If you ask customers, many of them will tell you that customer experience (CX) is the worst it's ever been.

CX quality fell for 19% of brands in 2022, Forrester's most recent US Customer Experience Index found—the highest percentage since the inception of the survey.

Today's CX landscape is one of extreme highs and even lower lows. On the one hand, some brands provide multiple avenues to their global customer base for reaching their customer service team across several unified channels. On the other hand, many businesses' CX consists of a mishmash of ineffective chatbots, poorly designed apps, unresponsive social media channels, and overstretched customer service teams. Put simply, their CX is a mess.

Customers are now using a vast number of channels to contact businesses for help, and many brands are struggling to craft streamlined, unified customer experiences that encourage loyalty and generate revenue. That, compounded with the impending global recession, means business leaders must understand that poor CX is an urgent problem. They must work hard to win customer loyalty or risk being abandoned en masse when customers tighten their belts.

Many businesses respond to the challenge by creating brand-new CX positions that report directly to the C-suite. But, too often, newly hired CXOs, CSOs, and CCOs aren't given the authority or the resources they need to succeed.

So, how can you ensure you're not setting your CXO up to fail?

A Recipe for the Perfect CXO

Of course, setting your CXO up for success starts with hiring the right person. But that can be tough. On the one hand, CXOs should be process-oriented and thrive on detail. On the other, they must have the requisite gravitas to get other department leaders on board.

Both of those traits are non-negotiable. However, the single most important trait to look for in a CXO is front-line customer service experience—at multiple levels, not just senior management. The ideal candidate should have a track record of delivering CX projects that have had a tangible impact. In other words, they need to have been "in the trenches."

Also, your CXO must be given sufficient budget and authority to find solutions to longstanding CX problems, even when they extend beyond the customer service department.

Too often, CXOs report to the COO or CMO. Instead, they should have a direct line to the CEO, and they should be brought to the table during all board-level discussions. That will help ensure your newly fledged CXO can gain buy-in from all functions, which in turn enables CX to be a cross-organizational responsibility.

Beyond the CXO: Why All Departments Should Prioritize Great CX

Customer experience is a journey that begins long before purchase. It might start when prospects are exposed to your brand through advertising. Then, they may follow you on social media before visiting your website or physical shopping location to make a purchase. After that, they might join a loyalty rewards program or download your app before finally contacting your customer service team when they come up against an issue or question.

Both pre- and post-purchase, customers interact with multiple business functions—including Marketing, Sales, Product, and Customer Service. So, it's only logical that all functions should be invested in delivering great CX.

Marketing and Sales

In a nutshell, satisfied customers are more likely to purchase from your company again, and they might even spread the word! Marketers and salespeople should remember the power of word-of-mouth advocacy, which goes hand-in-hand with great CX.

Referrals are among the most valuable sources of high quality leads, and referred customers have a 25% higher lifetime value than other customers, making customer advocacy a lucrative revenue channel.

Product