R&D CASE STUDY: A COMPREHENSIVE STRATEGY FOR CUSTOMER EXPERIENCE MANAGEMENT (CXM) IN BANKING INDUSTRY

From a Bank’s Strategic Brief to a Practice-Based Solution by Lead-UP Academy

Research Context

In the current period, the banking industry is witnessing a clear shift from competition based on products and interest rates toward competition driven by Customer Experience (CX). CX is no longer regarded as a supporting activity; it has become a core management capability that directly influences customer lifetime value, customer loyalty, and overall operational effectiveness.

From this practical context, a major commercial bank in Vietnam posed a critical question to Lead-UP Academy: How can a structured CX management system be built—one that is operationally executable, measurable, and scalable across the entire organization?

This article reflects Lead-UP Academy’s R&D perspective in receiving the bank’s brief and designing a CXM solution through a strategic consulting approach combined with organizational capability transfer.

1. The Bank’s Brief: Key “Pain Points” in CX Management

Although CX had been identified as a strategic pillar, the bank continued to face several systemic challenges:

  • Lack of a unified CX strategic framework: CX initiatives existed in a fragmented manner, without a clear roadmap to synchronize actions across the organization.
  • An unclear CX operating model: Roles, responsibilities, and coordination mechanisms among CX-related units had not been standardized.
  • Capability gaps within the workforce: Employees lacked the integrated combination of CX mindset, implementation toolset, and execution skillset.
  • Limitations in measurement and scalability: CX indicators were not tightly linked to operational performance and had not yet provided a foundation for scaling.

These “pain points” indicate that the bank’s challenge is not merely CX training, but the development of organizational-level CX management capability.

2. Lead-UP R&D Solution: The Co-Creation Approach and the CX Master Model

Based on the brief, Lead-UP Academy did not approach the engagement as the delivery of a conventional consulting report. Instead, a comprehensive CX capability transfer journey was designed and implemented through five phases:

Phase 1 – Assessment and Positioning

The objective of this phase is to determine the organization’s level of CX readiness and CX development.
To achieve this, the current state of CX is reviewed across six pillars:

  • CX strategy
  • Governance structure
  • Voice of Customer (VOC) and customer data
  • Customer journeys
  • Workforce capabilities
  • Measurement systems

Phase 2 – CX Governance Framework Design

A CX operating model is designed with clearly defined roles:

  • CXC (Customer Experience Council): responsible for strategic direction and decision-making
  • CX Lead: responsible for coordinating and managing CX initiatives
  • CX Champion: responsible for execution at customer touchpoints

Each role is linked to specific KPIs and evaluation mechanisms to ensure that CX is managed as a formal governance system.

Phase 3 – Design and Redesign of Priority CX Journeys

Guidance is provided on the development of Customer Journey Mapping (CJM) to:

  • Identify pain points
  • Define Moments of Truth
  • Propose improvement initiatives at two levels:
    • Quick wins (short-term initiatives)
    • Strategic initiatives (medium- to long-term initiatives)

Phase 4 – Practice-Based Training and the “60-Day Action Campaign”

This phase represents the core of the solution. Rather than traditional classroom-based training, Lead-UP implements the CX Master program in combination with real-world action campaigns to:

  • Translate mindset into observable behaviors
  • Link training directly to operational outcomes
  • Diffuse service mindset and standardized service behaviors across the organization
  • Shape a customer-centric service culture with CX positioned as a core strategic discipline

Phase 5 – Measurement and Capability Transfer

A comprehensive CX Toolkit and implementation handbook are developed to:

  • Standardize CX methodologies
  • Transfer capabilities to internal teams
  • Ensure that the bank can independently operate and scale CX after project completion

3. Breakthrough R&D Highlights

During the solution design process, the R&D team integrated several differentiated elements:

  • The Omotenashi spirit in a banking context: A shift from a “process compliance” mindset toward a “service from the heart” mindset, while maintaining standards and risk control.
  • CX integrated with Technology and AI: The proposed integration of CDP/Cus360 platforms and AI-enabled CRM systems to personalize customer journeys, analyze customer sentiment, and predict customer behavior.
  • Role-based training architecture: Each group (CXC – CX Lead – CX Champion) is designed with differentiated content and capability outcomes aligned with its role within the CX ecosystem.

4. Expected Outcomes: CX as a Core Management Capability

The CXM roadmap is designed not only to improve CSAT or NPS scores, but to achieve the following outcomes:

  • An internal workforce capable of mastering CX methodologies
  • A CX system that is measurable, operable, and scalable
  • CX positioned as a long-term value creation and profitability lever

R&D Conclusion

This R&D project demonstrates that CX creates meaningful differentiation only when it is approached as a comprehensive management system rather than a standalone initiative.

Lead-UP Academy’s solution goes beyond model design, focusing on capability transfer—enabling the bank to build a sustainable customer experience ecosystem aligned with its organizational culture and industry-specific characteristics.

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