# data[].attributes.body
How transparent are our prices vs. competitor's?

How do our prices and margins make us vulnerable to a market disruptor?

How do our customers understand value - what do they look for?

What are the chances to improve customer perception of the value we offer?

# data[].attributes.body
CX advocates should keep price high on the agenda.
CX advocates should focus on:

Customer's perception of price - is the Customer seeing price in isolation or they measure it in use?  Segmentation can reveal the answer.

Bundle vs. menu pricing: the same difference between an All-Inclusive vacation and a road trip. Segment customers market to see who needs what.

Competitor's prices: Customers know there are many suppliers and compare them. Sometimes they do not fully understand the differences and go with the lowest price. It is therefore necessary to remind the customers how the prices might be higher, but the value they get is better when they choose our offer. To remind them of value, we must first create it. (see V in the SAVE Framework)

# data[].attributes.body
Prices set expectations: the higher the price, the more features and benefits the product is expected to provide.
Price as value booster: "You remember the quality after you have forgotten the price".
New trends in pricing: transparency, becoming more customer-centric using price.

Reducing costs:

Use price advantage to win market share and improve profitability

Get rid of distributors / 3rd parties

Charge more:

High prices can only be sustained if the product is perceived by the customer as "worth it"

High prices go together with branding and differentiation so the customer can perceive the company's and product's worth as unique

Sell more:

Sell more is sometimes possible when lowering product's prices, however this could lead to lower margins and profits

Shift the focus! Using the SAVE Framework

Solution (rather than Product): the emphasis is on solving the problem, rather than selling the product.
Access (rather than Place): access to customer wherever they are, virtually.
Value (rather than Price): customers care far less about the price than what value they get for their money.
Education (rather than promotion): promotion can be seen as manipulative. Trust is built over time in an educative way.

# data[].attributes.body
Do not put a label on people but, identify within reason which skills are best suited for each member.
Uncover growth: Ask your team "If you could you do something for the rest of your life, what would that be?" (visualise, contextualise, design, etc.). That is the key to have the best person for the job.
Discover growth: If some member of the team is not sure of their strengths, there are online resources that can be of help surfacing.
Enable growth: Thanks to knowledge and communication, new skills can be tailored for each individual and growth is always possible, with the right toolset and mindset!
Know your team, find their strengths because these will  ultimately and positively show in the business.

# data[].attributes.body
Create a formal group with a clear focus and agenda to bring internal advocates together - on a monthly basis

Some examples of pragmatically ambitious efforts:

Establish a formal program of advocacy: engaging workshops for all concerned teams to join efforts.

Planning: create a timeline of joint efforts, making sure it is transparent in execution and linked to actionable items for each member of the group.

Resource: ad-hoc interventions based on precise needs. The group should be able to deliver CXD thinking in a strategic way.

Communication: communication should be light at every step and not overwhelming for receivers, but customer-centricity must always be present. The group can create official reports or newsletters to be sent periodically or ad-hoc if needs be.

# data[].attributes.body
Brand tools: is there a comprehensive knowledge base in our internal pages, of which tools are used? if not or if the information is scattered, it can be created.

Advocate network: create a map of who or what team does what. This way, there won't be parallel efforts and cooperation can be made simpler.

Framework and tools: know where these are. Build repositories and document how to use them to grow teams' confidence.

CJM analysis: agree on and build a model for CJM analysis, in order to keep a standardised layout, and develop a similar methodology of work (for example, decide on how to carry out projects, which sets of methods to use for CJM analysis).

Concept maps of issues: if we do not know the issues, we cannot eliminate them upstream or at their roots. Create concept maps with very schematic categories that can be implemented across several teams.

# data[].attributes.body
Do we have different CJs for different customers that are important to the business? > Map different Cjs (consumers, SMB, Partners) according to releases, NPS, Satisfaction rate, etc.

How does technology affect the channels and touchpoints used for supporting CJs? > Map CJs based on the technology at hand (products on different platforms, to understand pain points and strengths)

How much visibility do we have across channels and how is this used to create more value and drive deeper engagement? > Liaise with teams that act on different channels to be shared processes and outcomes, for example, having group meetings, reports, etc. Ask them, what we can work on together to create more value.

# data[].attributes.body
Which system adapts to changes faster? Which ones are more conventional? > Map all systems in use and learn about their changes to define if they adapted or not in time.

Within any system, who provides the impetus to change and what's that person or group's incentive? > Map all people or groups concerned and their achieved goals.

To what degree has that person or group bought in the CXD? > Define what is the buy-in by seeing how CXD was applied.

What are the power networks that determine what information is considered and influence decision making? > Map the information to decision flow by person or group.

# data[].attributes.headline
KR1. CXD through systems and network approach

# data[].attributes.subject
KR1. CXD through systems and network approach

# data[].attributes.body
Which system adapts to changes faster? Which ones are more conventional?

Within any system, who provides the impetus to change and what's that person or group's incentive?

To what degree has that person or group bought in the CXD?

What are the power networks that determine what information is considered and influence decision making?

# data[].attributes.body
Internal CXD group

Centralize information

Enlist Soft Skills

# data[].attributes.body
Identify people that showcase these skills to help shift thinking:

Catalysers: born hosts and facilitators. High level of empathy, understand interpersonal dynamics and thrive on collaboration.

Contextualisers: they see the big picture, they zoom in to see how things are really connected in the business. They have access to lots of people and information. They are good with data and are uncomfortable with uncertainty because they are convinced the information exists, and they are invested into finding it.

Synthesizers: they tie insights from information and bridge strategy. They help going towards action and make sure there is path from value to needs. They are strong inductive thinkers.

Ideaphors: fearless, inspired and inspiring. Naturally creative, they pose difficult questions because they are not happy with the obvious.

Storytellers: great communication of compelling stories. They are empathetic and present the right objectives to the right audience, in an easy way to follow and remember.

Designophiles: they love good design, know the trends and standards and are able to talk to designers from a functional and executional perspectives.

Sequencers: procedural savants with a technical background. They see issues with a logical flow and keep the thinking based on feasibility.

Visualizers: they think visually, love to sketch to represent idea that anyone minimally coached would understand. They are familiar with design processes and they can provide a quick proof of concept for a product or service.

Unicorns!

# data[].attributes.body
Brand tools: know which tools the Brand uses to convert programs to CXD

Advocate network: know which people have the skills and expertise to tap into team's perspectives and begin the conversation on CXD

Framework and tools: know where these are. Build repositories and document how to use them to grow teams' confidence. These help classify best practices, failures and successes. It helps with the effectiveness within the business.

CJM analysis: know how to aggregate and evaluate information on customer's pain points, team's efforts, support.

Concept maps of issues: issues affect usually a cluster but without a map, they live in people's heads. People leave the business and nobody knows where the knowledge goes. People are not sure who to ask for help. Issues grow because nobody own them. Projects fail because of interdependencies that weren't acted upon or even acknowledged. Concept maps of issues intersect the CJF and often involve issues categorisation (red, orange, green), levels (general description, input-output, owner, timeline, status, idea/innovation network).

# data[].attributes.body
Create a formal group with a clear focus and agenda to bring internal advocates together - on a monthly basis

Some examples of pragmatically ambitious efforts:

Establish a formal program of advocacy: to create changes faster, to present CXD in discussions to get buy-in from groups, to engage in tasks to surface and clarify issues, resolving them.

Planning: the CXD group should identify and overall approach to issues that they see as risks for the business success. The approach can be applied to existing projects or programs.

Resource: CXD group members can be ambassadors and available to represent CXD thinking in teams, ad-hoc or permanently.  They can work on specific programs to adopt the framework and provide specific input on problem solving.

Communication: Creating and maintaining centralised information that disseminate frameworks, tools, best practices. This can be done with a more informal approach such as reports, newsletters, updates, etc.

# data[].attributes.body
What technology helps us to reduce costs and provides more value to the customer?

What technology that are important to our customer weren't yet adopted?

What are the benefits in engagement, retention and revenue?

What is the value chain? (from business model to the customer through new technology?)

# data[].attributes.headline
GOAL 2. Starting the conversation about CXD

# data[].attributes.subject
GOAL 2. Starting the conversation about CXD

# data[].attributes.body
How complex are the purchase decisions for new products and services?

What are the barriers to buy?

Where are these in the CJ and how do we help the customer get past them?

# data[].attributes.body
Which products or services do customers use together with ours?

What is the value hierarchy of our products vs from others?

What are the risks and weakness?

How do we change them to our advantage to engage the customer deeply and provide higher value?

What is the support provided in these cases and how fragmented is the customer's experience?

What is the potential for a customer to become a competitor?

# data[].attributes.body
What is the Brand's concept or meaning?

Do the products or services deliver value that reinforces the meaning of the Brand?

# data[].attributes.body
Do we have a CJ model?

When do customers stop buying and why?

What do we do when this happens? Is our response effective?

# data[].attributes.body
What is our differentiation strategy?

How do we know that it is working? (which metrics?)

How do we use it to define, design and deliver products and experiences?

How is this tied to our brand?

Do we have advocates?  Do we support them?  How do they become advocates for CX?

# data[].attributes.body
Do we have different CJs for different customers that are important to the business?

How does technology affect the channels and touchpoints used for supporting CJs?

How much visibility do we have across channels and how is this used to create more value and drive deeper engagement?

# data[].attributes.body
What keeps customers coming to our services?

How can we help them discover more value?

# data[].attributes.body
What is the most valuable part of our service for our customers?

What are we doing to grow value in those areas?

Is our strategy competitive and sustainable?

What's the warning sign we see if we do not see our strategy as advantageous?

How will we react in that situation?

What other areas of value could we introduce?

# data[].attributes.headline
How can we convince the customers that our product or service is valuable?

# data[].attributes.subject
How can we convince the customers that our product or service is valuable?

# data[].attributes.body
Do we really know our customers' needs or do we make assumptions?

Who are the most important customers?

Do we think that these needs are long term?

How is the work being done to ensure that customer comes first in the product? (marketing, sales, support)?

How do we measure customer's satisfaction?

How do we design our product in a way that truly reflects our brand and differs from other brands?

What do we use as a model for usable lifespan of the product? Do we engage with the customer through the CXF?

How do we make decisions if we lack information or we are uncertain about the future's needs?

# data[].attributes.body
GOALS How to create processes & collaboration in practice

# data[].attributes.body
Main activities (for CX specialist)

Sharing Views and Efforts

Auditing existing practices

Generating and extending value concepts

# data[].attributes.body
Does the customer know where to buy?

Does the customer know how to buy?

What information will be required to make a purchase?

What is the transaction process and what variables are involved?

How long will it take?

What has to happen between the transaction and receiving the product or accessing the service?

How long will the gap between purchase and use be?

What happens during that time?

# data[].attributes.body
1. Awareness
2. Consideration
3. Purchase
4. First Use
5. Ongoing Use
6. Discontinue
7. Recycle / Renew

# data[].attributes.body
Partners/Channels

IT Systems of Engagement

Marketing / Sales

Support /CRM

Finance / Ops

# data[].attributes.body
Customer Controlled

3rd-Party Controlled

Channel Controlled

Business Controlled

# data[].attributes.body
Needs

Rational thought process

Emotional thought process

Influences

Intended actions

# data[].attributes.body
The decision to buy a product or service. The final stage of the customer acting their needs. It usually covers the transaction until the first use.

# data[].attributes.body
The process of formalising needs and checking alternatives. This includes acting on or disregarding needs.

# data[].attributes.body
A customer becomes aware of a business, brand or service and they begin to realise that they have a need.

# data[].attributes.body
The process of disposing of a product and re-engaging with a service, perhaps through a new product.

# data[].attributes.body
The end of product of service use, because of obsolescence, business failure, lack of interest or perceived value, changes of their circumstances.

# data[].attributes.body
Regular ongoing use and emergency of new needs, problems that prevent realisation of expected value (through defects or lack of knowledge on how to use), sharing the experience with other people.

# data[].attributes.body
This is the customer's first unaided use of the product or service, where their expectations meet reality.