It is a generally accepted truth that customer understanding is essential for managing customer loyalty. And that loyal customers will be the ones generating the best result for the company.

This is why it’s so great that companies have either voluntarily or involuntarily brought the human being to the center of their actions. This human being at the center has without exception been the customer, even though the employee is a human being just as well.

The person resolving this customer experience, however, is always the latter person, your employee. Only an employee who’s passionate about working for you can produce these unique customer experiences that create loyalty. A passionate employee experience is only created by bringing the human being into the center of management and organization.

Hessket and Sasser do a good job of summarizing the thought above in their Service Profit Chain model (see Putting the Service Profit Chain to Work):

Customer understanding can be defined in many ways. One simple definition of customer understanding is this:

The deep “truth” about the customer is based on their behavior, experiences, beliefs, needs, or wants that are significant to each task or issue and evoke feeling-based experiences in the target group.

I think that the description above can also be applied to employee insight. I propose that we start talking about employee insight, as it is a prerequisite for managing the employee experience (eX), which will in turn always define your customer experience (cX).

What these factors have in common is that the human being experiences, the human being is meaningful, and the human being resolves.