Creating a customer-centric culture is often thought of as central to CX. Ensuring employees – and the business as a whole – focuses on the exceeding the expectations of the customer makes absolute sense in today’s competitive market. 

Alongside improving CX techniques and investing in technology, empowering employees and having a focus on the employee journey can also have a significant impact on customer interactions in a retail environment. Given that retail staff are often the front-line in terms of customer interactions, treating them well can often have a significant impact.

The challenge is that CX leadership can have a limited impact on employee experience and their journey, and this conversation will consider:

• What impact can a strong employee journey have when it comes to delivering retail-based Customer Experience?
• How can CX leadership help influence the employee strategy, given this is often not their formal responsibility?
• How can you bridge the gap between head office and corporate strategy and front line-staff in retail locations, and ensure they feel part of the “bigger picture”?

Whilst the value of a strong focus on and investment into CX can be self-evident to those in the sector, defining this value to business leaders is often a challenge, and one which can inhibit the allocation of resources to this function. Likewise, whilst there are plenty of ways to measure the impact CX has (NPS, CSAT etc), often the impact of positive measurement on business growth is an area which can be difficult to define.

Translating the importance and impact of CX to a language understood by business leadership is a vital skillset for CX leaders to have if they want to continue developing their CX capabilities. Linking the existing metrics used in the CX space to areas such as ROI (and ROE) will inevitably lead to the critical senior-level support needed for projects, investment and the implementation of new technology, and this session will consider:

• How can you embed the role of CX within broader business decisions and demonstrate the importance of such an approach?
• Can the importance of CX always be boiled down to ROI, or is the value of CX’s impact more complex?
• How can you bring other groups (CDO / IT etc) onside when asking for their involvement in CX development projects?