Creating a better TX
To HGS, achieving a TX is all about meeting mutual goals and making better connections — among brands and customers, employees and employers, screens and humans, internal- and external-facing departments, and numerous devices.
Finding common ground — finding the win-win — during every transaction is essential.
Assign a chief experience officer (CXO)
A CXO, according to Masterclass, “Oversees and facilitates positive customer and employee experiences for their brands. They do so by creating personalized experiences….”
A smart CXO fundamentally understands human behavior and motivations. They recognize internal and external intersection points, facilitate cross-departmental collaboration, remove obstacles, and bridge gaps. They ensure that every department and every product, service, interface, and channel is both brand- and goal-aligned. They collect data to show where improvements are needed and innovate continuously to ensure customers and employees are equally empowered and engaged.
Clarify the vision, values, mission, and value proposition
A TX can better drive employee and customer confidence, satisfaction, loyalty, and advocacy – truly, a well-balanced TX is a CMO’s dream!
Planned and executed well, a TX can promote more holistic, brand-authentic interactions and experiences. TX delivery can demonstrate and communicate, through every human touchpoint, a company’s core values, differentiators and value proposition, and raison d’être. Painting a modern, captivating vision for the future and revisiting the company’s cornerstones can galvanize teams to think of the TX across all projects.
Develop a cross-departmental TX roadmap
Surveys and focus groups are important for gathering data. But journey mapping as a cross-functional team is an important exercise for building frictionless and agile solutions.
Prospects, customers, partners, employees, users, and products and services all benefit from journey mapping. Capturing qualitatively and quantitatively what everyone is doing at each step toward reaching a goal may be an easy way to flag gaps, friction points, and frustrations in the current state and to take note of hand-offs and linkages among departments that still need to be created.