low level in the organization
  3. appointed a VP of Customer experience or equivalent, who has responsibility for CX across the organization
  4. appointed a senior executive to be Chief Customer Officer that reports to the CEO directly. They are of equal status to all other executives
4.
The type of people we recruit are:
4. The type of people we recruit are:
  1. people with the right skills
  2. people with the right skills and attitude
  3. people who are good at emotionally connecting with Customers
  4. people who are good at emotionally connecting Customers. We use Psychometric tests to ensure we recruit the right people to achieve this
5.
Which of the following best describes your organization's approach to Customer expectations?
5. Which of the following best describes your organization's approach to Customer expectations?
  1. Customer expectations are secondary to what is good for our organization.
  2. We focus on the rational and transactional expectations of the Customers Experience, ie. delivery times, speed, reliability of service, etc.
  3. We understand what Customer expectations are and have plans to exceed them.
  4. We understand Customers' rational and emotional expectations and know which ones we plan to exceed.
6.
Our executives:
6. Our executives:
  1. are not really interested in talking about CX but are happy to talk about sales and products
  2. are open to ad hoc meetings about improving the Customer experience, but do not have anything firm in their schedules
  3. take an active interest in what is happening to improve the Customer Experience
  4. regularly discuss CX at their monthly meetings
7.
Which of the following best describes the Senior Executives' view on the ROI of customer experience?
7. Which of the following best describes the Senior Executives' view on the ROI of customer experience?
  1. They don't really believe there is enough of a connection to make this a priority.
  2. They would support Customer initiatives only if it is based around cost saving and efficiencies.
  3. They would support Customer initiatives when you can empirically show a direct link to the return on the investment.
  4. They genuinely believe that focusing on the Customer, in all we do, is the right way for doing business. They are looking for improvements on the CX measures, but accept this is difficult to correlate to ROI.
SUSTAINABILITY
8.
Employee Engagement is:
8. Employee Engagement is:
  1. something that the organization hasn't talked about
  2. something the organization is talking about, but hasn't created a plan to address it
  3. being worked on, following a plan, but is done separately - in isolation from the Customer experience program
  4. being worked on, following a plan that is aligned with the Customer experience program
9.
Our Customer-facing training on how to deal with Customers is:
9. Our Customer-facing training on how to deal with Customers is:
  1. non existent, as we do not train people on how to deal with Customers
  2. very limited and basic
  3. generic, basic soft skills training on listening skills, empathy etc.
  4. comprehensive, and we train our people on how to evoke specific emotions in Customers by using the psychology behind deliberate verbal and non-verbal clues
10.
What would best describe the predominant culture of your organization (think of the language used, the main items reviewed at meetings etc.):
10. What would best describe the predominant culture of your organization (think of the language used, the main items reviewed at meetings etc.):
  1. We have a product-centered sales culture. We usually talk about product performance and sales.
  2. We have a process culture. We talk about cost saving, efficiency and improving the processes.
  3. We are service focused. We talk about transactional/rational dimension of service issues, Customer satisfaction, etc.
  4. We are focused on the Customer experience. We talk about Customer emotions, behavior and experience design.
MEASUREMENT
11.
What does your organization's review of your current Customer Experience resemble?
11. What does your organization's review of your current Customer Experience resemble?
  1. We do not measure Customer satisfaction regularly.
  2. CX measures are only measured for the Customer service organization.
  3. CX measures are reviewed at regular meetings of the Customer Experience Council (formed of heads of various departments and chaired by the Head of Customer Experience), or the like.
  4. CX measures are reported during CEO meetings.
12.
Our organization measures:
12. Our organization measures:
  1. Customer satisfaction in an adhoc manner
  2. only the transactional/rational aspects of the experience such as delivery time, call handling time, number of failures, equipment down time, etc.
  3. Customer experience metrics like Customer satisfaction, net promoter score, and Customer efforts throughout the organization
  4. transactional, net promoter score, and emotional aspects of the Customer Experience across the whole organization
13.
Regarding the organizational Key Performance Indicators and bonuses, the following applies in 80% of cases:
13. Regarding the organizational Key Performance Indicators and bonuses, the following applies in 80% of cases:
  1. No one has CX measures they are paid on.
  2. Front-facing people have CX measures that account for less than 20% of the Key Performance Indicators.
  3. Front-facing people have CX metrics that form more than 20% of the KPIs.
  4. Everyone in the organization (HR, Finance, IT, etc.) is paid against CX measures that account for over 20% of their compensation.
EXPERIENCE VS. PROCESS DESIGN
14.
The organization’s approach to designing an experience is:
14. The organization’s approach to designing an experience is:
  1. focused on process design with little consideration of the impact on the Customer
  2. focused on designing processes with some consideration of Customers
  3. involving Customers in designing experiences, thinking not just about the steps, but also the subconscious experience
  4. designing experiences using behavioral science
15.
Our Customer journey maps are:
15. Our Customer journey maps are:
  1. non existent. We don't have any journey maps
  2. we only have process maps, an internal perspective of what we want the Customer to do
  3. maps that rate the rational journey against Customer expectations
  4. are maps that rate the rational journey, Customer emotions, the subconscious experience and behavioral principles against Customer expectations
INFRASTRUCTURE
16.
Which of the following best describes the structure of your organization?
16. Which of the following best describes the structure of your organization? The organization is
  1. We are organized around our products and product lines
  2. We are siloed and organized around different functions
  3. We are matrixed, functions are pulled together to face the Customer
  4. We are organized around the Customer
17.
To what extent has the organization achieved a complete view of the customer?
17. To what extent has the organization achieved a complete view of the customer?
  1. Departments have no way of seeing Customer profiles and data history, as it is not captured.
  2. Each department can only see Customer data that they have collected or is relevant to them
  3. Through our CRM system, each function has a basic view of Customers e.g. profiles, with complete history of their past purchases and contacts.
  4. Through our CRM system, each department as a complete view of Customers e.g. profiles, indicating past purchases, interactions, hooks (likes & dislikes) and habits. We use this to predict Customer behavior.
CUSTOMER STRATEGY
18.
The organization has:
18. The organization has:
  1. no clearly defined Customer experience statement that everyone in the organization can articulate
  2. defined what the Customer experience should look like, but it hasn't been communicated or it is ignored
  3. clearly defined and communicated what experience the organization is trying to deliver
  4. defined and communicated the experience they are trying to deliver. They are looking at not just rational, but also emotional, subconscious and behavioral aspects
19.
In deciding where to focus your efforts on improving the Customer Experience, how are decisions made?
19. In deciding where to focus your efforts on improving the Customer Experience, how are decisions made
  1. We look at the Customer complaints data.
  2. We use correlation to find what correlates most to Customer loyalty.
  3. We ask Customers what is most important for them and work on it.
  4. We undertake sophisticated data modeling that looks at Customer behavior to find the drivers of Customer loyalty and Customer recommendation.
20.
Our customers are:
20. Our customers are
  1. not segmented
  2. segmented based on their size and amount they spend with us, or basic demographic characteristics
  3. segmented in a number of different ways in various departments, and there isn’t one set of segments that all people are aware of
  4. segmented based on needs, behaviors, and personas that have been created
21.
Which of the following best describes the type of conversation that your organization has on customer experience?
21. Which of the following best describes the type of conversation that your organization has on customer experience?
  1. We are deciding which Customer needs and expectations to meet and not to meet.
  2. We are deciding which emotions to focus on and evoke in different moments of contact.
  3. We are addressing some of the subconscious aspects of the experience, to be aligned with the intended experience and brand message.
  4. We are using behavioral science/consumer psychology when designing Customer experiences and how to predict Customer behavior.
Please ensure you have answered every question in the survey and entered a valid First Name, Last Name, and Email Address

Beyond PhilosophyCX Assessment Survey