Banks have been focusing on the customer experience for more than 20 years.  So, one has to ask “How far have banks come?”  One way to answer this question is to look through the lens ofCXEvolution.  The CXEvolution framework gives bankers the ability to gauge how well their organization is delivering on the Customer Experience and what needs to be done to improve and move up the evolutionary scale.  Although each bank charts its own course, clear patterns have emerged over time that allow us tell an evolutionary story.

Banks began exploring and evaluating the customer experience in earnest in the early 1990’s when some forward-looking retail line of business executives realized customer satisfaction could be important to retaining customers.  This school of thought emerged as banks became deregulated and increasingly began to think of themselves as retailers.  Banks began placing more emphasis on marketing as competition for customers became more intense and management quickly realized that retaining customers and nurturing them to maturity was less expensive and more profitable than acquiring new customers.  Until then, banks pretty much relied on anecdotal feedback from branch employees and customer comment cards for the “voice of the customer.”  As reliable branch level measurement programs took hold and executives focused on scores, management began asking a host of logical questions.  Among them:

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