I’ve been known to tackle the odd home improvement project around my place. If you’re the same then you’re probably familiar with the old adage “measure twice, cut once”. 

For those of you who are handyman-challenged this power tool proverb simply means that before firing up the circular saw and cutting that piece of wood, double-check your measurements for accuracy otherwise you could make a wrong cut and waste material, money and time.

The importance of accurate measurements can also be applied to a company’s CX program.

Optimizing CX is a top priority for many businesses

In 2017, research firm Econsultancy did a survey among 14,000 global marketers and ecommerce professionals. What did they discover? That among this group their top priority was to optimize their customer experience.

Top priorities for marketers in 2017

These business leaders realize that without an adequate focus on CXM, their organizations will find it challenging to meet their business goals. If they’re not delivering a superior customer experience they could suffer low customer retention which would ratchet up the pressure and cost to acquire more customers. It could also lead to low levels of advocacy, which would translate into higher levels of marketing spend.

Creating a superior customer experience that is consistent across all channels of communication isn’t easy. The lack of customer analytics is one reason why it’s a challenge. The biggest reason, however, as cited in a survey conducted by Loudhouse Research, is the lack of collaboration between an organization’s departments.

Creating a superior customer experience that is consistent across all channels of communication isn't easy. The lack of customer analytics is one reason why it's a challenge. The biggest reason, however, as cited in a survey conducted by Loudhouse Research, is the lack of collaboration between an organization's departments

(Source: https://www.slideshare.net/VNguynThyDung/emarketer-report-customer-experience-2017)

Improving the customer experience definitely takes a team effort. But before your team can leap into action you first need to determine how you’re going to do it. Where do you start? With measurement.

A tool for measuring customer experience

Enhancing a company’s customer experience is an ongoing journey. In order to map out the next leg of that journey you first need to assess where you’re at today.

One assessment tool that businesses are leveraging to gauge their organization’s customer experience efforts is the Gartner CX management maturity model. It allows you to:

  • Measure your organization’s CXM maturity objectively
  • Map out the destination and nature of your organization’s CXM journey
  • Converse with all stakeholders to debate the business value of moving to the next level of CXM maturity

How to measure your CXM maturity

By using the Gartner CX management maturity model your company can determine the current health and direction of your CX program, and use this as a starting point to build from.

The CXM maturity model consists of five levels of maturity, ranging from scenarios in which organizations have a fragmented focus through to higher levels in which CXM is a fully-funded, enterprise-wide strategy that has achieved cultural change.

The five levels of CXM maturity are: 

  1. Initial
  2. Developing
  3. Defined
  4. Managed
  5. Optimized

Most large organizations are at Level 1 or Level 2 maturity. The bar chart below represents Gartner’s estimate of the percentage of organizations at each level of maturity.

The bar chart below represents Gartner's estimate of the percentage of organizations at each level of maturity

How mature are you? 

To help you do a quick measurement of your organization’s CX management maturity level, here is a quick snapshot of each one:

  • Level 1 – Initial

The company’s focus on improving the customer experience is fragmented. There is no CXM vision yet. There is no CXM strategy. Often individuals within the company acknowledge the need for CXM, but the senior executives are not onboard.

  • Level 2 – Developing

A vice president of customer experience may have been appointed. Gaps have been identified. Various groups within the company have recognized the need to take action in regards to CXM but there is no C-suite buy-in yet.

  • Level 3 – Defined

Senior management has outlined a vision. A CXM current state has been determined and a strategy for how to reach the “to be” state has been developed. Various departments within the organization have taken up the CXM charge. 

  • Level 4 – Managed

The organization’s executives have agreed that customer experience is as important as profitability, and organization-wide the employees are sold on following through on delivering an exceptional customer experience. In other words, customer experience improvement has been systematized. 

  • Level 5 – Culture Change

The commitment to an exceptional customer experience is embedded in the DNA of the company culture. Employees think customer first without being asked, or having to be given incentives or pressured to do so. Management has given employees the power to take action and innovate on their own. The goal, organization-wide, is to deliver and maintain customer service excellence. 

As you can see, with a tool such as the Gartner CX Management maturity model your organization can conduct an objective measurement of the current state of its CX efforts and plan for future improvements; improvements that will further enhance customer satisfaction, loyalty and advocacy.

The bottom line: whether you’re a weekend handyman or a CX manager, careful measurement is the key to building success.

Interested in measuring your organization’s maturity level?

To learn more about the Gartner CX Management maturity model, download your complimentary copy of “The Customer Experience Management Maturity Model: Gartner Research” report by clicking here

Tamir Sigal

Tamir Sigal

Chief Marketing Officer

Tamir Sigal serves as Chief Marketing Officer. He is a marketing leader with 22 years' experience in enterprise software market. Since 2014, he was responsible for the development, direction and implementation of all global marketing activities for Quadient, including product management, corporate marketing, marketing operations and field marketing.

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