The reason I talk about my experience while talking about CXM, or what a customer experience manager is, is because CS and CX are not areas of choice. This is because it is a phenomenon of career growth that occurs as the work you are responsible for develops in depth and breadth, and it is also an experience that broadens the scope of your business. If you are currently thinking about business centered on customer experience and considering career development centered on customer relationships, you are a promising CXM candidate in the future. Because now our era has begun (^^) Now, the role of CXM is attracting attention and becoming important. Execution is important in a startup. In a startup, every action is learning, and customer feedback and actions become important clues to service growth. This is because CXM plays the role of communicating with customers at the forefront of service, finding and solving problems, sharing with internal members to carry out opinions, and reflecting them in the business.
In other words they are the elite warriors who are active in helping
CXM grow from an execution-oriented startup to PMF. So what is the difference Iraq WhatsApp Number Data between CS and CX? The CXM worldview connects business and customers through time. If the purpose of CS is to define and solve ‘now’ problems. CX is about completing the customer experience funnel where something in. The ‘past’ creates results in the ‘now’ and what needs to be done in the ‘future’. And the business grows healthily within this Möbius strip of growth. In a team, CXM acts like a cement that connects projects and issues, and is an entity that allows flexibility like slime between growth and direction. The role is to back up while being ahead, and to gain insight while taking care of the back. Core competencies to grow into the best CXM, Wheel of Operation From now on, we will point out the core competencies to grow into the best CXM. I call this Wheel of Operation This is because we create eight items in a radial pattern, and the higher each score is, the bigger and more solid the wheel becomes, allowing us to accelerate the growth of our company’s business.
Goal management and goal sharing
Do I accurately understand our company’s mission and vision? Am I being shared Luxembourg phone data with my company’s monthly quantitative goals? Are my team/company’s goals aligned with my KPIs? Section 2: Indicator Visibility Are we regularly receiving key performance indicators from our company? Do you have systems and processes in place to query the metrics you need? Are my work and achievements quantified and shared with my leader? Article 3: Organizational Flexibility Is my work flexible between projects and day-to-day work? Does our organization allow job changes within the company to be flexible and natural? As a CXManager, can ? Article 4: Customer experience management design Is ‘customer definition’ from a customer experience perspective by situation and type? Does our company define and continuously update the ‘customer journey funnel.