2b. Multiple Choice for Operationalized Strategy Flashcards
Question #1: Customer experience strategy should start with:
- Key drivers of NPS
- The company’s SWOT analysis (strengths, weaknesses, opportunities, and threats)
- Enterprise objectives for the fiscal year
- Capabilities that customers seek
Correct Answer:
Capabilities that customers seek
Explanation: The purpose of a company is to enable a capability that a customer is willing to pay for. Everything besides the customer’s sought-for capability is a byproduct, regardless of its importance stakeholders besides customers. Their interests have no bearing if customers’ interests are not served sufficiently.
Question #2: Customer experience strategy requires:
- All of these answers are true
- Alignment between customer experience strategy and corporate strategy, goals, structure, processes, policies, incentives, decision-making, and communication
- A well-thought-out plan for engaging everyone in the company to improve customers’ well-being
- Customer experience definitions, goals and passion shared by all members of the C-suite
Correct Answer:
All of these answers are true
Explanation: Strategy means shared viewpoints and aligned elements. When something is lacking alignment or shared outlook we often proclaim there was no strategy.
Question #3: Internal marketing of the customer experience strategy is vital to its success because:
- Every employee needs to understand what they can do to make a difference for customers
- Everyone in the company needs to be reminded of the strategy and its importance to the company’s success
- Customers’ realities should be shared frequently and in many different ways with all employees
- All of these answers reflect the importance of internal promotion of the CX strategy
Correct Answer:
All of these answers reflect the importance of internal promotion of the CX strategy
Explanation: Customer experience success is an ongoing moving target as various forces modify customers’ expectations over time, and as various changes occur in the company. A genuine CX strategy requires employees to ensure the company is aligned with what customers will reward. Constant education is vital to strategy success.
Question #4: Employee engagement in customer experience is an absolute essential of a CX strategy because:
- Happy employees cause loyal customers
- Employees should be aware of the company’s efforts in CRM, VoC, etc.
- Customer experience depends on customer-facing staff and partners
- Employees are integral to aligning the company with what matters to customers
Correct Answer:
Employees are integral to aligning the company with what matters to customers
Explanation: Everyone has a ripple effect on customer experience. One bad apple can spoil the barrel. As a journey map shows, cross-organizational teamwork and seamless experience are critical to success.
Question #5: Why is customer segmentation important in developing CX strategy?
- Focus on a primary customer segment focuses resources rather than trying to be all things to all customers
- Different customer groups have different expectations: loyalty comes from meeting or exceeding expectations
- Some customer segments have higher lifetime value than others: knowing this helps prioritize resources strategically
- All of the above
Correct Answer:
All of the above
Explanation: Without segmentation it’s harder to prioritize resources and efforts, and it’s harder to satisfy everyone.
Question #6: To create a branded customer experience you must:
- Register a trademark or patent for the experience the company has designed
- Drive distinctive customer experience consistency across locations, products, channels, and interactions
- Highlight the customer experience strategy in the company’s promotions and statements
- Feature customer testimonials about the company’s superior customer experience
Correct Answer:
Drive distinctive customer experience consistency across locations, products, channels, and interactions
Explanation: Branded customer experience is standardization of a distinctive expectation you will meet regardless of where or how your customer interfaces with your company.
Question #7: Effective ways to drive synergies and consistent CX strategy company-wide include:
- Customer experience council: representatives from every business unit, function and geography determine company-wide standards and drive performance accordingly
- Customer experience champions: influential representatives from each part of the company maintain their organization’s attention and performance on company-wide customer experience standards
- Cascading objectives: successive organizational levels must align their goals with the corporate goals
- All of these are effective ways to drive CX strategy
Correct Answer:
All of these are effective ways to drive CX strategy
Explanation: A combination of methods is best to maintain momentum amidst inevitable competing forces on the company.
Question #8: Customer experience management is strategic when:
- Executive listening sessions and a customer leadership council provide the framework for tactics
- Strong executive sponsorship of customer experience excellence is felt by employees at every all-hands meeting
- Your company’s NPS outperforms your industry
- Voice-of-the-customer, analytics, improvement, innovation, and engagement are closely tied together
Correct Answer:
Voice-of-the-customer, analytics, improvement, innovation, and engagement are closely tied together
Explanation: Strategic implies connectedness for synergy: CRM + VoC + Support + UX + Customer Success + all the other CX endeavors in a company. All other choices are positive, yet possibly short-lived.
Question #9: Which of the following statements best describes a strategy?
- An approach such as voice-of-the-customer
- An approach such as “customers business results come first” or “leapfrogging our industry’s norms”
- An approach such as technology integration
- Ownership of an initiative by a specific organization
Correct Answer:
An approach such as “customers business results come first” or “leapfrogging our industry’s norms”
Explanation: A strategy is executives’ shared vision of how to create value. Technology integration, initiative assignment, and data collection are too narrow; they’re tactics. As the primary source of a company’s funding, c-team’s shared vision about creating value for customers is a strategy.
Question #10: The main thing accomplished by showing every functional “what’s in it for me” in pursuing the customer experience strategy is:
- Improvement in employee morale as measured by the employee survey
- Setting the context for everyone to think and act for customers’ well-being first
- Following best practices of the adage “happy employees leads to happy customers”
- Establishing equality between customer-facing and non-customer-facing staff
Correct Answer:
Setting the context for everyone to think and act for customers’ well-being first
Explanation: Centering hearts and minds company-wide on your executives’ shared vision and aligned elements is what’s needed. Equality, job satisfaction, and morale are important, but may be insufficient in making a difference for customers, which in turn makes a difference for financials and stakeholders.
Question #11: The ultimate purpose of customer engagement is to maximize:
- Customer retention
- Net Promoter Score
- Customer acquisition
- Customer lifetime value
Correct Answer:
Customer lifetime value
Explanation: Lifetime value is the ultimate aim of any CX effort. Anything that detracts from growing lifetime value should be re-evaluated for a more customer-centric method.
Question #12: Which of the following is NOT a crucial part of CX strategy?
- Organizational adoption and accountability for customer experience performance
- Influencing senior leadership’s north star and internal policies, processes, reviews, and decisions
- Connecting VoC, lifetime value, culture and corporate strategy, CX improvement and design, internal and external engagement, and metrics and ROI
- Digitalization and CX technologies
Correct Answer:
Digitalization and CX technologies
Explanation: Think of every chapter in this course: the facets of CXM must be integrated and embedded into every group’s thinking and doing.
Question #13: What does “operationalize” mean?
- Streamline and digitalize customer experience activities
- The customer experience team reports to the Chief Operating Officer
- Routinize CX activities into the way the business is run
- All of these answers are true
Correct Answer:
Routinize CX activities into the way the business is run
Explanation: Before CX activities are operationalized, they are standalone efforts that risk discontinuation after changes in budget or roles.
Question #14: Why is SWOT useful in creating a strategy?
- It answers each stakeholder’s question: so what?
- All of these answers reflect usefulness of SWOT
- It’s a brainstorming tool toward shared vision
- It helps you evaluate and connect internal and external strengths and weaknesses
Correct Answer:
It helps you evaluate and connect internal and external strengths and weaknesses
Explanation: Instead of starting SWOT with YOUR ideas, start with customers’ comments about your external opportunities and threats, and then customers’ comments about your internal strengths and weaknesses. After that, add your own observations. By doing this, you may find a much higher degree of customer-centricity in your managers’ behaviors. You’re likely to discover important ways to differentiate your brand and drive higher growth by starting with your customers’ views.
Question #15: Which of the following is NOT a strategy?
- Executives’ shared vision of how to maximize value
- A plan of action designed to achieve a long-term or overall aim
- A plan for directing overall operations and movements
- A program
Correct Answer:
A program
Explanation: Look up “strategy” in the dictionary and you’ll see: master plan, grand design, game plan. You’ll see strategy defined as a plan of action designed to achieve a long-term or overall aim, or a plan for directing overall operations and movements.
Question #16: Why is it useful to focus your customer experience strategy on high-growth customers?
- It increases NPS faster than typical practices
- It is not useful; equal treatment of all customers is best
- Engaging high-growth customers influences all customers to engage
- Exceling with high-growth customers proves CX ROI
Correct Answer:
Exceling with high-growth customers proves CX ROI
Explanation: Trying to please customers equally dilutes CX effectiveness. The most successful brands have mastered core-growth CX first. As bandwidth of managers and budgets allowed over time, they expanded to meet the needs of other groups.
Question #17: Intentional customer experience is:
- All customers intending to rebuy and recommend, as your CX team goal
- Well-defined employee engagement in customer experience programs
- All C-Suite decisions guided by core-growth customers’ intended outcomes
- Well-defined customer engagement program
Correct Answer:
All C-Suite decisions guided by core-growth customers’ intended outcomes
Explanation: Intentional CX is executives’ basis for “steering the ship” = “north star” for running your firm.
Question #18: CX Champions are useful because:
- They reduce customer churn for each business unit
- They convert Detractors to Promoters
- They increase customer engagement
- They bring the CX strategy to life in each business unit
Correct Answer:
They bring the CX strategy to life in each business unit
Explanation: CX champions, also known as CX ambassadors, or CX liaisons, are people in each line of business and geography who help facilitate internal understanding and action on voice of the customer. Usually, they have a separate full-time job, plus temporary assignment as a CX champion.
Question #19: To lay the foundation for success of VoC, CX Design, CX Improvement, CX Engagement and CX ROI:
- Executives self-assess what’s out-of-sync between core-growth customer needs versus culture and strategy
- Technology budget must be approved, along with strong talent in CX digitalization
- Quick wins will generate the required executive support
- The CX team must report directly to the CEO
Correct Answer:
Executives self-assess what’s out-of-sync between core-growth customer needs versus culture and strategy
Explanation: When corporate strategy and culture are mis-aligned with what is important to core-growth customers, then all of your CX efforts will be handicapped toward achieving their potential ROI.
Question #20: What is the difference between mobilizing CX and operationalizing CX?
- Mobilize: digitalize CXM. Operationalize: automate internal workflows that serve customers..
- Mobilize: conduct CX programs. Operationalize: systematize CX efforts.
- Mobilize: extend CXM company-wide. Operationalize: apply CXM to external Operations activities..
- All of these answers describe the differences.
Correct Answer:
Mobilize: conduct CX programs. Operationalize: systematize CX efforts.
Explanation: Operationalizing is systematizing, or making your efforts a way of life in how your business is run. This means CX efforts are hooked in to existing rituals (agendas, approvals, criteria) and cadences (planning, reviews, accolades/corrections).
Question #21: What is the best role for the CX team?
- Create experiences that encourage engagement and loyalty
- Digitalize customer experience workflows and touchpoints
- Facilitate company-wide ownership of CX performance
- Champion year-long quick wins
Correct Answer:
Facilitate company-wide ownership of CX performance
Explanation: No matter how large your CX team or customer-facing staff, you can never guarantee excellent CX. Non-customer-facing groups are often the cause of poor CX, so it is best for the CX team to facilitate everyone’s ownership of CX performance.
Question #22: Tying CX to corporate strategy means:
- Ensuring consistency between brand values/promise and CXM tactics
- Highlighting the CX reasons for each of your CEO’s strategic pillar/objective
- All of these answers are true
- Influencing corporate strategy through VoC and your CXM strategy
Correct Answer:
All of these answers are true
Explanation: Business success is a 1-to-1 ratio between customers’ realities versus expectations. Everything your business does affects the numerator or denominator of this ratio.
Question #23: To operationalize CX strategy, you must describe how you will systematically bring this course’s topics to life. “Systematic” means:
- Set up a cadence and established method
- Establish roles and responsibilities
- Set up governance for accountability
- Automate and/or digitalize
Correct Answer:
Set up a cadence and established method
Explanation: Operationalize is routinizing CX as a way of life in your company. Likewise, your operationalized CX strategy makes all the topics in this course systematic by setting up a cadence and established method within the ways that your business is run.
Question #24: What is a customer experience roadmap?
- The service blueprint for deploying an ideal customer experience
- All of these answers reflect the definition of CX roadmap
- A timeline for CXM maturity milestones
- The overall customer journey map for all customer personas
Correct Answer:
A timeline for CXM maturity milestones
Explanation: A roadmap is a single page timeline that highlights significant developments. Journey maps and blueprints are tactical plans; they are subcomponents in a much larger strategy.
Question #25: What is the best way to demonstrate ROI of customer experience efforts?
- Benchmark NPS and other metrics to industry performance
- Contribution to financial ratios via saving time/resources both for customers and in serving customers, along with strategic use of resources, and increased customer spending
- Show significant year-over-year gains in NPS and other CX metrics
- Win awards for CXM achievements, and present case studies in conferences and webinars
Correct Answer:
Contribution to financial ratios via saving time/resources both for customers and in serving customers, along with strategic use of resources, and increased customer spending
Explanation: When you save time and money for customers, that is marketing/sales gold. It expands customer lifetime value. When CXM contributes to earnings per share, return on assets, and cumulative average growth rate, evaluation of your executives is positive and you’re achieving the best gains possible.
Question #26: If you are starting formal customer experience management in a firm, you should [XXXXXXX] in the first year?
- Emphasize Service digitalization
- Deploy the basics for all 10 CXM ROI building blocks
- Engage customers through human-centered design
- Setup VoC technology to identify priorities
Correct Answer:
Deploy the basics for all 10 CXM ROI building blocks
Explanation: Like every business initiative, it’s advisable to get the basics of people and processes in-play before investing in technologies. By planning the 10 CX ROI building blocks first, you’ll have the advantage of seeing the full picture of what’s needed before zeroing-in on any particular technology to determine a good fit with your specific situation.
Question #27: What is the role of a CX Council or Steering Committee?
- Strategy: assessing strengths versus weaknesses and envisioning the future for CXM
- Governance: influencing adoption and accountability of CX efforts
- All of these answers are appropriate roles
- Silo-smoothing: maximizing collaboration and minimizing disconnects
Correct Answer:
All of these answers are appropriate roles
Explanation: These 3 recommendations for CX Council role will remove roadblocks to CX success, toward the company’s alignment to customer expectations and achievement of almost-automatic CX excellence.
Question #28: Seeing your business as customers do, who are your competitors?
- All firms in your industry
- All solutions for a customer’s job-to-be-done
- Trend-setters such as Apple, Amazon, etc.
- Well-known brands within a customer’s geographic and economic reach
Correct Answer:
All solutions for a customer’s job-to-be-done
Explanation: Customers do not really care about your competitors. They care about their job-to-be-done. What is the ultimate outcome in their life or business that they are pursuing through your brand? What/who else may contribute to that outcome?
Question #29: Which of the following is NOT a success factor for CX business results:
- Real-time VoC dashboards for every manager of a Moment of Truth
- CX insights are a determinant of corporate strategy
- Funding cross-organizational collaboration of CX efforts
- Using lifetime value to prioritize and motivate CX efforts
Correct Answer:
Real-time VoC dashboards for every manager of a Moment of Truth
Explanation: Real-time VoC tends to generate short-term tactics and benefits. These practices correlated to growth in a study: LTV, cross-org collaboration, and CX influencing corporate strategy.
Question #30: What happens when CX strategy is mis-aligned to organizational strategy, goals and brand values/attributes:
- The gap between customers’ realities and expectations will widen
- Behaviors internally will not match behaviors externally
- Customers reject inconsistencies from their view of your brand essence, values, attributes (i.e. what your brand stands for in their minds)
- All of these are consequences of a mis-match
Correct Answer:
All of these are consequences of a mis-match
Explanation: Consistency is the basis of trust. Trust is the basis of relationship strength, which is the basis for lifetime value. Whenever your company behaves out-of-sync with customers’ expectations, it is costly to you.
Question #31: A full CX strategy includes a description of:
- Goals and projected expenses for Journey Mapping, Human-Centered Design, Service Recovery, CRM, and Customer Engagement programs/departments
- Tie-in to your CEO’s and customers’ goals, money at-risk or at-opportunity, who will do what when, how much it will cost, and targeted gain – for VoC/Intelligence, Improvement/Design, and Internal/External Engagement.
- Revenue growth plan from CRM, Service, UX, DX, VoC, HCD, and Loyalty
- Programs, costs, and targeted performance for the Net Promoter System (shifting Detractors to Passives to Promoters)
Correct Answer:
Tie-in to your CEO’s and customers’ goals, money at-risk or at-opportunity, who will do what when, how much it will cost, and targeted gain – for VoC/Intelligence, Improvement/Design, and Internal/External Engagement.
Explanation: All CX efforts can fit into VoC/Intelligence, Improvement/Design, and Internal/External Engagement. Showing tie-ins to goals of CEO and customers demonstrates strategic impact.
Question #32: When is the best time to launch a customer experience strategy?
- Anytime: the sooner, the better
- At the start of a new fiscal year
- The quarter prior to the strategic planning cycle
- All of these answers are excellent timing
Correct Answer:
All of these answers are excellent timing
Explanation: Daily movements in revenue and cost to serve customers indicates urgency to better manage these dynamics. The start of a new year, is a new mindset for managers, so this is a good time to introduce new habits. The planning cycle is your most strategic opportunity to shape managers’ thinking and doing, and how well your business is run in accordance with customer expectations.
Question #33: Why should cross-organizational efforts be planned in your CX strategy?
- Most customer issues are not caused by one organization alone
- All of these answers are true
- Creating customer value relies on multiple groups working together
- Seamless customer experience means journey phases are managed consistently across all organizations
Correct Answer:
All of these answers are true
Explanation: Like a body, it hurts when any part or subsystem out of sync with the rest.
Question #34: Your CX strategy should strive to balance efforts across:
- Resolving the instance of customer issues, preventing recurrence of customer issues, and preventing occurrence of customer issues
- Customer touchpoints and non-customer-facing groups (including partners and suppliers)
- Value-rescuing and value-creating, from both customers’ and investors’ viewpoints
- All of these answers are necessary balancing endeavors
Correct Answer:
All of these answers are necessary balancing endeavors
Explanation: Ultimately, your aim is almost-automatic CX excellence. This means everyone in your firm is in-tune, preventing issues and adding new mutual value.
Question #35: Which of the following is false?
- Mobilizing CX must be firmly in place before operationalizing, aligning, and embedding CX in your firm
- Aligning CX insights to each group in your ecosystem encourages them to align their thinking and doing toward closing CX gaps and generating CX value
- Embedding CXM into your company’s DNA (via rituals) is the highest CX achievement toward almost-automatic CX excellence
- Since very few firms operationalize, align, and embed CX strategy, your differentiation and growth can be significant by adopting these practices
Correct Answer:
Mobilizing CX must be firmly in place before operationalizing, aligning, and embedding CX in your firm
Explanation: It is possible to incorporate these in your first year of formal CXM: Operationalize, Align, Embed. It is wiser not to wait.
Question #36: What is the best interpretation of CXM as an ongoing flow, from VoC to Intelligence and LTV, to Culture and Corporate Strategy, to Design and Improvement, to Internal and External Engagement, to Retention, Loyalty, and Business Results?
- It maximizes value in each phase of the flow, and integrates the phases for synergies
- It is a useful concept, but it is missing CJM, AI, DX, and many other essential CXM components
- It is an organization design framework
- All of these answers are accurate interpretations of the CXM ROI model
Correct Answer:
It maximizes value in each phase of the flow, and integrates the phases for synergies
Explanation: CXM is not different from other fields, living organisms, constructed things, and laws of nature. Everywhere you look, there are concentric circles of something leading to something. We benefit greatly by recognizing this in CXM.
Question #37: What is a customer experience business case?
- Instilling a personal conviction among managers that the CX status quo cannot be tolerated
- Showing managers what they will gain by engaging in CXM and what they will lose by ignoring CX
- All of these are essential aspects of an effective CX business case
- Making the connection between customer outcomes and business outcomes crystal clear
Correct Answer:
All of these are essential aspects of an effective CX business case
Explanation: A business case is a data set and story that convinces managers to buy-in to a plan.
Question #38: What is the best description of the difference between a strategy and a program?
- A strategy addresses strengths, weaknesses, opportunities, and threats; a program is execution of the strategy
- A strategy engages all components of a field of practice, along with all players and resources needed to deploy it; a program is deployment of one component
- A strategy is an annual plan with budget, headcount, milestones, and quantified goals; a program is a milestone success factor
- A strategy is a vision for higher performance; a program is synonymous with strategy
Correct Answer:
A strategy engages all components of a field of practice, along with all players and resources needed to deploy it; a program is deployment of one component
Explanation: A strategy is holistic, and it commits hearts, minds, and resources toward its fulfilment. After that is established, it spells out how this will be done (budget, milestones, programs, etc.).
Question #39: Which statement is false?
- CXM strategy should select convenient aspects of this course’s other 4 topics: Metrics, VoC, Design, Culture
- CXM strategy should integrate all keys from this course: leading indicators, issue prevention, company-wide engagement, led by transformational VoC, all aimed at jobs-to-be-done and annuities
- Your CXM effort is not really strategy if it does not combine VoC, improvement, design, company-wide culture, and leading and lagging indicators
- The ultimate aim of CXM strategy is efficient fulfilment of customer jobs-to-be-done better than anyone/anything else
Correct Answer:
CXM strategy should select convenient aspects of this course’s other 4 topics: Metrics, VoC, Design, Culture
Explanation: Raise the stature of CX by educating your executives about its full scope and power.
Question #40: The best way to fast-track CX strategy success is to:
- Invest in customer engagement: personalization, apps, design of exciting experiences, agile feedback, etc.
- Keep the strategy focused on 1-2 things until quick wins prove value
- Point out how existing things help/hurt customers’ experience, and embed CX strategy deployment into existing things
- Invest in technologies that automate most customer touchpoints
Correct Answer:
Point out how existing things help/hurt customers’ experience, and embed CX strategy deployment into existing things
Explanation: Nuances in existing things are easier for people to absorb and adopt, in comparison to what they perceive as “yet another thing on their plate”. Traction increases radically when CXM becomes part of every process, policy, review, development, approval, handoff, and so on.