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  • Graham Carter

Experience analysis using the 4PX Framework

Simon was recently recruited to a senior management role in Company A, which operates in a Business-to-Business (B2B) environment. He has overall responsibility for a team of 50 and supported by 3 sales managers. Like for like sales have fallen by 20% in the past 12 months and Simon has been tasked with the following:

* maximising sales to regain lost market share

* reducing customer churn, which has increased by 25% over the last 12 months

* reducing complaints, which have increased 50% over in the last 12 months


Before he joined, Simon looked at customer reviews and feedback online for the company and its competitors to gain some insights into the Customer Experience (CX) and User Experience (UX) that he now wishes to delve into more deeply. One theme running through the feedback was that the service received from employees at Company A was excellent in comparison to its competitors and potential and existing customers both felt listened to, respected and valued.

So where does he start?

I have developed the 4PX Framework, a tool that Simon could use to assess what is working well, what isn't, and why. It considers CX, UX and Employee Experience (EX) and how different aspects of these can positively (Enablers) or negatively (Constraints) affect an organisation and its success.



CX - Customer Experience

Perceptions

  • Feedback suggests that Company A is perceived positively by its customers, but if this is the case why are customer churn and complaints on the increase?

  • What do the customers who aren't happy say in their feedback that the company could learn from?

  • How do customers rate the service, product and value they receive?

Outcomes

  • What does the company promise and what does it deliver?

  • Does the company overpromise and underdeliver, or vice versa?

  • How does Company A compare with its competitors in meeting or exceeding customer expectations?

Loyalty

  • How would customers describe Company A?

  • What is happening between customer onboarding and exit that's leading to high churn rates?

  • How likely are existing customers to recommend or endorse Company A?

UX - User Experience

Expectations

  • What do users of Company A's product expect based upon its reputation and what other users say?

  • When users have switched from a competitor, do their expectations differ from users new to the market?

  • How have users' expectations changed in the market over the last 12 months?

Interactions

  • How easy is it for Company A's customers to access help, support and guidance when they need it?

  • How quickly does the company respond to requests from its customers, and is this within SLAs?

  • How would users describe their experience when interacting with the company's employees?

Evaluation

  • What do customers actually think about using the product/service and how well it meets their needs?

  • How often does Company A ask users what its doing well and what it could do better?

  • What actions has the company taken in response to previous feedback and how were users informed?


Employee Experience

People

  • How knowledgeable are the team at Company A about its product/service, are they credible?

  • What skills gaps exist and how might these impact how employees perform and interact?

  • How engaged and committed to the company's cause are employees?

Environment

  • What leadership styles/approaches are being used and how does this affect motivation?

  • What are Company A's values and how are these demonstrated within and across teams?

  • What is the prevailing culture within the company and does this motivate or disengage people?

Resources

  • To what extent do the systems support employees within the company to do their jobs effectively?

  • Do people have the right equipment and tools they need to work efficiently and effectively?

  • How fit for purpose are the processes within Company A and how do they impact employees?

Bringing it all together with the 4Ps

Analysing CX, UX and EX and identifying the existing Enablers and Constraints will provide Simon with a valuable overview of how these factors affect and are affected by Purpose, Progress, Preference and Performance. This can contribute to decision making through providing additional information for consideration and an awareness of how CX, UX and EX are interrelated. Making changes to one can negatively or positively affect the others, and in doing so influence an organisation's success.

Purpose

CX, UX and EX are influenced by the company's Purpose. Or at least they should be. How clear is the "Why" of Company A? And do Simon's team and others within the business really understand and buy into it?

Preference

How clear is Company A about what matters to customers, users and employees? What opportunities exist for employees to share customer and user insights and feedback up the chain of command? How does the company monitor and act upon changing CX, UX and EX requirements and expectations?

Progress

What progress has been made in addressing issues raised through feedback? How does Company A communicate this from a CX, UX and EX perspective? To what extent are the company's perceptions of progress aligned with those of its customers, users and employees?


Performance

Company A's performance, and Simon's ability to make positive progress on sales, customer churn and complaints, is affected by a combination of CX, UX and EX. How positive is the customer experience in comparison to competitors? How is the user experience evolving and improving, or is the company falling behind market expectations? What is the day-to-day reality of working for Company A and how does this affect employee engagement, motivation, and performance across the business?

Using the 4PX Framework in Learning and Development

Nikki works in Learning and Development. She is leading a project to assess the impact of Company B's onboarding, induction and training programmes. Nikki could use the 4PX Framework to identify the candidate experience (CX, UX) during the application process, after offer and during initial training and how this compares with the perceptions of HR and department managers. She could also explore how the employee experience (EX) is evolving through data from exit surveys, engagement surveys and other feedback.

Using the 4PX Framework in Coaching

Paul is a Coach who runs his own independent coaching business, Company C. Even though his business is much smaller and less complex than Simon and Nikki's companies Paul can still benefit from using the 4PX Framework, Paul could consider how easy he makes it for potential coaching clients to find out about his services and book an initial coaching call (CX, UX), how he gathers feedback from existing coaching clients, and how easily he can identify clients and income gained through referrals from other clients using his current processes and systems (EX).

Final thoughts

The 4PX Framework can be useful tool for senior leaders, managers, specialists and entrepreneurs seeking to understand the reality of CX, UX and EX within their organisation and how various elements of each can positively and negatively influence the success of their team, department or the whole business. Used in combination with tools such as SWOT analysis and PESTLE analysis, the 4PX Framework provides organisations with the opportunity to focus on what really matters to their customers, users and employees and enable them to take positive action to sustain or grow their business and retain customers and employees.

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