artigo: como se tornar o VP de customer experience
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================== Good Experience - 2 Sep 04 ======================
By Mark Hurst
Subscribe for free: e-mail update@goodexperience.com
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Thursday, September 2, 2004
- How to Become the VP of Customer Experience
- Job Opening: Sun Microsystems
- This Is Broken: recent entries
- Worth a Look
- Fun Stuff
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How to Become the VP of Customer Experience
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I occasionally get asked how one should go about becoming a customer
experience practitioner. Which universities teach customer
experience management? Should they take a master's degree course in
usability, information architecture, or a related field?
I can only answer from experience: most of the people running the
top websites we've worked with do *not* have a degree in usability, human
factors, or any related field. Creative Good has relationships with the
site owners of over 100 of the top sites on the web - as I write this, I
can't think of a single owner who holds such a degree.
So, here are my steps for becoming the VP of Customer Experience in your
organization:
1. Don't leave the company to get a degree in usability or human
factors. Instead, start your customer experience career in the
organization where you are, in your current position.
2. Learn your company's business, top to bottom. An MBA *might*
help, but plain old common sense and smarts are a lot more valuable. Learn
the company's strategic challenges, competitive environment, and prospects
for growth. Form a hypothesis about where customer
experience improvement could make the most impact.
3. Learn who the customers are - or at least who the stakeholders
consider them to be. In particular, think about which customer
segment is best to focus on, in order to create the biggest impact through
customer experience. Do this by interviewing the marketers, product
developers, and other stakeholders who have ideas (and
previous research) about which customer types they're selling to. Be aware
of inconsistency; different stakeholders often have different ideas about
who the customers are.
4. Drum up support for customer experience work within the
organization. Find stakeholders who care about raising business
metrics; find peers who want the organization to be more
customer-centered; find junior employees who want to get experience in
this sort of work. Your interviews in step 3 can help.
5. Conduct listening labs in order to view customers using the
service in a non-directed environment. Invite as many stakeholders as you
can; the more attendees, the more impact these labs (and the ad-hoc team)
will have. Your observer-invite list comes from step 4.
6. Form an ad-hoc team from the stakeholders who attended the labs and
want to do more. Hold biweekly meetings (some could come after informal
labs) to assemble analyses, todo lists, and "starting
point" metrics to show where the company's service (or website,
product, etc.) stands today.
7. Embark on a "skunk works" project with this team to improve one small
aspect of the service. Make sure it's measurable, tied to a
business metric, and that you have the starting point metric with
which to compare the end result.
8. Based on listening lab results, suggest appropriate changes to
the decision makers - the people who can get changes pushed through the
site or service. Hint: If they were at the labs, your chances of success
increase tenfold; they may, in fact, already be working on the fix to the
problem they observed at the labs. If the stakeholder didn't attend the
listening labs, don't expect much help.
9. Measure the results of this initial project by monitoring the
target metric in the biweekly meetings after the project finishes. If it
shows a significant rise (as it should), estimate the value to the
business. Prepare to present your findings.
10. Call a meeting of stakeholders, executives, and the ad-hoc team. Show
the attendees (a) the measurable business results of the
project, (b) the steps you took to attain them, and (c) why the
company should invest in doing more customer experience work in the
future. Remember to lead with the *business results*; that's the
point of the project.
Now, I won't guarantee that after step 10 you'll instantly be
sitting in the corner office with "VP, Customer Experience" on your
polished-brass nameplate. Some of our clients *have* made that
happen, after a customer experience project or two; a couple have
even become the site owner; but I'll admit that such a quick
transformation is rare.
What I can guarantee is that if you form an ad-hoc team, and conduct one
successful project (however small) and publicize it, the
organization will want to invest more in customer experience. And
that can only benefit you, the other team members, the customer, and the
company as a whole.
Permanent link to this column:
http://www.goodexperience.com/blog/archives/000043.php
Discuss this column online with other readers:
http://www.goodexperience.com/scgi-bin/mt-comments.cgi?entry_id=43
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Job Opening: Sun Microsystems
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Company: Sun Microsystems
Title: Chief Information Architect
Location: SF Bay Area or Denver, Colorado
Sun seeks an experienced, talented and energetic Chief Information
Architect to lead continuing UE innovations on our external web
sites and portals. Requires: Proven experience with large commercial
sites, nimble vendor management skills, strong group collaboration skills.
6+ years experience
Full posting at: http://tinyurl.com/4eulv
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This Is Broken: recent entries
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Recently in This Is Broken - http://www.thisisbroken.com
- Matchbox label
- Milkbones package
- Backward elevator buttons
Interesting discussion about those elevator buttons...
http://broken.typepad.com/b/2004/08/backward_elevat.html#comments
Send in your entry: broken@goodexperience.com
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Worth a Look
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Re the column "Packaging is not Customer Experience", reader
Robert Moss points us to a CNN article on new product packaging:
http://money.cnn.com/2004/08/04/news/fortune500/product_packaging
Packaging is not Customer Experience (July 6, 2004):
http://www.goodexperience.com/blog/archives/000033.php
Collection of operating system interfaces over the years:
http://toastytech.com/guis/
Holiday e-commerce ideas from 37signals:
http://www.37signals.com/holiday/
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Fun Stuff
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"Poorly-drawn cartoons inspired by actual spam subject lines":
http://spamusement.com
Transformers break-dancing (thanks to memepool.com for the pointer):
http://www.wilenkin.com/transformers/Video_player_06_content.html
Not updated recently, but the archives are interesting/weird/gross - not
for the faint of stomach (or eye). "The most bizarre items found for sale
on internet auction sites":
http://disturbingauctions.com
RealAudio of many of the late Mister Rogers' songs.
http://pbskids.org/rogers/songlist/
- - - - - - - - - - - -
Until next time,
- Mark Hurst
mark@goodexperience.com
Tell your friends to subscribe: e-mail update@goodexperience.com
Is your company hiring? Post a job on Good Experience:
http://www.goodexperience.com/jobpost
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contact info
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ABOUT MARK HURST
Mark Hurst, founder of Creative Good, has been advocating the online
customer since the birth of the Web. He also writes this newsletter.
Mark Hurst's bio: http://www.goodexperience.com/about/mark.html
Contact Mark Hurst: mark@goodexperience.com
Gel conference, April 28-29, 2005: tickets on sale now.
Details: http://www.gelconference.com
. . .
Is your company hiring? Post a job on Good Experience:
http://www.goodexperience.com/jobpost
If you want customer experience consulting, contact Creative Good:
http://www.creativegood.com
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