Put the customer at the centre of your strategy, organization and capabilities.
- Learn what Customer Experience means for your company and how to align it with your commercial strategy.
- Understand how to structure your organization around the customer in practical steps.
- Make it work with real cases of adapting processes to customer centricity.
Table of Contents
- Peer reviews
- About eyeforpharma
- Table of Figures
- Executive Summary
2. What is CXM and why is it important?
- 2.1. CXM makes business sense
- 2.2. CXM in pharma can be life and death.literally
- 2.3. Small steps can give great competitive advantage
- 2.4. Management
- 2.4.1. Know yourself
- 2.4.2. Know your customer
- 2.4.3. Measure
- 2.4.4. Learn
- 2.4.5. Redesign
- 2.5. Experience
- 2.6. Customer
3. How is pharma doing CXM?
4. Achieving good CX
- 4.1. Driving cultural change
- 4.2. Measuring CX.a systemic process
- 4.2.1. CXM: data-driven, measurable and actionable
- 4.2.2. Driving business value
- 4.2.3. Advanced analytics to measure the effort
- 4.2.4. Processes for learning, action and redesign: A customer experience measurement system
- 4.3. Journey towards CXM excellence: incremental steps
- 4.4. Delivery of experience vs creation of experience: message, channel, and knowing the customer
5. Concluding remarks
6. Appendix: Methodology
8. Appendix: Figures and Tables
List of Figures and Tables
- Figure 1: Companies with higher Temkin Experience Ratings have more loyal customers
- Figure 2: Customer experience leaders outperform the market
- Figure 3: Relative NPS and growth rates of NPS leaders and laggards
- Figure 4: Five building blocks of Customer Experience Management
- Figure 5: Three elements of customer experience
- Figure 6: Relative importance of different customer segments
- Figure 7: Relative importance of different customer segments - percentage
- Figure 8: How far along is your company in achieving CXM?
- Figure 9: Where is your company between brand and customer?
- Figure 10: How do you know if your CXM has made improvements to the bottom-line?
- Figure 11: Net promoter system and culture change
- Figure 12: MAGERS 2015 AT&T presentation
- Figure 13: Three elements of measuring Customer Experience
- Figure 14: Measuring impact of CXM on business
- Figure 15: Leading-edge companies measure success differently
- Figure 16: Four main stages of the Customer Experience Management process
- Figure 17: Bain & Company's Net Promoter System
- Figure 18: Stages and steps of the Customer Experience Management process
- Figure 19: Four elements of the journey to Customer Experience Management excellence
- Figure 20: Framework for the journey to Customer Experience Management excellence
- Figure 21: Job/role of eyeforpharma benchmarking survey respondents
- Figure 22: Seniority of eyeforpharma benchmarking survey respondents