{"product_id":"the-experience-mindset-isbn-9780593542699","title":"The Experience Mindset","description":"\u003cb\u003eA \u003ci\u003eWall Street Journal \u003c\/i\u003eBestseller! \u003cbr\u003e\u003cbr\u003eFrom the bestselling author of \u003ci\u003eGrowth IQ\u003c\/i\u003e comes a guide to enhancing customer and employee experience simultaneously for unprecedented revenue growth\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eIn the war for customer acquisition, businesses invest millions of dollars to improve customer experience. They deliver packages faster, churn out new products, and endlessly revamp their UI, often putting greater strain on employees for diminishing returns. According to Tiffani Bova, this siloed focus on customer experience – without considering the impact on your staff – actually \u003ci\u003ehinders\u003c\/i\u003e growth in the long run. The most successful companies adopt an \u003cb\u003eExperience Mindset\u003c\/b\u003e that strengthens \u003ci\u003eboth \u003c\/i\u003eemployee experience (EX) and customer experience (CX) at the same time.\u003cbr\u003e\u003cbr\u003eBased on exclusive research from two Salesforce-sponsored studies of thousands of employees and c-suite executives, \u003ci\u003eThe Experience Mindset\u003c\/i\u003e details exactly how your company can adopt an Experience Mindset, at scale. It’s not enough to know that happy employees equals happy customers. You must have an intentional, balanced approach to company strategy that involves all stakeholders – IT, Marketing, Sales, Operations, and HR – with KPIs and ownership over outcomes. In this ground-breaking book, filled with case studies of leading companies and never-before-seen research, you’ll learn:\u003cbr\u003e\u003cbr\u003e\u003cul\u003e\n\u003cli\u003eHow people, processes, technology, and culture      contribute to the “virtuous cycle” of EX and CX.\u003c\/li\u003e\n\u003cli\u003eWhy      the best companies have programs that minimize the customer’s effort as      well as the employee’s effort (and how companies like Southwest and Best Buy get this right)\u003c\/li\u003e\n\u003cli\u003eHow      to effectively roll out technology solutions that boost both EX and CX      (hard truth: only 20% of customer-facing employees believe technology      makes their job easier. Employees want a seamless technology experience,      just like your customers.)\u003c\/li\u003e\n\u003cli\u003eWhat      metrics you can use to measure EX, CX, and ultimately, the effect of the      two together. You can’t improve what you can’t measure. \u003c\/li\u003e\n\u003c\/ul\u003e\u003cbr\u003eEmployees are the heart of your business. If you want to remain competitive in today’s marketplace, investing in people is no longer a nice-to-have, but rather a must have.\u003cb\u003ePraise for \u003ci\u003eThe Experience Mindset\u003c\/i\u003e\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e“At a time when companies are focused on digital transformation, many leaders forget to consider the impact this change has on employees. This book offers a brilliant framework for maximizing performance improvement for both customers and internal stakeholders alike.” \u003cbr\u003e\u003cb\u003e--Vala Afshar, Chief Digital Evangelist, Salesforce\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “This simple philosophy guided our growth at The Ritz Carlton Company and it can guide yours too. Once you develop an experience mindset, you’ll make every decision with confidence and never lead the same way again.”\u003cbr\u003e \u003cb\u003e--Horst Schulze, Co-founder and Former President, The Ritz-Carlton Hotel Company\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “The saying should go, “Happy employee, happy customer!” Tiffani Bova is exactly right when she writes that employee experience and customer experience are intrinsically linked. As she demonstrates, unleashing human magic leads to improbable results. Let this book be your guide.” \u003cbr\u003e \u003cb\u003e--Hubert Joly, former chairman and CEO of Best Buy, and bestselling author \u003c\/b\u003e\u003ci\u003e\u003cb\u003eThe Heart of Business\u003c\/b\u003e\u003cbr\u003e\u003c\/i\u003e \u003cbr\u003e “Implementing a positive employee experience \u003ci\u003eand\u003c\/i\u003e a positive customer experience takes wisdom and persistence. Fortunately, Tiffani Bova has both. This book is an invaluable, data-driven guide for leaders who are serious about growth.” \u003cbr\u003e \u003cb\u003e--Amy Edmondson, Professor, Harvard Business School, and author of \u003c\/b\u003e\u003ci\u003e\u003cb\u003eThe Fearless Organization\u003c\/b\u003e\u003cbr\u003e\u003c\/i\u003e\u003cbr\u003e “The top two issues keeping leaders awake are 1) attracting and retaining great talent and 2) stalled growth. This book gives leaders a playbook to address both challenges with one simple, powerful solution.”\u003cbr\u003e \u003cb\u003e--Keith Ferrazzi, #1 \u003ci\u003eNew York Times\u003c\/i\u003e bestselling author and executive team coach\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “Growth guru Tiffani Bova makes a compelling case that when managers invest in the employee experience, customer success is a natural—and proven—byproduct.  If you want to improve the experience for your customers and employees alike, read this book!” \u003cbr\u003e \u003cb\u003e--Liz Wiseman, \u003ci\u003eNew York Times\u003c\/i\u003e bestselling author of \u003ci\u003eMultipliers\u003c\/i\u003e and \u003c\/b\u003e\u003ci\u003e\u003cb\u003eImpact Players\u003c\/b\u003e\u003cbr\u003e\u003c\/i\u003e\u003cbr\u003e “Tiffani has done it again! The expert in business growth, Bova provides a powerful guide to achieving long-lasting success through a more engaged and productive workforce.”\u003cbr\u003e \u003cb\u003e--Dr. Marshall Goldsmith, #1 \u003ci\u003eNew York Times\u003c\/i\u003e bestselling author of \u003c\/b\u003e\u003ci\u003e\u003cb\u003eWhat Got You Here Won’t Get You There\u003c\/b\u003e\u003cbr\u003e\u003c\/i\u003e\u003cbr\u003e “Too many books dwell on strategy with no clear path to action. This book gives you a new way to see what drives growth and an action plan to deliver it at your company.”\u003cbr\u003e \u003cb\u003e--Ram Charan, CEO advisor, coauthor of \u003ci\u003eExecution\u003c\/i\u003e and \u003c\/b\u003e\u003ci\u003e\u003cb\u003eLeading With Inflation\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003c\/i\u003e“Practical and enlightening, this book gives you the daily tools you need to complete the missing piece of the growth puzzle: improving employee experience.\"\u003cbr\u003e \u003cb\u003e--Arianna Huffington, Founder \u0026amp; CEO, Thrive Global\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e“If you run an organization or if you work for one (and isn’t that pretty much all of us?) you need to read this book. Tiffani Bova’s research answers some of the most pressing questions of our time, including why there is so much churn in our labor markets, why the customer isn’t always right, and why technology hasn’t necessarily improved things for regular workers.”\u003cbr\u003e \u003cb\u003e--Rita McGrath, author of \u003ci\u003eSeeing Around Corners\u003c\/i\u003e and Professor at Columbia Business School\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “Very few business thought leaders can match Tiffani Bova’s combination of deeply researched insights, real life experience, and compelling storytelling. Everyone who manages anyone – from middle managers up to CEOs should read, study, and internalize \u003ci\u003eThe Experience Mindset\u003c\/i\u003e.”\u003cbr\u003e \u003cb\u003e--Laura Gassner Otting, \u003ci\u003eWashington Post\u003c\/i\u003e bestselling author of \u003c\/b\u003e\u003ci\u003e\u003cb\u003eLimitless\u003c\/b\u003e\u003cbr\u003e\u003c\/i\u003e\u003cbr\u003e “The scourge of modern business is reductionism, the belief that a business can only focus on and optimize one thing. In this groundbreaking book, Tiffani Bova blows a hole in that shallow logic by showing how the most successful companies focus simultaneously and equivalently on customer AND employee experience. This terrific book is full of practical insights for tossing aside prevailing management dogma to achieve unique success.”\u003cbr\u003e \u003cb\u003e--Roger Martin, #1 ranked management thinker and bestselling author\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e \"Experience really is everything! Tiffani Bova has a knack of cutting through the reams of research, the jungle of verbiage, and our habitual faith in complexity, to get to the very heart of what business and organizations are all about — or should be: their people.” \u003cbr\u003e \u003cb\u003e--Stuart Crainer and Des Dearlove, founders of Thinkers50\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “What do the best companies in the world have in common? An employee experience and customer experience that works in harmony. This book shows you how to marry these seemingly disparate experiences and align your company around one growth-oriented philosophy: an Experience Mindset.” \u003cbr\u003e \u003cb\u003e--Deanna Singh, author of \u003ci\u003eActions Speak Louder\u003c\/i\u003e and Chief Change Agent, Flying Elephant\u003c\/b\u003eRanked for the last four years in the Top 50 business thinkers in the world by Thinkers50, Tiffani Bova is a leading thinker who \u003ci\u003eForbes \u003c\/i\u003esays “reshapes our perception of growth.”\u003cbr\u003e\u003cbr\u003eAs both a practitioner and academic she offers a unique perspective and has helped lead the tech industry through several evolutions over her nearly 30-year career as Salesforce’s former Growth and Innovation Evangelist, and previously as a Research Fellow at Gartner and a sales, marketing and customer service executive for start-ups and Fortune 500 companies. She is the author of two \u003ci\u003eWall Street Journal\u003c\/i\u003e bestsellers: \u003ci\u003eGrowthIQ \u003c\/i\u003eand \u003ci\u003eThe Experience Mindset\u003c\/i\u003e.\u003cbr\u003e\u003cbr\u003eWhile at Gartner, her forward-looking insights and guidance helped some of the largest technology companies in the world including Microsoft, Cisco, Salesforce, Hewlett-Packard, IBM, Oracle, SAP, AT\u0026amp;T, Dell, Amazon-AWS, expand their market share and grow their revenues. She was a trusted advisor to multiple senior executives who were responsible for shifting from on-premise to as-a-service business models resulting in new billion-dollar divisions.\u003cbr\u003e\u003cbr\u003eIn the late 90’s and early 2000s she was a pioneer of cloud computing, she previously led direct and indirect sales, marketing and customer service for two of the largest web-based start-ups in the US and spearheaded a newly formed division of a Fortune 500 company to $300 million in revenue over two and a half years.\u003cbr\u003e\u003cbr\u003eTiffani has been featured in \u003ci\u003eHarvard Business Review\u003c\/i\u003e, \u003ci\u003eFortune\u003c\/i\u003e, \u003ci\u003eFast Company\u003c\/i\u003e, \u003ci\u003eBloomberg\u003c\/i\u003e, MSNBC-TV, \u003ci\u003eYahoo Finance\u003c\/i\u003e, \u003ci\u003eINC \u003c\/i\u003eand \u003ci\u003eForbes\u003c\/i\u003e. She is also the host of the podcast What’s Next! with Tiffani Bova. More info here: https:\/\/www.tiffanibova.com\/Chapter 1\u003cbr\u003e\u003cbr\u003e Customer Experience\u003cbr\u003e\u003cbr\u003e Let's begin with a little bit of history. Though many of you are likely familiar with these broad strokes, taking a step back to understand how a maniacal focus on customer experience developed will shed some light on how we got to where we are today. The First and Second Industrial Revolutions were typified by an increase in production capacity and output. Companies were labeled as \"product-centric\" or \"product-led,\" competing on the basis of their advanced products, irrespective of whether people wanted these product improvements. The Third Industrial Revolution, which began in the 1950s, welcomed advancements in telecommunications, the rise of electronics, and the development of computers, forever changing how businesses operate.\u003cbr\u003e\u003cbr\u003e \u003cbr\u003e With new capabilities to track and solve customers' problems, meet their new demands, and provide increasingly better service, the experiences customers had with brands improved. With a growing global supply chain, there was also an increase in the diversity and availability of goods and services. Equally as important were new ways for customers to shop and buy products and services online. As a result, not only did their purchasing behaviors change, but their experience expectations continued to increase with the new capabilities technology provided, such as e-commerce.\u003cbr\u003e\u003cbr\u003e In response, companies shifted away from a product-led model and focused instead on the customer. As compared to a one-size-fits-all model, specific customer data could be captured and used to create a better experience for a diverse set of customers and their needs. Embracing this attitude meant that new products, features, and functionality could be traced back to a real customer problem. Customer-centric companies also offered customers value at every interaction, based on their actual interests and desires.\u003cbr\u003e\u003cbr\u003e This philosophy quickly caught on because it made logical sense: Customers are the source of revenue. Without revenue, there is no company. What's more, focusing on the customer, though myopic, works. Like hopping on one leg, it will move you forward, albeit slowly.\u003cbr\u003e\u003cbr\u003e Becoming more customer-focused required an accompanying attention to customer experience. Providing positive CX then became the prime C-suite approach to strengthening competitive advantage. It wasn't that products no longer mattered; they did, and they still do. They just don't matter as much if great customer experience isn't there as well.\u003cbr\u003e\u003cbr\u003e And today, with the Fourth Industrial Revolution upon us-pushing technological capabilities and uses to a whole new level with AI, IoT, Web 3.0, and the metaverse-customer experience is valued more heavily than ever, and for good reason. According to Salesforce, 88 percent of customers feel that the experience a company provides is as important as its product or services (2022), up from 84 percent in 2019. Obviously, CX is vitally important.\u003cbr\u003e\u003cbr\u003e Every company should strive to provide an incredible experience to the customers or businesses it serves. As discussed in the introduction, instead of doing something to customers, or to businesses, you must do something for them, reframing your thinking from B2C and B2B to B4C and B4B. To do so, you must first recognize what makes a memorable customer experience.\u003cbr\u003e\u003cbr\u003e Raising the CX Bar\u003cbr\u003e\u003cbr\u003e In 2004, Zappos's biggest challenge was customer service. Specifically, they were struggling to find the right employees to staff their call center. Though the online footwear retailer was an e-commerce company through and through, they realized that every new customer called them on the phone at least once on average. Handled well, that call could create an emotional connection and a lasting memory. Whiffed, it could lose that customer for good.\u003cbr\u003e\u003cbr\u003e Tony Hsieh, Zappos's founder and its CEO at the time, had decided from the company's start to make service the company's main product. After all, customers could buy shoes anywhere. Hsieh believed they would only stick with Zappos if it \"went the extra mile to WOW them,\" so he allocated the resources to staff the customer service line 24\/7. Any similar company would have spent that money on advertising to drive awareness and demand. Rather than advertise, Hsieh wanted to make his customers so happy that they advertised for him via word of mouth, advocating on the company's behalf.\u003cbr\u003e\u003cbr\u003e This was not the norm in 2004. Call centers were considered cost centers, not growth engines. But under Hsieh, Zappos looked at every interaction through a \"branding lens instead of an expense-minimizing lens.\" This meant running and staffing its call center very differently.\u003cbr\u003e\u003cbr\u003e For example, there are many stories of Zappos customer service agents staying on the phone for marathon sessions. The average call duration at most call centers is four minutes. The longest Zappos customer service call to date took place in 2016 and lasted ten hours and forty-three minutes. Now, not every call center agent should stay on the phone with a customer for ten-plus hours, but the mindset is what matters here. The rep knew he could stay on that call without worrying about an arbitrary metric or \"getting in trouble\" for spending so much time with one customer.\u003cbr\u003e\u003cbr\u003e Stories like this one have become central to the Zappos culture. The company has never stopped raising the CX bar while also empowering its employees to go the extra mile for customers. Noting a drop in call volume at the start of the COVID-19 pandemic, the company decided against furloughs. Instead, it launched a special customer service line for people who just wanted to chat about anything: future travel plans, TV shows, whatever was on their minds. (The idea was the brainchild of a Zappos employee.) Customer service reps were known to sometimes help callers source items beyond shoes. As pointed out in a statement on its website, \"Searching for flour to try that homemade bread recipe? We're happy to call around and find a grocery stocked with what you need.\"\u003cbr\u003e\u003cbr\u003e The reps also proved willing to help with more urgent issues. When David Putrino, director of rehabilitation innovation for the Mount Sinai Health System, struggled to find pulse oximeters online due to pandemic demand, he reached out to Zappos. To his delight, the company located a stash of the critical devices, shipped five hundred to Mount Sinai within days, and went on to donate another fifty.\u003cbr\u003e\u003cbr\u003e I had the pleasure of meeting Tony Hsieh a few times over the years before his tragic passing in 2020. Our conversations were always filled with laughter and joy, and the mark he left on so many people will keep his legacy of \"delivering happiness\" alive for many years to come. Hsieh recognized that investing in customer service could create \"stronger brand loyalty and leave your customers coming back for more.\" He understood that customers recall brand experience and interactions far more than they do other differentiating factors like price.\u003cbr\u003e\u003cbr\u003e You are much more likely to remember service reps that went far out of their way to help you than the amount you paid for a pair of sneakers. This emphasis on CX correlates to consumers who are \"very likely to purchase more from a company\" regardless of industry (Table 1.1). As you can see, the \"very good\" and \"good\" CX shows significantly better results than the others.\u003cbr\u003e\u003cbr\u003e A great CX experience is not defined by what you offer but how your customers feel when they engage with your products and services, your employees, and your brand, and how well you enable them to achieve the outcomes most important to them.\u003cbr\u003e\u003cbr\u003e These interactions between a company's employees and their customers are truly significant as they are often the moments that matter. If the past decade is any indication, continuing to improve CX is unquestionably worthwhile. For example, mass-market auto manufacturers that improve CX by 1 percent can generate more than $1 billion in additional revenue. Further, as shown in Figure 1.1, CX leaders had three times higher returns to shareholders than CX laggards in the aftermath of the 2008 financial crisis.\u003cbr\u003e\u003cbr\u003e The Characteristics of Superior CX\u003cbr\u003e\u003cbr\u003e So what is actually meant by a superior customer experience? Let's look at the specific characteristics businesses utilize to accomplish this feat:\u003cbr\u003e\u003cbr\u003e Efficient: Minimize the time and effort customers are required to spend to buy a product or service or to receive support for it. For example, many hotels no longer require customers to go to the front desk and talk to a clerk to check in and get a key. Instead, customers can use an app to not only check in and receive a digital room key but even order room service or make a housekeeping request. Done right, this \"low-touch\" approach-in which customers and employees have little contact-is highly effective at delivering a great experience.\u003cbr\u003e\u003cbr\u003e Personalized: Ensure employees know customers' names, purchase history, and any issues they've experienced in the past. Customers want to feel that their business is valued, not that they are dealing with a different company at every moment that matters.\u003cbr\u003e\u003cbr\u003e Predictive: Expect what customers may need next. For example, anticipate what products or services they may be interested in based on their prior buying data and compared against other customers like them. When done right, companies can uncover hidden buying signals and focus the efforts of a salesperson more effectively or use automation to streamline the sales process.\u003cbr\u003e\u003cbr\u003e Proactive: Anticipate reasons why customers may reach out and proactively reach out to customers. An example might be sending an e-mail alerting customers that their warranty or credit card expires in ninety days, which may disrupt service. In a recurring revenue business, this type of proactive, value-based outreach is critical to minimize unnecessary churn.\u003cbr\u003e\u003cbr\u003e Flexible: Enable customers to buy, communicate, or engage through their preferred channels both online and offline. For example, provide multiple options for customer service and support via phone, e-mail, online FAQs, chatbots, and social media. By doing so, you can capture prospective customers where and how they prefer to buy.\u003cbr\u003e\u003cbr\u003e Responsive: Solve customers' problems in a timely manner. While it might not always be at first point of contact, being responsive is also about following up and following through on those issues that require more time and attention. With service expectations increasing, response time matters. If customers have to wait too long, it negatively impacts CX; if you are able to get back to them quickly and solve their issue, it positively impacts CX.\u003cbr\u003e\u003cbr\u003e Value-based: Focus on customers' needs so they can make a decision based on the potential value they'll get out of your product or service. For example, under a value-based health care model, health care providers (including hospitals and physicians) are compensated on the quality of services rendered based on patient health outcomes as opposed to the quantity of patients a physician might see. Being value-based is essential to the B4B and B4C approach. Ask yourself, what can you do for your customers to add value to their lives or their businesses? You want the customer to know you truly care about their needs and the outcome based on the tailored solution you've provided.\u003cbr\u003e\u003cbr\u003e Each of these seven characteristics can be boiled down to reducing customers' effort, thereby bettering the experience they have with your brand and increasing their loyalty. As competitive advantage is increasingly defined by the experience you provide, rather than the products you sell, customer-centric solutions are paramount. However, those solutions alone will not remain competitive over the long term. Long-term success will only come from creating frictionless and seamless interactions between employees and customers by decreasing the amount of effort both need to put into those interactions.\u003cbr\u003e\u003cbr\u003e Interaction and Effort\u003cbr\u003e\u003cbr\u003e There are two categories of effort to consider: the effort required of the customer to achieve their expected outcome and the effort required of the employee to meet the customer's expectations and do their job. Throughout recent history, customer effort and employee effort had decreased pretty much in sync, especially during the First and Second Industrial Revolutions when companies were, as mentioned, more product-centric. With an emphasis on productivity and output per person, machines and automation began taking over employees' redundant and tedious tasks, ultimately reducing their effort.\u003cbr\u003e\u003cbr\u003e While there wasn't yet a full-court press focused on CX, there were new benefits to customers as it became easier for companies to procure products and services with greater consistency and quality. As new technology began to take hold in the Third Industrial Revolution, the effort needed to perform and complete tasks started decreasing, creating better results and experiences for both customers and employees. However, as the Third Industrial Revolution gave way to the Fourth, and digital technology investments further increased, the effort required for customers to engage with brands decreased. Subsequently, their CX improved-but the same could not be said for employees. In fact, many employees saw the effort required to do their jobs increase. As a result, their satisfaction decreased, causing EX and CX to fall out of sync.\u003cbr\u003e\u003cbr\u003e Take, for example, a hypothetical bank operating in today's economy. This institution, like many banks, has a mix of customers and small-business clients who have come to expect more and more digital banking capabilities. To increase customer loyalty and improve CX with its small-business customers, the bank conducted focus groups and surveys to determine what products and services they would be interested in.\u003cbr\u003e\u003cbr\u003e It determined that video banking services would be a great addition to the in-branch services currently provided. This service would allow customers to converse \"face-to-face\" with their banker at their convenience, 24\/7, without having to drive to a branch to do so. The goal was to reduce effort for the customer, increase the level of service, and establish a strong differentiator in the market.\u003cbr\u003e\u003cbr\u003e It seemed like a foolproof plan, and the response from customers was overwhelming-too overwhelming. While customer satisfaction scores went up and overall CX improved, employee satisfaction in the newly created video team cratered. The video offering resulted in far more work for the employees than a traditional call center, taxing them with additional technology to navigate and processes to follow.\u003cbr\u003e\u003cbr\u003e Furthermore, they weren't trained on the depth and breadth of questions they were now receiving, and they found themselves having to escalate a majority of the video calls to their managers to resolve. Unbeknownst to the customers, chaos reigned behind the scenes. Senior management was oblivious as well-until a third of the staff quit. While there was a lot of fanfare when the new service launched, the bank was forced to temporarily pause the video service after six weeks.\u003cbr\u003e\u003cbr\u003e Though it proved to be a well-received service for customers, the bank didn't take into consideration what the downstream effect would be on its employees, their workload, or their inability to respond to such a diverse set of questions. Instead, the bank exclusively focused on improving customer experience and customer-based metrics, while employees paid the price in increased effort.","brand":"Portfolio","offers":[{"title":"Default Title","offer_id":46301294297317,"sku":"NP9780593542699","price":30.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780593542699.jpg?v=1767739246","url":"https:\/\/k12savings.com\/es\/products\/the-experience-mindset-isbn-9780593542699","provider":"K12savings","version":"1.0","type":"link"}