Committing to the transformation of Customer Culture is a strong decision that mobilizes and has a lasting impact on all the company’s employees. Without enough implication, the process is fragile and the change may turn out to be incomplete. Whether in the form of a kick-off, a seminar or simply a conference, a symbolic moment is often necessary to create the conditions for change and formally launch the project.

This is why organizing a Customer Culture Conference, in support of your words and messages, is often the solution for reassurance about the path to follow and for initiating the mobilization of teams.

Carrying out a diagnosis of your customer culture means finding out the state of the Relationship and Experience you offer your customers. Whatever the interaction channel, whether your customers are B2B or B2C, and whether you have a network or not, the diagnosis serves to identify where, when and how to make a difference.

When new customs, wherever they come from, become so many new standards in customer relations, when operational excellence is no longer enough, when crises overturn a market in a few days, making a difference, engaging and retaining customers becomes increasingly complex.

While operational excellence and customer relations remain the basis of the action, they are no longer sufficient. How can we go beyond? To do what ? And with what consequences for those involved in customer relations, those who embody it and bring it to life on a daily basis?

Defining a real customer experience strategy is essential to guide and fuel everyone’s action. From the formalization of a service ambition to have a single base of action to the identification of the attitudes that will characterize the interactions through the segmentation of customers and their expectations, the customer experience strategy determines the framework. to which everyone should refer to offer a truly unique and differentiating experience.

Your experience model is ready. It is powerful, it will make a difference, it will make you change dimensions. All that remains is to deploy it! This is the time to handle the change.

What if this is where the real difficulties begin? What if the impact of the transformations to be undertaken was too strong? The transition to action is the most sensitive point in a client experience transformation project. This is the moment when everything takes shape, when the teams on the ground take the full measure of what the project implies and asks of them.

This is where future success is shaped.

The design of the experience corresponds to the moment when strategy and operations come together. It is about imagining and defining the markers of the experience that you are going to offer and that your teams will have to appropriate. While formulating the strategy is a delicate act, it remains relatively simple to accomplish when guided well. But transforming it into a source of operational actions is much more complex. That is the whole point of this phase.

The strategic importance of the project and the depth of the transformation to be undertaken mean that the way in which the project is deployed must be as secure as possible. This is why a pilot is often necessary, both to finalize the conditions of the deployment and to anticipate how it will be received on the ground.

Change management is entering its final phase: deployment and management in the field. If mobilizing and getting the teams on board are the first challenges, the day-to-day action is another, even more delicate one. It is a question of comparing the experience model with the reality on the ground and validating that the deployment system works. This is the time for action, and the question now is whether the model is effectively deployed and whether the teams take it on board.