Strategic Customer Experience Management

When wallets tighten, loyalty matters more than ever. Consumer sentiment just dropped to its lowest level since 1952, according to the University of Michigan. Your customers are anxious—worried about rising costs, tariffs, and the future. This is not the time to cut service or hide behind automation. It’s the time to lead with empathy and earn long-term trust. For business leaders, here are 3 ways to show up now:
 1️⃣ Double down on value and loyalty programs – remind customers why they should stay with you
 2️⃣ Offer flexible pricing, bundles, and financing options – ease the pressure with creative solutions 3️⃣ Communicate stability with a human touch – clarity and compassion go further than ever If you’re in one of these industries, the impact will be even more direct: • Retail and luxury • Hospitality and travel • Restaurants and dining • Automotive • Home improvement and furnishings • Consumer tech and electronics Your customers are cutting back—but they’re not cutting out every brand. Be the one they trust to stick with. What’s one brand you’re still loyal to—even when money’s tight? Follow Blake Morgan for more! #CX #customerexperience #tariffs #trade #inflation #economy

What if your biggest growth opportunity isn’t in your sales pipeline, but in your post-sale experience? While most revenue teams obsess over lead volume and top-of-funnel performance, high-performing organizations are reallocating resources toward the one area most overlooked (and most profitable): customer retention. You’re not losing revenue because you can’t acquire customers; it’s because you can’t keep them. Customer experience, loyalty, and client services are no longer “support” functions. They’re strategic growth levers. And the cost of ignoring them is compounding: - Customer acquisition costs (CAC) are rising 60–75% - Churn is erasing pipeline gains before they hit the forecast - Siloed orgs are failing to act on critical post-sale insights Here’s how growth leaders are operationalizing customer-centricity to outpace competitors: ✅ Shift GTM strategy from funnel-filling to journey stewardship. Map the full customer lifecycle, then build cross-functional ownership for every phase beyond the sale. ✅ Hardwire retention into revenue models. Redefine revenue metrics: CLV, NRR, and CSAT become as critical as quota attainment. ✅ Turn customer success into a revenue function. Enable CS teams to identify expansion triggers, churn signals, and feedback loops that inform both product and GTM. ✅ Engineer feedback into daily operations. Surface real-time insights from support, community, and product usage–not quarterly surveys or lagging indicators. The companies doing this right see up to a 25% lift in renewals, 35% higher LTV, and customer referrals that shorten sales cycles by 30–50%. Want to build a revenue engine that scales and sustains? Start by asking: How are we designing for the customer after the contract is signed? Read the full post: https://lnkd.in/dY3Rxsc9 __________ For more on growth and building trust, check out my previous posts. Christine Alemany Join me on my journey, and let's build a more trustworthy world together. #Fintech #Strategy #Growth

What are the risks associated with non-face-to-face customers? 🤔 🔶 Banks 🏦 🔶 Fintechs 🤖 🔶 Broker/dealers 📊 🔶 Crypto asset providers 💰 🔶 Electronic money institutions 💳 🔶 Gaming and online gambling companies 🎮 🔶 and others often operate cross-border and onboard customers remotely. 🌎 This presents a unique set of risks that these businesses need to carefully consider. 🧐 Some risks include: 👉 𝐈𝐝𝐞𝐧𝐭𝐢𝐭𝐲 𝐯𝐞𝐫𝐢𝐟𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬: Matching the customer with the document provided can be challenging in the case of non-face-to-face onboarding, especially with the increased trend of deepfakes. 🥸 👉 𝐅𝐫𝐚𝐮𝐝 𝐚𝐧𝐝 𝐦𝐢𝐬𝐫𝐞𝐩𝐫𝐞𝐬𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧: Impersonation of individuals, identity theft, manipulation of documents, and other types of fraud are evolving crimes ⚠️ 👉 𝐂𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞 𝐰𝐢𝐭𝐡 𝐯𝐚𝐫𝐢𝐨𝐮𝐬 𝐜𝐨𝐮𝐧𝐭𝐫𝐢𝐞𝐬 𝐫𝐞𝐪𝐮𝐢𝐫𝐞𝐦𝐞𝐧𝐭𝐬 on identity verification. Businesses need to ensure they are adhering to the regulations of all jurisdictions they operate in. 🌎 𝐇𝐨𝐰 𝐜𝐚𝐧 𝐞𝐧𝐭𝐢𝐭𝐢𝐞𝐬 𝐦𝐢𝐭𝐢𝐠𝐚𝐭𝐞 𝐭𝐡𝐨𝐬𝐞 𝐫𝐢𝐬𝐤𝐬? 🤔 The risks associated with cross-border remote customer onboarding cannot be completely eliminated – but can be significantly reduced. 🛡️ Here are some tips for entities to consider: ✅ Implement strict KYC procedures and controls ✅ Use advanced technological solutions including facial recognition, live detection checks and other innovative solutions. ✅ Educate employees about the new and evolving tactics of criminals ✅ Seek expertise for country requirements on identity verification There will always be potential vulnerabilities and threats that businesses need to be prepared to address. However, fighting financial crime with technology is no longer an option - it is a must! 💻 The key lies in adopting a risk management approach that continually evaluates and adapts to changing circumstances. 🔄 What innovative risk mitigation strategies have you seen businesses adopt in the case of non-face-to-face customers? 🤔

We all want Ai in our CRMs but can't even remember a customer's name. Make it make sense.... We're obsessed with a high tech experience But failing at the most basic human level~ Making people feel seen. A recent CDK Global study showed 1 in 4 of our customers who start their buying journey online have to start all over again when they walk in the door. This is where the deal dies. This is where the trust you spent hundreds in marketing dollars to build evaporates on the showroom floor. So then what's the most valuable skill for the future? It's not what you think. It’s not coding. It’s not data science. It’s the ability to stop throwing away the trust we’ve already earned. It’s people who have... ➡️ THE PERSPECTIVE because they've actually spent a day in another department's shoes and seen how the whole damn thing works. ➡️ THE DISCIPLINE to write notes in the CRM to tell a customer's story not just list data points. Think Ritz-Carlton gold standard, not robot. ➡️ THE HUMANITY to walk a deal over to a teammate with a warm intro b/c they know a relationship is just as meaningful as the process. You can have the best tech in the world. BUT if you're making your customer feel like a stranger every time they're handed off to someone new? You’re failing. The people who can make one long complicated sale feel like a single seamless conversation? Those are the people who will own the future. ✨ G #automotive #leadership #CX #customerexperience #dealerships

As we build momentum in the early weeks of 2025, the role of Customer Success (CS) teams continues to evolve. No longer just champions of retention and customer satisfaction, many CS and Post-Sales teams are taking on a more strategic role—owning or influencing revenue metrics like renewals, expansion, and even new business referrals. But how do we create a vision for a team that drives both customer outcomes and company growth? Here are some steps to consider: 👉 Align on Revenue Responsibility Customer Success leaders need to embrace revenue goals while balancing customer advocacy. This means embedding metrics like Net Revenue Retention (NRR) into the team’s vision and other leading growth-related metrics (e.g., expansion pipeline). 👉 Continue the Focus on Outcomes -- over time Customers are counting on us to understand the outcomes that matter to them and ensure they achieve them, and, as importantly, to build a plan to unlock that value as those desired outcomes evolve. Revenue pressure drives urgency, which can cause an unexpected loss of focus on outcomes over time. 👉 Empower Your Team with Data and AI The latest technology trends, including AI-driven insights, enable CS teams to forecast churn risks, identify upsell opportunities, and personalize the customer journey. Incorporate these tools into your strategy and ensure each person has direct access to the tools and insights. 👉 Prioritize Cross-Functional Collaboration Partnering with Sales, Product, and Marketing ensures CS is a cornerstone of the customer lifecycle, fostering a seamless experience that drives loyalty and growth. Customers don't care about the team we represent; they want value and success. Show up as a champion for the customer and for all parts of your company that impact the customer (outcomes and experience). I’m curious how your team defines success for 2025. Below is my current team vision statement for the year, which aligns with the broader company strategy and vision. "Be the catalysts that ensure DISQO keeps all its promises to customers, unlocking category-leading growth for DISQO and business and personal wins for our customers." What is yours?

Have you noticed: A flight costs $200 at 10am & $400 by 3pm for the same seat. This isn't inflation. It's AI-powered pricing in action. Delta is using real-time demand data to adjust fares throughout the day. With public and regulatory scrutiny increasing, companies must recognize that optimizing price without managing perception is a major business risk. It affects how customers feel and whether they’ll return. Here are my 3 Customer eXperience lessons every leader needs to consider when using AI to adjust pricing: 1️⃣Provide Transparency. When customers see large price swings without an explanation, they feel misled as public reaction to "surge pricing" in other industries has shown. ✓ The lesson: Add context. A simple note at checkout, such as “This price reflects real-time demand,” helps customers understand the logic behind the number. When expectations are managed, confidence in the brand stays intact. 2️⃣Monitor Feedback Proactively. If you're experimenting with AI-driven pricing, you must monitor customer feedback across all channels: reviews, contact center notes, and social media. These signals appear early and are easy to miss. ✓ The lesson: Pay attention to the customer’s emotional response. It will surface well before any change in revenue or retention. 3️⃣Understand the Emotional Impact. A higher price is rarely the main issue. It's the absence of an explanation that creates doubt and can make customers feel taken advantage of. When people feel surprised or confused at checkout, they begin to question the brand's integrity and their own loyalty. ✓ The lesson: AI can drive efficiency. But emotional clarity, how people feel in the moment, determines whether they continue to buy and tell others. Don't let AI jeopardize customer trust! This is what Doing CX Right® looks like in practice. If you want to retain valuable customers, design pricing experiences that are transparent, justifiable, and emotionally intelligent. What’s your view about dynamic pricing? Comment below 👇 Want more proven tactical CX advice? 🔔 Follow me and subscribe to my blog: DoingCXRight.com. #Doingcxright #customerservice #DynamicPricing #AI

Your biggest customer risk? Betting everything on one relationship. What happens when that one person leaves? ❌ Projects stall. ❌ Your partnership unravels. ❌ The renewal becomes risky. And the worst part? You never saw it coming. Top-performing CSMs don’t take that risk. They don’t rely on one strong relationship—they build a network of champions. Why multi-threading matters: ✅ Mitigate Risk: If one stakeholder exits, others keep things moving. ✅ Increase Influence: Connect the dots across teams and drive execution. ✅ Drive Results: More relationships = better insights, faster problem-solving, and stronger success. How to multi-thread before you need it: 1️⃣ Leverage Your Existing POC Your primary contact is your bridge—use them to expand your network. 🔹 “Who else on your team is involved in this initiative?” 🔹 “I’d love to connect with someone in [department X] to better understand their goals.” 🔹 “Can you bring someone from IT/Operations to the next meeting so we’re fully aligned?” 💡 Pro tip: Position these as opportunities for collaboration, not an end-run around your contact. 2️⃣ Navigate Office Politics Like a Pro Every company has internal dynamics. The key? Stay neutral, and focus on value. ✅ Align on shared goals – “We’re all working toward [specific metric]. How can I best support your team?” ✅ Ask for cross-team feedback – “Are there challenges I can help with? I want to ensure we’re delivering max value.” ✅ Share positive results and the value your product delivers - "Sharing our last quarter's shared results to celebrate 3 big wins!" ✅ Be a connector – Bridge gaps between teams. Your influence will skyrocket. 3️⃣ Use Data & Insights to Open Doors Customers trust numbers—use them to justify new relationships. 📊 “Our data shows [team X] could optimize [Y process] in order for us to see even better results. Can I connect with someone there?” 📊 “We’ve helped similar teams achieve [result]. Would it help to set up a quick call with your [relevant team]?” 4️⃣ Build Relationships Across Departments Don’t limit yourself to one function. Get to know: ✔ Customer Support – They hear pain points firsthand. ✔ IT/Dev Teams – They control key tech decisions. ✔ Finance & Procurement – They hold the budget. ✔ Marketing/Sales – They shape customer messaging. 👀 Ask: “What are your top priorities this quarter?” or “How do you measure success?” Their answers will reveal hidden opportunities for you to add value. 🔥 Take Action: Build Your Safety Net The best CSMs don’t leave relationships to chance. They expand their influence and build networks of trust—before they need them. 👇 Want to sharpen your Swiss Army knife and build the skills to succeed in CS? Join 15K CS professionals in Unconventional Growth [link in comments]. #CustomerSuccess #CSM #CustomerRetention #RevOps #CX

Risks in your customer base are the starting point for churn. If you’re not actively tracking and addressing them, you’re leaving retention to chance. Here’s how to get a clear view of the risks that could lead to churn—and, more importantly, how to mitigate them. 1. Define the Risks You Want to Track Start by identifying the key risk factors in your customer base. A great way to do this is by analyzing your churned or downgraded customers—what were the root causes? For example: -> Decreasing product adoption (customer using your product less) -> Bugs (customer flagging issues with your product) -> No engagement (not engaging with your customers) -> Termination risks (customer -> Competitor risks (customer contemplating or testing competitors) -> Financial risks (customer not paying invoices or delayed payments) -> Champion leaving (key stakeholder leaving) Clearly define each risk so your team knows what to look for. 2. Create a System to Track These Risks -> If you're just starting out or managing a small book of business (fewer than 20 customers per CSM), a spreadsheet can work. Use your predefined risk categories and add a rationale for each risk you track. -> As you scale, manual tracking becomes unrealistic. Automate risk tracking through your CRM (like HubSpot) or a customer success platform. Use data-driven signals—such as product usage trends, support tickets, and engagement scores—to surface risks proactively. 3. Continuously Refine Your Risk Tracking The risks that caused churn six months ago may not be the same today. Regularly review churned customers, update your risk categories, and adjust your playbooks. 4. Track all these risk categories in your CRM and make a plan to tackle them For every risk, define an impact driver—a proactive action that reduces the likelihood of churn. For example: Low adoption → Define key use cases & track milestone achievement No executive engagement → C-level to c-level outreach Declining engagement → Schedule recurring meeting or find a new stakeholder

🇻🇳 Administrative Restructuring from July 1st: What Does It Mean for Vietnam’s Automotive Market? As of July 1, 2025, Vietnam officially implements the merger of several provinces and cities, as mandated by a recent resolution passed by the National Assembly. While this marks a significant milestone toward a more streamlined administrative apparatus, it also introduces ripple effects across various sectors — including the automotive industry, where legal procedures and consumer behavior are closely tied to local administrative structures. From a strategic advisory lens, I offer the following perspective on how these changes may shape the automotive market in the coming months. ⸻ Vehicle Registration & Documentation: Delays and Adjustment Costs Expected Changes in provincial names and boundaries entail updates to license plate codes, registered residential addresses, vehicle registration documents, and inspection records. These shifts may lead to: • Short-term delays in new vehicle registrations as authorities take time to update databases, templates, and internal systems aligned with the new administrative units. • Out-of-pocket costs for current vehicle owners who may need to update address details, reissue registration papers, or even change license plates when transferring ownership or relocating to a newly defined province. • Temporary overload at registration and inspection offices, impacting customer experience and delivery timelines. On the other hand, Consumer Sentiment & Buying Behavior will Shift Vary by Region. Administrative mergers, even when strategically positive, may influence consumer sentiment and purchasing behavior — especially in the short term: • Prospective buyers may delay purchases until administrative processes stabilize, avoiding potential complications. • On the flip side, some consumers may rush to finalize purchases in Q2/2025, hoping to “lock in” vehicles under current systems before any changes take effect. • Public sector and service vehicle demand may fluctuate, in tandem with changes to government office structures and jurisdiction coverage. • In provinces newly upgraded to city status, personal vehicle demand could see a gradual uptick, driven by infrastructure expansion and accelerated urbanization. Rather than seeing these changes as a disruption, automakers and distributors can turn this into an opportunity to lead with clarity and customer-centric strategies: • Re-map dealer and service networks to align with the new administrative geography. • Communicate proactively on registration processes during the traánition. • Collaborate with local authorities to streamline paperwork and assist buyers through evolving administrative requirements. In change, there is always momentum — for those who are ready to adapt. ⸻ ✍️ Selena Strategic Advisor – Vietnam - ASEAN Markets #VietnamAutoMarket #MobilityVietnam #PolicyAndMarket #Global2Local #CustomerCentricStrategy #AdministrativeReform

Usage-based and outcomes-based pricing aren't just finance topics. They fundamentally require CS to reshape how it operates. Here’s a breakdown of what’s changing and what CS leaders need to do: 1/ Value Must Be Proven Daily, Not Annually 🧠 What’s changing: You don’t earn revenue upfront anymore. You earn it as customers use (or succeed). 📈 How CS leaders respond: • Track adoption in near real-time • Replace QBRs with event-driven nudges • Define and measure success milestones early ⚠️ Watch out for: Assuming usage will "just happen." It won’t. Especially with complex tools. 2/ GTM Alignment Becomes Mission-Critical 🧠 What’s changing: When pricing depends on outcomes, every handoff matters. Sales, Product, CS must stay in sync. 📈 How CS leaders respond: • Align on success definitions before the sale • Build shared playbooks with Product and Engineering • Reinforce usage-focused behavior in comp plans ⚠️ Watch out for: Sales overpromising results that CS can’t deliver. That’s how churn (and resentment) starts. 3/ CS Requires Data + Systems, Not Just People 🧠 What’s changing: You can’t scale personalized guidance for every account without data and systems. 📈 How CS leaders respond: • Use Guided Progress Systems (GPS) to track customer journeys • Build triggers tied to usage signals • Personalize automation where possible, but human-led where it matters ⚠️ Watch out for: Relying on health scores alone. Real insight comes from usage, sentiment, and outcomes (combined). I get it. This can feel overwhelming. New pricing, new expectations, new risks. But here’s how to start: 1/ Audit where your current CS model assumes predictable revenue 2/ Identify where value isn’t being tracked, nudged, or proven 3/ Choose one journey stage (onboarding, adoption, expansion) to improve with real-time signals 4/ Pilot a GPS-style system that tracks and guides progress dynamically Customer Success is no longer just about retention. It’s about driving -- and earning -- revenue every day. What’s the hardest part of this shift for your CS org right now? Interested in this topic? Check out my newsletter - info on my profile. Jan Young, MBA, CSPO, CSM StepUpXchange JanYoungCX #customersuccess #AI #revenuegrowth