To make customer experience stick as part of your operation, you need to have an organized and phased approach for integrating it into your organization.

Here, based on working with scores of clients from around the world, is the real-world approach for how to integrate customer experience into your operation—in a way that will make it stick and change how you do work.

This is Part 2 (of two parts) of the Customer Experience Leadership Survival Guide. Part 1 discusses the first three focus areas.

Focus No. 4: Making Customers an Asset of Your Business

I call this focus area "customer math." And it's about building passion across the organization and establishing a simple rallying cry for leaders.

Rather than talking about customer retention, begin each meeting with numbers and data addressing the following:

  • Net gain (or loss) of customers for the period
    (incoming customers – outgoing customers = net gain or loss)
  • Number of customers who recommended us
  • Top five reasons why customers left
(Images in this article refer to an insurance industry example.)

Many companies need to define "incoming" customer because, frequently, each silo has a different definition, and data and databases are not aligned.

This focus area essentially deals with the outcome of the experience you are delivering to customers; I call it "customers vote with their feet"—i.e., they stay or leave. And I have found it very powerful to begin meetings with this simple report card, which describes whether you have "earned the right" to customer growth.

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image of Jeanne Bliss
Jeanne Bliss is the founder of CustomerBLISS (, a consulting and coaching company, and the author of Chief Customer Officer: Getting Past Lip Service to Passionate Action.