1. Despite the evidence that Chatbots will, in general, improve Customer Experience, why should CX teams be cautious about their implementation? A) Customers may resent losing human contact B) Certain chatbot scenarios, e.g. making large financial transactions, will make some customers uncomfortable C) In at least some scenarios, chatbots will not be able to provide a relevant response OD) Some customer conversations involve emotions, which chatbots generally cannot achieve E) All of the above. 2. Why might the Call Center metric "First Call Resolution Rate" sometimes harm Customer Experience? A) Because the metric doesn't measure how well the call center employees solved the problem, just that the issue was closed. B) Because Average Call Duration is a better metric. C) Because sometimes customers prefer multiple calls and conversations to solve their problems. D) Because the number of calls is so variable from day to day, the rate is not a significant measure 3. What could be the effect on CX if the Call Center Manager declares that her team will do "whatever it takes" to solve customer issues? A) It may be too expensive for the business to do so. O B) Resolving issues may take so long that other callers are forced to stay on hold for long periods. But consider other responses. OC) The Call Center team is not responsible for solving all customer problems, sometimes the solutions are owned by other teams. OD) A&B only E) A, B and C. What could be the effect on CX if the Call Center Manager declares that her team will do "whatever it takes" to solve customer issues? A) It may be too expensive for the business to do so. B) Resolving issues may take so long that other callers are forced to stay on hold for long periods. But consider other responses. O C) The Call Center team is not responsible for solving all customer problems, sometimes the solutions are owned by other teams. O D) A&B only O E) A, Band C Which below best explains the reasons why teams responsible for different customer touch points fail to reflect the official brand messages in their communications? A) Many colleagues have personalities that are self-absorbed and don't care about the rest of the company. B) Most customer-facing colleagues work in departments that don't require knowledge about the brand messages. C) Many colleagues simply don't know about the brand messages or their application to the customer-facing activities. D) Customer-facing teams often have very strong short term incentives that may conflict with the brand messages E) Both c and d Which best explains why Brand messages are often not effectively communicated in various customer touchpoints? The Brand Message is typically relevant only for the Awareness phase. O Employees in charge of touchpoints don't need to know about high level brand strategy and the brand messages. O Employees' incentives are misaligned with what is necessary to communicate the brand message. Training employees involved with touchpoints on brand messaging is not worth the Return5. Which best explains why Brand messages are often not effectively communicated in various customer touchpoints? O The Brand Message is typically relevant only for the Awareness phase. Employees in charge of touchpoints don't need to know about high level brand strategy and the brand messages. Employees' incentives are misaligned with what is necessary to communicate the brand message. Training employees involved with touchpoints on brand messaging is not worth the Return on Investment 6. From the reading "A FINE IS A PRICE", which below explains why should Branding and CX teams pay attention to the fee structure for services? A) Price increases enable the company to make more money which, in turn, enables more Branding and CX budget. B) Variable fees, such as charging parents for arriving late, enable the brand to signal good and bad behavior to customers C) Changes to prices and fees can negatively impact the customers' perceptions of and relationships with the brand E) Prices and fees should be detailed on the invoices, and not hidden 7. Regarding research, which below would be a good reason for CX teams to build alliances with UX teams? UX teams typically specialize in eye-tracking research that can benefit the Web design as a primary touch point UX teams, because they are in the product group, tend to have a larger budget than CX teams. This larger budget can be used to do more CX research. CX teams are often trained in ethnographic and other qualitative research methods, which enables their research to complement the CX team's more quantitative-based research inputs such as surveys. Since UX teams are typically involved with designing digital products - from website to software - the CX team can tell them what customers really want.Why is it important to distinguish between "buyers" and "users" regarding research? O Buyers' decisions to purchase are often based on different criteria than the product's Users, which can create misalignment with Brand Messages Buyers are better at understanding the "true" needs of the users than the users themselves are able to understand O Because the "buying" decision comes prior to the USE Stage, it's more important to understand the "Buyers" Since the "Buyers" are the ones with the money and the authority to make the purchase, research on their preferences and expectations is the most important 9. For digital products (mobile applications, software, etc), why do Product Teams resist implementing new branding guidelines? The USE Stage is not as important for the guidelines as the Awareness and Consideration stages Brand Guidelines are more appropriate for traditional marketing channels like brochures and the website than they are for digital products O Because customers don't make USE decisions based on the brand, there is little incentive for Product Teams to spend time implementing brand guidelines in their digital products O Brand guidelines applied to existing products can imply dramatic development costs that prevent the delivery of new features 10. Some CX roles have, as a primary focus, responsibility for Customer Support/Service. Which of the following reasons explain why this may lead to a worse CX? The Customer Support/Service function is often prioritized to reduce costs and improve operational efficiency, rather than improve CX O Rather than solve customer issues, some Customer Support/Service teams focus on selling new products and services to Customers Customer Service/Support is driven to improve efficiency metrics that may not have a positive impact on Customer Experience All of the above11. Why is "Peak End Rule" relevant for CX teams? A) The related experiments demonstrate the customers do their best to avoid painful or uncomfortable situations. B) It provides evidence that the CX touchpoints that cause the most customer pain should be the ones that CX teams address first. C) It shows how CX activities and projects should be linked to well-designed and rigorous experiments ( D) It shows that emphasizing a great experience for certain touch points may override a poor or neutral experience in other touchpoints. O E) All of the above 12. According to the reading "Building a Brand on the Touchpoints That Count", like many companies banks have a wide range of options for prioritizing their CX efforts. Why might banks chose to improve the resolution of customer problems (e.g. better call center) rather than improving the workflows for placing an automatic transaction? O Because resolving customer problems has a higher upside concerning the bank's reputation O Because resolving customer problems are easier to measure and monitor. O Because improving the ability to resolve customer problems is less expensive. O Because fewer and fewer customers are using automatic transfers these days. 13. Customer Experience and User Experience both care about the design of the experiences for their customers. According to the reading "customer-experience-vs-user-experience-why-the-difference- matters", in what way is Customer Experience different than User Experience? User Experience can be thought of a component of Customer Experience. A poor Customer Experience is devastating to a business while a bad User Experience is easily overcome. Branding Messaging is relevant for Customer Experience personnel, but User Experience focuses on digital products unrelated to the brand. Customer Experience professionals are generally better trained at design than User Experience professionals14. oPower has a unique approach to helping to shape the behavior of utility (gas/electric) customers. 1 p If a Hotel wanted guests to reuse towels rather than have cleaning staff automatically replace them with new ones, which message is most similar to oPower's approach? O Help save the environment! Please hang your towels to reuse them. If our guests would reuse their towels across 2 days, it would save 10,000 gallons of detergent. Please hang your towels to reuse them. 87% of our guests respect the environment by reusing towels. Will you join them? Please hang your towels to reuse them. Why wash towels that are not dirty? Please hang your towels to reuse them. 15. What can we learn about Customer Experience from the diagrams describing the purchase 1 p workflow? We can learn that good CX practice can define how many times a customer is reminded to pay its bill. Internal process diagrams often reveal that the company defines the purchasing stage without reflecting the experience from the customer's perspective. This gap can help identify areas for improvement. O We can evaluate the effectiveness of the different touchpoints involved with the customer's Purchase stage and thereby assess the Customer Experience. We can see if there is a step missing that ought to be included but isn't (e.g. if another touchpoint would help increase customer satisfaction). 16. Regarding chatbot projects and their impact on customer experience, is it problematic to view "cost 1 p savings" as the primary goal? O Yes, because chatbot technology can be very expensive, chatbots often increase costs. O Yes. Because Chatbots can, if not carefullly designed, introduce significant CX issues. O No, using Chatbots to save costs in one area, like Customer Service, enables the company to invest in more profitable areas. No. The "self-help" that Chatbots enable always improves CX over interventions by humans17. Which of the following explains how design teams might use the Pareto Principle to help them in their job? By prioritizing the 20% of the features used by 80% of the users, the Pareto Principle helps Design teams focus and prioritize their efforts. O The Pareto Principle allows Design teams to focus a little bit of effort on many small product capabilities. O The Pareto Principle can be used to predict which product capabilities are most valuable to customers The Pareto Principle helps Design teams to identify the 20% of product capabilities to focus on and the 80% of those to drop 18. According to our discussions, which is a main cause of the friction between CX teams and Product Design/UX teams? UX teams don't care about the business impacts of their designs Each team brings separate research that provides different insights into understanding customers O "CX and UX teams tend to work on the same customer touchpoints in parallel but without coordination OCX teams are more sensitive to the needs of customers while UX teams tend to focus on icons, colors and visuals 19. Which of the following is true about Customer Service (i.e. Call Centers) with regards to Customer Experience? Customer Service is the single most important determining factor for a great Customer Experience. O Because delighting customers guarantees loyalty, the best Customer Service teams should spare no expense to solve all customer issues Customer Service should avoid metrics that create incentives to close out issues at the expense of customer satisfaction Regarding the budget for Customer Service personnel, Chatbots provide the best approach to reducing costs.Customer Service should avoid metrics that create incentives to close out issues at the expense of customer satisfaction O Regarding the budget for Customer Service personnel, Chatbots provide the best approach to reducing costs. 20. Which of the following is an important consideration when using Chatbots to deliver a great Customer Experience? CX teams should recognize that Chatbots always deliver superior CX than Live Chat, Email or Phone support CX teams should always consider how to identify and measure chatbot conversations that were successful versus those which were problematic. Chatbots enable CX teams to remove the messy and unpredictable emotional component from customer conversations By using historical data about customers and their interactions with the company, Artificial Intelligence enables chatbots to deliver the exact customer needs during each chatbot conversation