💬  10 Days with Jay: Q&A with Jay Choi, General Manager of Research Core | Q&A | Experience Community
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💬  10 Days with Jay: Q&A with Jay Choi, General Manager of Research Core | Q&A

  • February 18, 2019
  • 51 replies
  • 190 views
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51 replies

JayC
Qualtrics Employee
  • JayC
  • Qualtrics Employee
  • March 13, 2019
> @Cenzi said: > Jay > > How can I get the most out of my dual subscription to CX and EX? > > Want to show how my staff metrics impact my customers experience but not sure where to start. > > Adam This is a great question, Adam. I’m glad you recognize the importance of marrying EX and CX, because how we treat our employees very often directly impacts customer experience. There is a lot of theoretical analysis on this, but I thought I would give one of the more pragmatic examples I had seen. One of our customers is an automotive company who has both CX and EX. At first, these were separate programs run independently at the company. When they first got their CX program, they correlated it with sales data and found a strong correlation between CX and dealership sales. The dealers with the highest sales also had the highest CX scores. They then took this analysis further and found that the dealerships with the highest CX had the highest employee engagement scores. While that was a powerful insight, I was really impressed by how they operationalized that insight. Here are a few things they’re doing: 1. Aligned their CX reporting to their EX reporting - particularly around customer facing teams. Now managers can see their CX dashboards filtered in the same manner as their EX dashboard. 2. Increased the frequency of the EX pulses to quarterly, because annual measurement didn’t allow them to track changes and intervene with their teams. 3. Held weekly standups on their CX score. They literally sit around the table with every department in the dealership represented and solve problems in the moment And took immediate action on key EX issues: * Regular Trainings * Sales programs * Holding managers accountable for engagement on their teams Taking these simple actions completely changed the culture of the dealership. Customer-facing Employees could see that the organization was taking real action to improve their engagement and addressed many of the issues they faced. They could also see immediately that the organization was taking CX seriously through their weekly standups. By seeing that the organization was measuring and managing each of these elements, it drove a cultural shift and, impressively, even created a sales lift.
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