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Book of Knowledge Flashcards

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1
Q

Customer Experience (CX)

A

The perception customers have of an organization, formed from interactions across all touchpoints, people, and technology over time.

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2
Q

Customer Experience Management (CX Management)

A

Practices an organization employs to meet or exceed customer expectations.

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3
Q

CX Professional

A

A catalyst who enhances organizational results by understanding, designing, and improving experiences across the entire customer relationship.

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4
Q

Voice of Customer (VOC)

A

A measure of customers’ perceptions, using surveys, data, listening, and more to drive improvements.

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5
Q

VOC Program

A

A structured program capturing, analyzing, and sharing customer feedback from multiple sources to guide business decisions.

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6
Q

Customer Journey Map

A

A visual representation of a customer’s journey with a brand, highlighting steps, thoughts, feelings, and pain points.

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7
Q

Persona

A

A fictional character representing a group of customers with similar needs, motivations, behaviors, and backgrounds.

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8
Q

Quantitative Data

A

Numerically measurable data, often collected through structured surveys or analytics.

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9
Q

Qualitative Data

A

Descriptive/contextual data, such as open-ended survey responses, interviews, comments, or observations.

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10
Q

Predictive Analytics

A

Statistical modeling using data to forecast future behaviors, trends, or needs.

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11
Q

Brand Promise

A

The experience or value an organization commits to deliver to its customers.

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12
Q

Root Cause Analysis (RCA)

A

A method for identifying the underlying causes of problems, not just the symptoms.

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13
Q

Pain Point

A

An interaction, process, or step that causes frustration or difficulty in the customer journey.

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14
Q

Moment of Truth

A

A critical touchpoint or interaction that has a strong influence on customer perceptions and decisions.

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15
Q

Silo

A

An organization’s department or team acting independently (not cross-functional), which can create fragmented experiences.

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16
Q

Touchpoint

A

Any interaction between a customer and the organization.

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17
Q

Trigger

A

An event that initiates a customer journey or process.

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18
Q

Go-to-Market Strategy

A

The method by which a company brings its products or services to the market.

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19
Q

Customer Data Privacy (GDPR, CCPA, CPRA)

A

Regulations protecting customer data—defining rights, consent (opt-in/opt-out), access, and deletion.

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20
Q

Opt-in / Opt-out

A

Customer agreement to (or withdrawal from) communications, feedback, or data collection.

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21
Q

Employee Experience (EX)

A

The sum of all interactions an employee has with the organization; directly influences CX.

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22
Q

Voice of Employee (VoE)

A

Structured listening to employee feedback, often used to enhance customer experience.

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23
Q

Employee Net Promoter Score (eNPS)

A

A metric reflecting how likely employees are to recommend the organization as a place to work.

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24
Q

Inner Loop / Outer Loop

A

Inner: Direct resolution of individual customer feedback; Outer: Systemic improvements driven by recurring themes.

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25
Customer Experience Gap
The difference between what customers expect and what they receive from a brand.
26
Relationship vs. Transactional Survey
Relationship surveys assess overall sentiment; Transactional surveys focus on a specific interaction or touchpoint.
27
Market Research
Action or science of gathering data about consumer needs and preferences.
28
Key Performance Indicator (KPI)
A critical metric tied to achieving a strategic business goal.
29
Customer Satisfaction (CSAT)
A metric measuring how satisfied customers are with a particular product, service, or experience.
30
Net Promoter Score (NPS)
A metric measuring customer loyalty, based on likelihood to recommend (scale 0-10, Promoters - Detractors).
31
Customer Effort Score (CES)
A measure of how easy it is for customers to accomplish a goal or resolve an issue with the organization.
32
Churn Rate
The percentage of customers who stop doing business with an organization in a given period.
33
Retention Rate
The percentage of customers who continue to do business with a company over a specific timeframe.
34
Share of Wallet (SOW)
The percentage of a customer's budget spent with your offered products/services.
35
Referral Rate
The percentage of customers who recommend or bring in other customers to your organization.
36
Customer Lifetime Value (CLV or CLTV)
The predicted net profit attributed to the entire future relationship with a customer.
37
Earned Growth Rate
A metric combining net revenue retention and growth from existing/referred customers.
38
Operational Data (O-data)
Objective, transactional data points such as process times, call volumes, or sales.
39
Experience Data (X-data)
Subjective input from people about their perceptions, feelings, and attitudes (e.g., survey feedback about an experience).
40
Leading Indicator
A predictor of future CX or business outcomes (e.g., complaints, wait times).
41
Lagging Indicator
A measurement of results after-the-fact (e.g., churn rate, revenue, NPS).
42
Baseline
The starting point for measurement, used to show progress/improvements.
43
Benchmarking
Comparing your organization’s metrics to past performance, industry standards, or competitors.
44
Closed-Loop Process
A feedback system where customer input leads directly to action and follow-up.
45
Statistical Significance
The likelihood that a result or trend in data is real, not due to random chance.
46
Correlation vs Causation
Correlation: two metrics move together; Causation: one directly causes the other.
47
Customer Experience Strategy
Structured plan and decisions aligning CX initiatives with the organization’s vision, values, business goals, and brand promise.
48
Strategic Alignment
Ensuring the CX strategy supports and links directly to the overall business strategy.
49
Intended vs. Accidental Experience
Intended: Deliberately designed and consistent; Accidental: Variable, not purposefully managed.
50
Customer Experience Intent Statement
A summary describing the desired emotions/feelings the organization intends to evoke at every touchpoint.
51
Stakeholder
Anyone inside or outside the organization affected by, or able to influence, the CX strategy.
52
CX Roadmap
A prioritized, sequenced plan of CX initiatives aligned to business strategy.
53
Balanced Scorecard
A strategic management tool tracking performance across financial, customer, process, and learning/growth dimensions.
54
Hoshin Planning
A strategy management approach connecting top-down direction to bottom-up feedback.
55
ISO Standards
International standards for process and product consistency, safety, and quality.
56
Triple Bottom Line (TBL)
A framework for balancing financial, social, and environmental goals in strategy.
57
Kano Model
A model categorizing customer needs into basic, performance, and excitement factors.
58
SERVQUAL
A tool for measuring service quality via Reliability, Assurance, Tangibles, Empathy, Responsiveness.
59
Critical to Quality (CTQ) / Critical to Experience (CTX)
CTQ/CTX: Key features or experiences most important to customer satisfaction/loyalty.
60
SWOT Analysis
Framework for assessing Strengths, Weaknesses, Opportunities, and Threats.
61
PESTEL Analysis
Framework assessing Political, Economic, Social, Technological, Environmental, and Legal factors.
62
Moment of Truth
A make-or-break interaction in the customer experience journey.
63
Pain Point / Gain Point
Negative/positive moments in the customer journey.
64
Peak-End Rule
Psychological principle that people judge experiences by how they felt at the peak and at the end.
65
Nudging / Algorithmic Nudging
Designing processes/environments to subtly influence behavior for better outcomes.
66
Business / Organizational Strategy
The overall long-term plan for achieving the organization's objectives.
67
Programmatic Components
Tactics, actions, and initiatives supporting CX strategy execution.
68
Cross-Functional Alignment
Ensuring collaboration/clear responsibility across departments for seamless CX delivery.
69
Governance Council/Framework
A cross-functional structure overseeing CX strategy, measurement, and accountability.
70
CX Center of Excellence (CX CoE)
A dedicated team providing CX expertise, guidance, and best-practice leadership.
71
Change Management
Structured process, models, and techniques (e.g., ADKAR, Kotter) for guiding organizational/cultural change.
72
ADKAR Model
Awareness, Desire, Knowledge, Ability, Reinforcement—a change management model for individual adoption.
73
Kotter’s 8-Step Model
Change model: Urgency, Coalition, Vision, Communication, Removing Obstacles, Short-term Wins, Build on Change, Anchor Culture.
74
Lewin’s 3-Step Change Model
Unfreeze, Change, Refreeze—a high-level change framework.
75
Kübler-Ross Five Stages (Change)
Denial, Anger, Bargaining, Depression, Acceptance—a model describing emotions through change.
76
Rogers’ Adoption Curve
Describes how people adopt innovation: Innovators, Early Adopters, Early Majority, Late Majority, Laggards.
77
McKinsey 7-S Framework
Strategy, Structure, Systems, Shared Values, Style, Staff, Skills—a holistic organizational alignment framework.
78
Experience Design (XD)
The intentional creation of products, services, and processes to deliver meaningful, valuable customer experiences.
79
Design Thinking
Iterative, human-centered problem solving: Empathize, Define, Ideate, Prototype, Test.
80
Human-Centered Design
Approach centering human needs and long-term value for users, organization, and stakeholders.
81
Service Design
Organizing people, infrastructure, and communication to improve service quality and experience.
82
User Experience (UX)
Design and evaluation of the usability, accessibility, and pleasure of a product/interactions.
83
User Interface (UI) Design
The visual layout and interactivity of digital products and touchpoints.
84
Inclusive Design
Creating products, services, and experiences accessible for as many people as possible.
85
Double Diamond Model
A design thinking framework: Discover, Define, Develop, Deliver.
86
Empathy
The deep understanding of customers’ emotions, motivations, and context.
87
Ideation
Generating a broad set of ideas or solutions, often using divergent thinking.
88
Prototyping
Building tangible models/mockups to test and refine concepts before full implementation.
89
Testing/Piloting
Trying out ideas with users to gather feedback prior to launching broadly.
90
Root Cause Analysis (RCA)
Identifying the fundamental origin(s) of experience failures.
91
Lean / Kaizen
Continuous improvement philosophy aimed at maximizing value, minimizing waste, and empowering frontlines.
92
Six Sigma / DMAIC
Process improvement methodology: Define, Measure, Analyze, Improve, Control.
93
Behavioral Science in Design
Applying psychology/economics to influence customer or employee behavior.
94
Co-creation
Involving customers or stakeholders in idea generation, design, and solution development.
95
Benchmarking (Design)
Comparing experience design performance to internal/external standards to prioritize improvements.
96
Baseline (Design)
The initial performance measurement before design/improvement is implemented.
97
Accountability & Adoption (Design)
Ensuring ownership, follow-through, and employee buy-in for new designs or improvements.
98
Customer-Centric Culture
An organizational environment where every decision and behavior is centered on the customer.
99
Vision, Mission, Values
Guiding statements that articulate purpose, aspiration, and behavioral expectations for an organization.
100
CX Maturity Model
A framework for assessing and guiding the journey from basic to advanced customer-centric practices.
101
Employee Activation/Engagement
Inspiring and enabling employees to deliver on organizational and customer goals.
102
Recognition and Rewards
Strategies (financial and non-financial) for reinforcing desired behaviors and outcomes.
103
Service-Profit Chain
A model linking employee engagement, customer satisfaction, loyalty, and financial results.
104
Balanced Scorecard (Culture)
A tool tracking organizational performance across key dimensions to drive customer-centered culture.
105
WIIFM (What’s In It For Me)
Communication principle: Employees are more engaged when they know why change matters to them.
106
Feedback Loops
Mechanisms for collecting and acting on customer and employee feedback for ongoing improvement.
107
CX Governance
The structure/process for setting CX strategies, aligning cross-functional teams, and ensuring accountability.
108
KPI Ownership
Assigning clear responsibility for each metric/result at all relevant organizational levels.
109
Intrinsic/Extrinsic Motivation
Intrinsic: Internal satisfaction or meaning; Extrinsic: Outside reward (pay, recognition, etc.).
110
Line of Sight
Allowing every employee to see the connection between their role and customer or business outcomes.
111
Moment of Truth (Culture)
A pivotal interaction where employee actions can make or break trust and loyalty.
112
Storytelling (Culture Change)
Using narrative to inspire, explain, or drive emotional connection for change.
113
Governance Council
A senior or cross-functional group overseeing CX performance, resource allocation, and risk.
114
CX Roadmap (Culture)
A living plan aligning teams/employees with customer-centric actions and milestones.
115
Employee Satisfaction (ESAT)
Survey-based measure of overall employee happiness in the workplace.
116
Employee Wellness
Programs and measures supporting physical and mental well-being of staff, linked to engagement and performance.

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