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How to acquire, retain and grow customers by improving their customer journey

by | Sep 30, 2021

The big idea: how do we create inspirational customer journeys?

Waymaker podcast: S1:E14

Customer experience is how we use the disciplines of sales, marketing and service.

We unpack the Seven Question’s in Waymaker’s Growth Framework on the Leadership Curve and what your organisation can do to create a valuable journey for your customers.

The Waymaker Leadership Curve To Create a Valuable Journey For The Customer

Listen & watch ‘CX Customer Journey | How To Acquire, Retain & Grow Customers’

(Keep reading on for more content.)

Transcript

CX Customer Journey

00:00
[Music]
00:02
welcome to leadership talk
00:04
the official waymaker podcast where we
00:07
explore how your organization can
00:10
achieve more by doing less
00:14
[Music]
00:21
welcome to leadership talk the official
00:23
waymaker podcast my name is craig and
00:25
with me as usual on the sunny gold coast
00:28
is stuart leo ceo and founder of
00:30
waymaker how are you mate fantastic
00:32
fantastic
00:34
dude that’s good well it it’s the
00:37
very last day of winter which i’m stoked
00:39
about because winter has kind of
00:41
semi-sucked
00:43
it’s kind of sucked for all the southern
00:44
states in australia it is yeah you’ve
00:46
been in lockdowns
00:48
as opposed to you i know who was out
00:50
about near jet ski on the weekend i saw
00:53
on social media the the great beached
00:55
whale was uh was on the jet ski and with
00:58
the kids having a ball of a time in
01:01
24 25 degree
01:03
celsius um blue skies
01:06
water’s warmish and it’s just
01:09
god’s promised land around here it helps
01:12
to live just south of the tropic of
01:14
capricorn
01:16
yeah that’s right that’s right
01:18
it’s um
01:19
it was actually so nice to actually get
01:21
get sunshine warmth salt air it just it
01:25
makes you feel alive it’s great yeah
01:28
there’s no segue i can really jump on
01:30
here um stu but i’m gonna just take us
01:32
straight into this episode that’s
01:33
probably a good idea
01:35
yeah the last the last um the last few
01:37
episodes we’ve been talking about
01:38
employee experience and we’re going to
01:41
start to dive into
01:42
customer experience
01:44
in this episode that’s right we’re
01:45
working kind of in reverse
01:47
around the seven questions on waymakers
01:51
growth framework the leadership curve
01:53
and those seven questions um
01:56
uh if we go in correct order um yeah uh
02:00
from
02:00
vision to market to i’m not giving you
02:03
exact questions you can jump and look at
02:05
those vision to market to strategy
02:07
to business model to customer experience
02:09
to employee experience to what actions
02:12
or goals shift the needle on the
02:13
business
02:14
and so you’re right with
02:16
four or five episodes ago we talked
02:18
about goals
02:19
we talked about leading and lagging
02:21
metrics we talked about good goal
02:23
setting and how goals create alignment
02:26
question seven is the most important
02:28
question um
02:30
which is what one two or three things
02:32
that if delivered in the next quarter a
02:34
half are going to shift the needle on
02:35
the business
02:37
and that really sharpens your focus on
02:40
okay
02:42
across
02:43
the business or the organization
02:46
and we we put that system of
02:48
of organization
02:50
into
02:51
six interconnected buckets or slices of
02:55
the pie so to speak
02:56
being employee experience customer
02:58
experience the business model
03:01
strategy market and vision
03:04
and
03:05
employee experience is all about how do
03:08
we acquire retain and grow the right
03:09
talent
03:11
customer experience which we’re talking
03:12
about today is all about how do we
03:14
acquire retain and grow customers
03:16
customers yep the business model is all
03:18
about how do we create commercial value
03:21
and build value out of pulling the parts
03:23
together and specifically what practices
03:26
and key metrics
03:28
um do we use
03:29
and strategy is all about how do we
03:32
find our competitive advantage and
03:34
position in market
03:36
and market is all about well what is our
03:38
market who’s our ideal customer and what
03:39
do they value
03:41
and vision is all about purpose what
03:43
problem do we solve therefore what
03:45
purpose do we have
03:47
and how does that achieving that purpose
03:49
daily reach us towards our ultimate
03:52
vision so
03:53
at the end of the day we want to help
03:56
leaders shift their teams
03:59
into the right behaviors to get from
04:02
here to there whatever there is for your
04:04
organization
04:06
and there we believe that
04:09
some of the old practices of the 20th
04:11
century are no longer relevant for the
04:13
21st century
04:14
and that we need to think differently
04:17
we need to think more deeply but we need
04:20
to be able to think more quickly whilst
04:22
thinking more deeply and the seven
04:24
questions actually
04:25
help you do that and the seven questions
04:27
are
04:28
baked into the diagnostic and algorithms
04:31
of waymaker so
04:33
we’re we’re one of the first um if not
04:36
the first
04:37
strategic management platform in the
04:39
world that has baked the thinking model
04:41
deep into the
04:43
algorithms and programmatic work that
04:46
sits inside
04:47
the tech
04:49
bringing skills and systems together
04:51
which is what the waymaker leadership
04:52
curve is all about
04:54
and today
04:56
that was a really long way to get to
04:58
today uh we’re all about customer
05:00
experience uh i was actually going to
05:02
say i was actually going to say well how
05:03
does how does cx fit into that
05:05
leadership curve and that framework but
05:07
you’ve pretty much
05:08
kind of summarize well yeah i think so
05:10
and see getting from a to b or a to z
05:12
from here to there um getting your
05:14
organization up that curve
05:16
is all about um
05:18
identifying what are the best practice
05:20
activities um and our leadership curve
05:24
there’s actually um eight of them
05:26
sitting behind that that master curve
05:29
identifies all the best practice skills
05:31
and systems and when you take the
05:33
diagnostic it measures you your
05:35
organization on those so you can
05:36
actually go oh wow they’re the things i
05:38
should do first
05:40
how does cx fit into the bucket well
05:43
um it’s our belief from research and
05:45
observation across business for the last
05:47
five or ten years
05:49
that there’s six things
05:52
that you’ve got to kind of keep in
05:55
balance as you get that organization
05:58
growing and scaling up the curve
06:00
those six things being vision market
06:02
strategy business models cx and ex
06:04
but the thing that keeps them in balance
06:07
is forward movement
06:09
um
06:10
you’ve got to have forward movement and
06:12
forward movement comes from action which
06:14
comes from goals so the seventh
06:17
thing is the thing that turns good ideas
06:19
into results which is action goals
06:22
so
06:23
every organization will at some point be
06:26
attacking this this area of customer
06:28
experience and trying to find
06:32
fit by going how do we systematically
06:34
and repeatedly acquire retain and grow
06:36
customers how do we improve that and
06:39
because
06:40
all organizations are not closed systems
06:44
they’re open systems i.e
06:46
things that happen around you and inside
06:49
you affect
06:50
you as an organization
06:53
then life can change by stuff that
06:56
happens on the inside and life can
06:57
change by stuff that happens on the
06:58
outside outside being customers market
07:01
technology politics governance
07:04
so keeping these six areas of the
07:06
business
07:07
in a state
07:09
and i think in the past we’ve talked
07:10
about in the body your body keeps the
07:13
systems in alignment through this thing
07:15
called homeostasis it’s it’s the way the
07:18
body stays healthy
07:20
keeping your organization healthy is
07:22
about keeping these six systems
07:25
in alignment and healthy
07:27
and customer experience is
07:31
i’m not going to say one of the most
07:32
important because they’re all important
07:34
but probably one of the biggest and
07:36
deepest areas it’s
07:39
not all parts
07:41
are as deep
07:43
as each other
07:44
but all when not right throw the
07:47
organization off kilter make you sick
07:49
and so customer experience is that part
07:52
that that system within the system of
07:54
the organization that is very deep and
07:56
it actually covers
07:57
sales and marketing and service um it’s
08:00
quite a deep area
08:02
well you mentioned sales and marketing
08:04
and normally like the whole idea of
08:06
acquiring retaining and growing
08:07
customers is
08:09
like the domain traditionally of sales
08:10
and marketing so why customer experience
08:13
yeah good question um
08:16
so let’s let’s put the waymaker
08:18
definition to this customer experience
08:20
is the unification
08:21
of sales marketing and service on on
08:24
technology in order to create
08:26
inspirational branded moments across the
08:29
customer journey so
08:31
that’s quite a big definition um yeah so
08:35
it’s it’s the unification of sales
08:37
marketing and service those disciplines
08:40
on a technology platform
08:43
to create inspirational branded moments
08:46
across the customer journey
08:48
so the big idea here is
08:50
how do we create a journey for our
08:52
customers that’s inspirational valuable
08:56
that draws them through
08:57
a
08:59
discovery consideration
09:02
purchase process
09:04
but also into a retention and a growth
09:06
journey to stay with you
09:08
and so customer experience is how we use
09:12
those disciplines of sales marketing and
09:14
service to do that
09:16
and
09:16
and so that’s that’s different that’s
09:19
technology has shifted the landscape
09:21
over the last 10 years
09:23
for every organization
09:25
on this
09:26
and so that thinking around customer
09:28
experience
09:30
it’s the culmination it’s that
09:31
synergistic outcome of sales marketing
09:33
service on technology creating something
09:36
bigger
09:37
and that’s that’s what we call customer
09:39
experience it’s all about acquiring
09:40
retaining and growing customers so if we
09:44
think about customer experience in that
09:46
light we’ve got to think
09:48
about not working as departments in
09:50
silos
09:51
but working as a product team or a
09:54
service team or
09:55
or a team
09:57
with the skills of sales and marketing
09:59
and service in order to draw that
10:01
customer through a journey and because
10:04
the customer journey
10:06
has changed so dramatically over the
10:08
last
10:09
five to 15 years
10:12
we have to bring in
10:15
elements of digital elements of
10:16
technology and we have to understand the
10:18
journey
10:19
as a distinct journey that’s that’s the
10:22
big shift and so
10:24
i think um
10:25
i think it was peter drucker and we love
10:27
drucker because
10:28
he’s you know the godfather of modern
10:30
business
10:31
and he had this famous quote uh around
10:34
marketing innovation um
10:37
we and i’ll read this because it’s so
10:39
good because the purpose of business is
10:41
to create a customer
10:42
the business enterprise has two and only
10:45
two basic functions
10:47
marketing and innovation
10:50
marketing and innovation produce results
10:52
all the rest are costs
10:54
marketing is the distinguishing unique
10:56
function of the business peter drucker
10:58
and i remember reading that 20 25 years
11:01
ago and being so inspired
11:03
as a young
11:05
young marketer business person
11:07
in grad school learning these early
11:09
skills
11:10
going wow that’s amazing
11:13
and i think today if he was to say that
11:16
he wouldn’t say marketing innovation
11:18
he would probably say
11:20
customer experience and innovation
11:23
and the reason for that is because
11:26
the term marketing
11:29
since the
11:30
60s 70s whenever whenever he said that
11:32
or wrote those words
11:34
has become so bastardized to mean
11:38
advertising and promotions
11:40
yeah marketing no longer means marketing
11:43
in
11:44
in drucker’s day
11:46
marketing
11:47
meant
11:48
the how do you acquire retain grow
11:52
customers using the skills of selling
11:55
communications service advertising
11:57
promotions distribution
12:00
you know the classic four ps of
12:01
marketing
12:03
and that’s where we need to think about
12:07
customer experience
12:08
and it’s it’s really
12:11
marketing 2.0 or 3.0 if you want to call
12:13
it like that
12:15
so i think when we say customer
12:17
experience
12:19
old-school marketers go hey that’s just
12:20
marketing new school marketers go oh wow
12:23
this new science of customer experience
12:26
not really it’s kind of just the same
12:28
thing repackaged but with a lot more
12:30
technology and i think that’s the big
12:31
difference um yeah and that’s the bit
12:34
that you highlight in your definition
12:35
it’s the technology element and how the
12:38
technology is used to engage that’s
12:40
customer because technology um is
12:43
is um the foundation of every discipline
12:46
in the business there’s
12:47
there’s ex tech there’s cx tech there’s
12:50
tech to understand communicate vision
12:52
there’s tech around business models and
12:54
strategy there’s tech everywhere in the
12:55
business
12:56
there’s no so no such thing as an
12:59
information technology department
13:00
anymore
13:01
um there’s just technology in every
13:04
department of the business and the point
13:06
we’re really trying to make here
13:08
is
13:09
this bucket of cx is all about the
13:12
science of unpacking the customer
13:14
journey and the beautiful thing about
13:16
life today is that we have so much data
13:19
around that journey
13:21
we can understand
13:23
the roadblocks and the steps and the
13:25
triggers so
13:27
customer experience is the science of
13:29
sales and marketing service and the tech
13:32
that supports those disciplines
13:34
and it’s about building teams in your
13:36
organization that aren’t marketing teams
13:38
or aren’t service teams or aren’t sales
13:40
teams
13:41
but our customer experience teams
13:43
because you need to deploy skills of
13:46
selling and deploy skills of marketing
13:49
and deploy skills of service at all
13:52
different points
13:53
along that journey and
13:56
you can’t you can’t just have
13:59
one discipline if i can if i can say
14:02
that say marketing or sales or service
14:04
functioning that notes and and that’s
14:05
why in today’s organization certainly
14:07
the organizations that win
14:09
and that uh are growing they think
14:11
differently in this space
14:13
yeah and this is why you’re talking
14:14
about the journey because like maybe
14:17
in the simplest terms we think about
14:20
like
14:21
a win as the sale of a widget or a
14:24
transaction that takes place right
14:25
that’s right as opposed to a win might
14:28
actually just be stepping the customer
14:30
along the next step that’s right
14:32
in the process and and that’s i mean
14:34
you go through any kind of 101 sales and
14:37
marketing training
14:38
and what all you’re taught and we we
14:40
shout this manchester all the time
14:43
all you’ve got to do is
14:46
communicate or sell to the next step of
14:47
the journey that’s all you’ve got to do
14:50
i jokingly always talk about this is the
14:52
dating game
14:54
nobody
14:56
gets married on the first date and
14:59
if you do it’s generally not the one
15:01
you’re on a sick guy that’s right it’s
15:04
genuinely not the type of person you
15:05
want for life
15:08
you
15:10
you must
15:11
learn and understand and get to know
15:13
there’s a journey to go through there’s
15:15
milestones there’s first date second
15:17
date um you know we’ll stop there
15:19
because we could just go totally off the
15:20
rails
15:22
but
15:23
the customer is in in this constant
15:25
state of um enticement and journey
15:29
and and so you’ve got to understand how
15:31
do we
15:32
how do we bring awareness to them that
15:35
we have a solution to their problem
15:38
how do they consider that are they
15:40
already problem aware or not problem
15:42
aware in the marketplace
15:45
what is it about our product or service
15:47
that solves their problem and how do we
15:50
understand
15:51
their
15:53
discovery and consideration and buying
15:56
journey
15:57
and what are the specific roadblocks
15:58
along that journey and how do we make it
16:00
easy and that’s
16:02
that ultimately
16:05
unlocks new opportunities across the
16:07
business and
16:08
businesses like uber have looked at
16:12
industries where
16:13
people haven’t done that for many many
16:15
years because the technology wasn’t
16:18
there or whatever and gone wow we could
16:21
we could remove so much pain
16:24
in the in the taxi journey
16:26
if we actually redesigned the customer
16:28
experience and
16:30
if you do that what does the rest of the
16:31
business look like and so
16:33
customer experience is about saying that
16:35
how do we identify roadblocks
16:37
how do we remove those roadblocks and
16:40
how do we make that journey smoother and
16:42
smoother to purchase and repurchase
16:45
consistently and and so it’s a
16:48
that’s why the waymaker leadership model
16:49
is a continuous improvement model it the
16:52
the acquisition retention process you
16:54
have today might be good you might be on
16:57
the journey to great
16:58
but you’ve you’ve got to be continuously
17:01
removing those roadblocks and maturity
17:03
comes when when those processes skills
17:06
and systems are smooth
17:07
to easily acquire through consistent
17:10
repetitive
17:11
systems and processes
17:13
um
17:14
i actually want to show a clip here
17:16
um and it’s actually nothing to do with
17:19
business
17:20
um but it’s everything to do with
17:22
identifying roadblocks in a journey
17:24
let’s throw to it now poor specker for
17:26
example who beat me the first three
17:28
times we we played because this serve
17:30
was something the game had never seen
17:32
before i watched tape after tape of them
17:34
and
17:35
and stood across the net from them about
17:37
three different times and i started to
17:39
realize he had this weird tick with his
17:41
tongue i’m not kidding he would go into
17:43
his his rocking motion his his
17:46
same
17:47
routine and just as he was about to toss
17:49
the ball he would stick his tongue out
17:51
and it would either be right in the
17:53
middle of his lip
17:54
or it would be to the left corner of his
17:56
lip so if he’s serving in the deuce
17:58
court and he put his tongue in the
18:00
middle of his lip he was either serving
18:02
up the middle or to the body
18:05
but if he put it to the side he was
18:07
going to serve out what the hardest part
18:08
wasn’t
18:09
wasn’t returning a serve the hardest
18:11
part was not letting him know that i
18:13
knew this
18:14
so i had to resist the temptation
18:16
of reading his serve for the majority of
18:19
the match and choose the moments when i
18:21
was going to use that information
18:23
on a given point i told him at
18:26
oktoberfest we went out in oktoberfest
18:28
in germany and had a
18:29
had a pint of beer together and
18:31
and i couldn’t help but say by the way
18:33
did you
18:34
do you know you used to do this and give
18:35
away sir
18:36
he uh he about fell fell off the chair
18:40
and he says i used to go home
18:43
all the time and just tell my wife
18:47
it’s like he reads my mind
18:50
how how good is uh is andre agassi in
18:54
that
18:55
that’s so good and
18:57
yeah and how good was the tongue
19:00
i think
19:01
i just i love i love the story and i
19:04
love the story um
19:06
you just want to be the fly on the wall
19:08
when um andre akasi is telling boris
19:13
about how he worked out to return serve
19:16
and and i think um you know
19:18
if you’re listening you’ve figured out
19:20
the relationship here
19:21
um yeah andre i guess he had a problem
19:24
um you know i grew up watching um agassi
19:27
play tennis and
19:28
um boris play tennis and they were
19:30
heroes of our era
19:33
generation x i’m going to say maybe yx
19:37
and
19:38
uh i love the fact that agassi stopped
19:41
and he goes i can’t
19:43
i just can’t beat i just can’t beat his
19:45
serve
19:46
um why can’t i beat his serve
19:49
and and the the first thing he did was
19:52
he identified the roadblock to winning
19:54
against boris
19:56
um
19:57
and so which was
19:59
to beat his servant
20:00
yeah he yeah so
20:02
and that’s actually half the problem and
20:05
and we stress this so much in our
20:07
um in our growth framework um
20:10
you know what’s the problem to solve
20:11
what’s the roadblock the weekly
20:13
discipline of coming together and
20:15
identifying roadblocks against your
20:16
goals
20:17
[Music]
20:19
and so the first critical thing agassi
20:22
did was actually get clear on the
20:23
roadblock he goes actually that’s my
20:25
genuine roadblock
20:27
so what did he do
20:28
um
20:29
lesson number two he stepped back and he
20:31
goes
20:32
all right i’m going to just watch hours
20:34
and hours of my
20:37
my competitor my customer and my
20:39
opponent
20:40
serving
20:42
and so he did his research and
20:45
and i think that’s the genius of
20:47
agassi coming through it’s not just the
20:49
brawn and the muscle and the physique
20:52
on on the court he’s the thinking mind
20:56
[Music]
20:57
which leads to unlocking the problem
21:00
because he suddenly
21:02
identifies a tell a trigger point a data
21:05
point um yeah and and all of our
21:08
customers have those um
21:11
there is something
21:13
the process to identify is
21:15
is
21:16
observing and listening and
21:19
so he first of all he identifies the
21:21
roadblock secondly he identifies the
21:23
trigger point the data point
21:26
thirdly he turns that insight into
21:28
intellectual property
21:30
yeah he now has ip
21:33
he can use on court
21:35
to beat boris
21:38
and that ip is turned into a practice a
21:42
a thing he does we’d call that a
21:44
practice in our model a part of your
21:46
business model it’s it’s something that
21:48
you do
21:49
as a part of your business model your
21:52
game play
21:53
that reinforces competitive advantage
21:55
and in doing that
21:57
he he could now unlock the chance to get
21:59
to the next uh the next step of the
22:01
journey which was returning serve and
22:04
ultimately he knew that he could he
22:06
could win on the return of serve more
22:07
often than not
22:09
so this key
22:10
unlocked the capacity to win
22:12
it was a really critical milestone and
22:14
so i just i love that he actually says
22:16
in that he goes
22:18
uh i had to actually kind of let some go
22:21
like just so that it didn’t look like i
22:24
knew what he was doing like he so he had
22:26
to choose which points he wanted to win
22:29
isn’t that an amazing good position to
22:31
be in
22:32
isn’t it isn’t it i better lose a couple
22:34
otherwise i’m going to give the game
22:36
away that’s right and that’s i mean
22:38
that’s that’s true in sales and
22:40
marketing um
22:42
you know
22:43
i love sitting and talking to really
22:45
good sales people and marketers i learn
22:48
so much
22:49
and one of the things you learn is their
22:51
innate ability to know when they’re
22:53
going to win that deal
22:55
and and they know
22:57
so early on in the process often
23:00
because
23:01
the they’ve identified the trigger
23:03
points and the characteristics of that
23:05
ideal deal
23:06
and
23:07
and they know they’ll make it happen and
23:09
that infuriates
23:11
often young marketers and and managers
23:14
because they’re like no no treat
23:15
everybody the same and do everything the
23:17
same and and the more experience you get
23:19
you quickly learn where should i invest
23:21
time and where should i not invest time
23:23
um and
23:25
these tells these trigger points unlock
23:27
those duty yeah
23:28
i just think that’s an amazing story i’d
23:30
love to have been a fly on the wall um
23:32
listening to when he eventually told him
23:35
um and and revealed it now and so i if
23:38
there’s anything out of today’s episode
23:41
um
23:42
it’s
23:43
it’s it’s that customer experience is
23:46
the science
23:47
of understanding those tells throughout
23:50
the journey
23:52
and as you build up your playbook of
23:54
tills you design and deliver content and
23:57
services
23:58
to make it easy to respond to that tell
24:02
that that is all this process is and all
24:04
we’re doing is using the skills of sales
24:07
and marketing and service and digital
24:08
tech
24:09
to effectively do that more often and so
24:12
the practical thing for teams
24:15
yeah is
24:17
to forget about marketing departments or
24:19
sales departments or service departments
24:22
you might have teams within teams but to
24:24
think about journey management and
24:27
who owns what part of the journey and
24:29
how
24:30
how do we use people in tech to manage
24:33
that journey really well
24:35
so that we understand how to get people
24:38
through that journey and the second
24:39
thing so the first is
24:43
let’s not think about departments let’s
24:44
think about journey management
24:47
and who owns what stage of the journey
24:49
and what tells us when handoff is
24:52
and then secondly
24:53
is the science of continuous improvement
24:55
on that
24:57
what goals exist across that journey and
24:59
how do we continuously improve on making
25:01
that better how do we think like agassi
25:04
going how do i unlock the serve how do i
25:06
unlock this serve for this type of
25:08
customer
25:09
and when you think like that every
25:11
quarter you’ll be focusing on improving
25:13
each step of the tuning
25:16
i was going to say it’s in this approach
25:20
it’s probably
25:22
easier
25:23
to find that you have advocates before a
25:25
transaction has actually even taken
25:27
place
25:28
um
25:30
here’s my example
25:31
so
25:32
for example um
25:35
let’s hypothetically say i’m talking to
25:36
my to a real estate agent who’s
25:39
constantly been in conversation with me
25:41
for like forever about the sale of a
25:43
house yes um
25:44
and
25:45
because we’ve developed a rapport
25:47
because they’ve tracked me through that
25:49
process it’s inevitable
25:52
like that um at some point we’re going
25:55
to sell our house through that
25:57
agent yes because of the rapport and and
25:59
so
26:00
they’ve actually developed an advocate
26:02
long before a transaction has taken
26:03
place
26:04
yeah and and you’re right and this this
26:06
is probably a whole other episode but
26:08
i’ll do it in 30 seconds we build trust
26:10
by solving small problems on the journey
26:12
to the big problem
26:14
and so when
26:15
when trust is built through the small
26:18
things on the journey
26:20
when when when you’re considering okay
26:22
who will i list my home with which agent
26:25
already that agent because they’ve
26:27
solved small amounts of trust along the
26:30
buying journey by the time you’re ready
26:31
to make a decision
26:33
other people who may be better who may
26:35
have better outcomes
26:37
don’t have the trust levels that have
26:39
been built up
26:41
and so
26:42
so the value in in the relationship
26:45
isn’t there and so yeah you’re exactly
26:47
right so there’s a
26:49
it does make you think differently about
26:52
the journey steps
26:54
it does force you to go what are my
26:56
trigger points along the journey and how
26:58
do i create value
27:00
so practically
27:04
you can
27:05
jump into waymaker academy
27:07
and you can download
27:09
customer experience resources just
27:11
search
27:13
at waymaker.io
27:15
and most importantly
27:17
if you take
27:19
the waymaker diagnostic
27:21
look at your results on the diagnostic
27:24
for cx sales cx marketing cx service
27:28
and it’s one of the deepest meatiest
27:30
elements of the diagnostic and you will
27:32
find growth gaps areas where in your
27:36
business you need to build maturity and
27:38
strength in order to lift that skill um
27:41
and you’ll get that in 15 to 20 minutes
27:43
so that’s that’s probably the most
27:45
practical thing you could do uh coming
27:48
coming out of this podcast
27:49
awesome waymaker.io
27:52
for those that are looking for the url
27:54
stu always a pleasure
27:56
let’s chat more
27:58
about how to achieve more
28:00
by doing less in the next episode
28:03
[Music]
28:12
[Applause]
28:14
[Music]
28:19
you

It’s all about how we acquire, retain and grow customers

Across organisation’s, we organise their business into six interconnected buckets – or slices of pie as we like to call it. These include…

  • Vision
  • Market
  • Strategy
  • Business Model
  • Customer Experience
  • Employee Experience

In the end, it’s all about how we acquire, retain and grow the right talent.

To help you do this, the Waymaker team are well versed in helping leaders shift their teams into the right behaviours to get them to their end goal which is continuing to grow their businesses profitability.

Gone are the days…

Some of the practices businesses used in the 20th century are no longer applicable to the 21st century. We need to start thinking more deeply and differently to the way we reach our consumers.

Waymaker’s Seven Questions help you do that. They are backed into the diagnostic and algorithms of Waymaker.

When you take the Waymaker diagnostic, it measures your organisation on practice skills so as a leader of your organisation, you can work out what area you need to work on first.

We all be tackle customer experience at some point

It’s our belief that from research and observation across many businesses from the last five to ten years that there are six things that you need to keep in balance to maintain customer growth. As your organisation grows and scales up the curve, those six things must stay balanced.

Strategic alignment in Waymaker.io

Every organisation at some point will be attacking the area of customer experience. Trying to find fit by understanding how they systematically and repeatedly acquire, retain, and grow customers. There is an underlying notion of how we continue to improve that.

It is important that these six areas of the business are kept in a state of alignment and are healthy.

Why customer experience?

Customer experience is the unification of sales, marketing, and service on technology to create inspirational branded moments across the customer journey.

The customer experience is not about working in departments in silos, but working as a product team, or a service team, or a team with the skills of sales, marketing, and service to draw that customer through a journey.

The customer journey has dramatically changed over the last 5 to 15 years. We have had to bring in digital elements of technology and we must understand the journey as a distinct journey and that’s the big shift.

Peter Drucker, Austrian-American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation has inspired the Waymaker team on the way they view the customer experience.


“Marketing is not a function; it is the whole business seen from the customer’s point of view.”

— Peter Drucker

The customer journey has evolved

The customer journey has evolved as there is now a large technology element and how technology is used to engage. Technology is used to engage because it is the foundation or every discipline in the business world.

There is technology to understand all seven questions of the framework.

There is no such thing as the technology department anymore. Now, technology permeates every department of the business.

There is science around unpacking the customer journey

The CX bucket is all about the science behind the customer journey. There is so much data around the consumers journey. We can understand the roadblocks, the steps, the triggers and so much more.

Customer experience is the science of sales, marketing, and service and behind that is technology. It supports those disciplines and it’s about continuing to build the teams in your organisation that aren’t just marketing, sales or service teams, but customer experience teams. You need to deploy skills of selling, marketing and service at all different points along the consumers journey.

You don’t want to just limit that to three departments.

It’s all about delight

For the customer, life is hard enough already. We are here to solve a problem. So, the journey needs to understand how to bring awareness of your product/service to them and that you are there with a solution to solve their problem.

Customer experience is about saying…

“How do we identify roadblocks?”

“How do we make that journey smoother to purchase and repurchase?”

But how do you do this?

The Waymaker Leadership Model is a continuous improvement model. It’s known as the acquisition retention process.

You have to understand and know how to continuously remove the roadblocks in the consumers way. Once you have the processes, skills and systems in place, it is smooth sailing from there on out. It becomes easy to acquire consumers through consistent, repetitive systems and processes.

We can’t stress this enough

To drive valuable customer growth, you need to…

  • Understand the problem that needs to be solved
  • Know what the problem is that needs to be solved
  • The roadblock inhibiting the consumer
  • The weekly discipline of coming together
  • The roadblocks against your goals

As you build up your playbook of tills, you design and deliver content and services to make it easier to respond. And, you’re going to do this using the skills of sales and marketing and service and digital technology.

Start building a valuable customer journey for your organisation

  1. Jump onto Waymaker Academy
  2. Download customer experience resources
  3. Take the Waymaker Diagnostic
  4. Look at your results for CX sales, CX marketing, CX service

You’ll find growth gap areas where in your business you need to build maturity and strength to lift that skill.

Don’t forget to sign up for a free 30-day trial.

By <a href="https://waymaker.io/author/stuart-leo/" target="_self">Stuart Leo</a>

By Stuart Leo

Published on September 30, 2021

Stuart is the CEO & Founder of Waymaker. Stuart is a passionate believer in helping people find their organisation's true north and giving them the tools to get them there. When not exploring new ideas in leadership and management, Stuart is with his family exploring the beautiful regions, islands and coast of Australia.

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