How to Draft a ‘Customer Bill of Rights’ That Puts Power in the People’s Hands

Without loyal customers, most companies would crumble within years, if not months. Thus, it’s become increasingly important for leaders to constantly prove that said customers are valued and respected at each touchpoint along their journey. In many cases, this means establishing an internal Customer Bill of Rights (CBoR) that dictates precisely what perks and services customers are entitled to and how to maintain these agreements to enhance CX.

Years ago, for instance, in the aftermath of an unavoidable February storm, JetBlue instituted its own Customer Bill of Rights to repair subsequent damage to its reputation. From compensation to cancellations, this document outlines the company’s ongoing promises to its client base in the event that another inevitably uncontrollable situation should arise in the future.

Yet, while many companies embark upon creating a CBoR with the best of intentions, they don’t always have the capacity to uphold the promises they inevitably make. Here are three elements to consider when drafting your CBoR that’ll help your company maintain focus on the customer and establish the foundation for future business success:

  1. Ensure that every article has the customer’s best interest at its core.

When drafting your company’s CBoR, every single article established must have the customer in mind, first and foremost. Customers, after all, are the reason why your brand continues to excel and they are the key to future success. Thus, their best interest must be top of mind at all times. To develop a solid foundation, you must think like the customer and apply the Golden Rule. By adopting this “Do Unto Others” mindset, you’ll be able to approach your CBoR with the correct perspective. What do you expect from other companies? We are all customers in our own right, so treat your base the way you’d like to be treated.

  1. Guarantee that all employees understand your CBoR and are dedicated to advancing CX.

Once you’ve drafted your CBoR, you must obtain buy-in from employees at every level within the organization. Customer service must be an enterprisewide effort to succeed, so everyone—from the C-Suite to the frontline—must adopt the articles of the CBoR and bring them to action in all that they do each day. Frontline employees, in particular, must adhere to the CBoR across all interactions, as they are typically the customer’s first point of contact. These employees are essentially the face of the company and they have the delicate responsibility of making sure all customers walk away satisfied and delighted with their overall brand experience.

  1. Troubleshoot how to handle potential issues that might threaten your CBoR.

No matter how comprehensive your CBoR might seem, there will be rare instances when issues arise that aren’t explicitly addressed within the articles you have already developed. To prepare, you’ll need to sit down with your team and brainstorm various scenarios that might threaten the sanctity of your CBoR. Be sure to include frontline employees during this brainstorm session, as they are the first point of contact for most customers. They’ll have firsthand knowledge of the problems that occur most frequently and the challenges they present. By incorporating these varied perspectives, you’ll be able to institute safeguards that rectify latent issues, while also protecting the promises made within your CBoR.

Here are the 10 articles of CRMI’s NorthFace ScoreBoard Award:

Article I:
Companies agree to provide goods and services that will consistently exceed their customer’s expectations.

Article II:
Companies agree to provide their employees a workplace where employees are motivated, trained and skilled, customers are valued, and relationships are maximized.

Article III:
Companies agree to recognize and reward their employees who consistently exceed their customer’s expectations.

Article IV:
Companies agree to consistently measure the level of customer satisfaction with a company’s product and services.

Article V:
Companies agree to consistently report levels of customer satisfaction for products and services to executive management and the enterprise.

Article VI:
Companies agree to adopt change management strategy to consistently provide corrective action to poor performance in products and services.

Article VII:
Companies agree to consistently measure their performance versus industry standards and/or best in class company performers.

Article VIII:
Companies agree to consistently validate their customer satisfaction results via being recipients of industry awards-certifications and/or independent audit of their customer satisfaction results.

Article IX:
Companies agree to a chief customer advocate position, reporting to the President whose sole responsibility is the ombudsmen for customers, and who consistently reports the level of customer satisfaction on product and services and provides the corrective action plan to the executive management team.

Article X:
Companies agree to annual review of their customer experience management strategy (CX), which must include Article I thru Article IX.

Which elements apply to your business? Use these articles as your guide to establish an outline that demonstrates how much your company cares about its customers.

Not sure where to begin? Reach out to CRMI directly for some quickstart tips and successful hints that will help your brand secure customer loyalty and advocacy for years to come.

Now and Later: How Present Business Intelligence Impacts Future CX Decisions

Companies are constantly inundated with data. Yet, despite regular advancements in analytical strategies, said information often pours in too quickly to comprehend. Business Intelligence (BI), however, offers leaders an effective way to generate actionable information about critical business operations, including company and customer experience management (CEM) specific data, in an effort to bring structure and meaning to the knowledge that would otherwise remain just slightly out of reach.

According to Mary K. Pratt’s definition for CIO, “Business intelligence (BI) leverages software and services to transform data into actionable intelligence that informs an organization’s strategic and tactical business decisions. BI tools access and analyze data sets and present analytical findings in reports, summaries, dashboards, graphs, charts and maps to provide users with detailed intelligence about the state of the business.”

Thus, before companies can understand and implement Business Intelligence reports and results to the fullest extent, leaders must lay the foundation necessary to bring the insights gleaned to action.

When it comes to segmenting business intelligence—an essential step when determining which data points to act upon first—leaders must break said information down into the two key fundamental, actionable components necessary to drive continued customer loyalty. Therefore, they must segment information by account type and contact type:

Account Type—

1.     Tier I: Accounts that provide the highest revenue and are strategic accounts (i.e. 80/20 rule—80 percent of your revenue, representing 20 percent of your customers)
2.      Tier II: Accounts representing the next 10 percent of revenue
3.      Tier III – Tier ‘N’: Your remaining accounts (last 10 percent of your revenue)

Contact Type—

1.      Identify the Decision Makers Title: – Executive Management
2.      Identify the Recommenders Title: – Middle Management
3.      Identify the Influencers Title: – Frontline (Select Key Employees only)

Business Intelligence reports, of course, are typically presented in dashboard format, as they are accessible to everyone across the organization. Dashboards include gauges, charts, and other graphical representations that deliver at-a-glance views of critical metrics. Dashboards also offer drill-downs, which enable leaders to take a more in-depth look at specific information regarding products, organization/function, and country/region/district/branch or individual. BI reports also include multi-dimensional cubes, which allow for correlated analysis by multiple areas, such as customer, product revenue, and timeframe. Other BI report types include:

  • Delta analysis
  • Vulnerability Index
  • Key driver analysis
  • CRMI ScoreBoard Index
  • Balanced ScoreCard
  • Net Promoter Score (NPS)
  • Key Performance Indicators (KPI)


Leaders know that smart decisions require reliable data. But, before they can begin to consider the future, they must first analyze the actions of both the present and the past. That’s where BI comes into play.

“In its most basic form, business intelligence encompasses the analysis of a company’s raw data and analytics, to produce actionable takeaways,” Chris Lukasiak, senior vice president of MyHealthDirect, a health-tech company that offers a SaaS platform for online scheduling and digital care coordination, writes for Forbes. “Data analyzed might include current sales figures, customer shopping habits or operations costs. With more data at our hands, business intelligence is critical to making informed business decisions and can be a key component of forming predictive analyses for the future of a company.”

Business Intelligence reports provide companies with historical and present views of business operations, which subsequently inform their predictive views of the organization. Essentially, BI tells leaders what once was and what is in an effort to help them determine what will be down the road. Examining said data helps leaders understand pervasive trends and derive actionable insights that influence better business decisions in both the short and long term.

“Careful analysis of your data will help you understand customer behavior and even give you the power to better detect what your customers would like in the future,” Lukasiak adds. “From predictive analytics to data that reveals service or product gaps, business intelligence findings have the power to help companies stay ahead of the curveball.”

While brands across industries are decidedly enamored by the concept of predictive analytics, many lose sight of the importance of Business Intelligence and data that explores the past and present of their given organizations. Before companies can determine where they are headed, they need to establish where they have been. Countless organizations invest in analytics that forecast future moves or outcomes, yet leaders often neglect to recognize how past initiatives and present programs influence the customer experience. They need to pause and audit what’s worked and what hasn’t in an effort to proceed in the most lucrative way possible.

Business Intelligence ultimately empowers companies to focus on the ‘now’ so they can truly succeed when ‘later’ becomes the new normal. Leaders need to know where the organization has been if they hope to live up to their titles and adequately lead their companies toward the future they’ve predicted for themselves all along.