Using Closed-Loop CX Processes to Change Organizational Culture
Popularized ROI examples from Customer Experience (CX) programs tout improvements made at the department level, typically representing quick wins with significant ROI for minimal investment.
- Changing the design of the bill or invoice to reduce customer confusion
- Changing legacy “business as usual” internal rules or processes that are no longer necessary
- Changing the “optics” of a step in the customer journey that negatively impacts customer perception
Less readily available are examples of how companies make CX a pillar of their organizational culture, allowing them to frequently outperform their competitors in revenue growth, profitability and market share.
The “inner loop” of the Net Promoter System® promotes that employees need to hear real-time feedback (positive, negative and constructive). Real-time feedback enables employees to execute real-time improvements to their actions. The inner loop is also a closed-loop between employees and customers, where employees follow up with the customers who provided feedback that requires action.
Learn More from Robert Half
Please join us to learn how Robert Half, the world’s first and largest specialized staffing firm, uses closed-loop CX processes to change organizational culture.
Date: August 18, 2016
Time: 1 – 2 p.m. ET
Presenter: T.J. Adler, Sr. Manager of Customer Loyalty, Robert Half
Moderator: Brian Koma, VP & CX Practice Leader, Verint Systems, Inc.
Description: Many world-class CX programs use closed-loop processes to improve customer loyalty and reduce churn, but there are also internal applications. Discover how staffing firm Robert Half uses closed-loop processes to drive a customer-centric culture within its more than 400 locations worldwide.
The post Using Closed-Loop CX Processes to Change Organizational Culture appeared first on Customer Experience Management Blog.
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