Customer Experience Management Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Customer Experience Managers, Customer Service Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-CS-099

Before you join: Participants should have practical experience of customer-facing services, service operations, marketing, contact centres, digital channels or improvement work.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Customer experience management turns customer needs, feedback and operational evidence into decisions about services, channels, processes and people. Many organisations collect survey scores and complaints but struggle to identify the journey failures behind them, assign ownership, and prove whether improvement work has changed customer outcomes. The result can be repeat contacts, avoidable churn, inconsistent service and investments that solve internal problems rather than customer problems.

This course develops the practical discipline required to manage customer experience from insight through to improvement. Participants learn to map customer journeys, define personas and Jobs to Be Done, operate Voice of Customer processes, select meaningful measures, analyse root causes and design service improvements. They also examine omnichannel service design, service recovery, complaint handling, frontline empowerment, CX governance and roadmap development. The course connects customer measures such as NPS, CSAT and Customer Effort Score with operational measures including resolution, wait time, rework and contact volume.

Instructor-led sessions combine short briefings with sector-based cases from banking, public services, telecommunications, retail and business-to-business services. Participants work with realistic customer evidence, journey maps, complaint themes and performance data, then apply the methods to a service challenge relevant to their role. The course is available in classrooms in more than 50 cities or live online over five days. Participants receive a certificate of completion and leave with a structured CX management pack containing reusable templates, diagnostic models and a 90-day application plan.

The course suits managers and specialists responsible for customer service, customer insight, digital journeys, contact centres, service operations, quality or improvement programmes. It is particularly useful for professionals who need to coordinate action across marketing, operations, technology, risk and frontline teams.

What you will be able to do

  • Map end-to-end customer journeys using personas, moments of truth and service blueprints
  • Design a Voice of Customer programme with feedback channels, ownership and closed-loop actions
  • Select NPS, CSAT and Customer Effort Score measures for defined management decisions
  • Analyse customer evidence using qualitative coding, driver analysis and root-cause techniques
  • Prioritise experience improvements using customer impact, feasibility, risk and financial value
  • Design omnichannel service changes that reduce effort and preserve customer context
  • Establish service recovery and complaint-handling processes with clear authority and escalation rules
  • Create a CX roadmap with governance, measures, owners and 90-day actions

Benefits of attending

For you

  • Ability to convert customer feedback into prioritised service improvement actions
  • Confidence selecting customer measures for operational and strategic decisions
  • Practical methods for influencing cross-functional journey owners
  • A structured approach to handling service failures and complaints
  • A 90-day plan for applying CX management methods at work

For your organisation

  • Clearer prioritisation of journey improvements with measurable customer impact
  • Reduced repeat contacts, rework and avoidable service demand
  • More consistent service across digital, assisted and face-to-face channels
  • Stronger accountability for customer feedback, complaints and improvement actions
  • Better connection between customer outcomes, operational performance and investment decisions

Course modules

10 modules over 5 days

Participants can explain the commercial and operational role of customer experience management.

  • Customer experience, service quality and customer satisfaction distinguished operationally
  • CX value proposition linked to retention, advocacy and cost-to-serve
  • Moments of truth identified within end-to-end customer journeys
  • Customer expectations segmented by need, context, channel and emotion
  • Outside-in management compared with product, channel and process perspectives
  • Experience principles translated into observable service behaviours and decisions

Participants can build evidence-based customer journey maps that reveal priority experience problems.

  • Jobs to Be Done interviews reveal functional, emotional and social needs
  • Persona profiles grounded in evidence rather than demographic assumptions
  • Customer journey mapping captures stages, actions, thoughts, feelings and pain points
  • Service blueprints connect frontstage interactions, backstage processes and supporting systems
  • Ethnographic observation and contextual inquiry expose unspoken customer workarounds
  • Prioritisation matrices rank journey problems by customer impact and feasibility

Participants can design a Voice of Customer process that produces usable insight and action.

  • Voice of Customer programme combines solicited, unsolicited and operational feedback
  • Closed-loop feedback process assigns owners, response times and escalation rules
  • Survey design applies sampling, question wording, scales and response-bias controls
  • Qualitative coding converts interviews, complaints and call transcripts into themes
  • Text analytics categorises contact reasons, sentiment and emerging issues
  • Customer advisory boards gather strategic feedback without treating participants as representative

Participants can select, define and interpret customer experience measures for management action.

  • NPS, CSAT and Customer Effort Score selected for decision purposes
  • Metric definitions specify population, trigger, scale, calculation and ownership
  • Driver analysis separates correlation, causation and actionable experience factors
  • Dashboard design links customer metrics with operational and financial measures
  • Control charts distinguish normal variation from signals requiring management action
  • Targets and thresholds prevent gaming, survey manipulation and metric fixation

Participants can diagnose root causes and prioritise CX investments using evidence and value.

  • Needs-based segmentation groups customers by desired outcomes and service requirements
  • Experience performance matrix compares importance with satisfaction and effort
  • Customer lifetime value informs differentiated experience investment decisions
  • Root-cause analysis uses five whys, fishbone diagrams and process evidence
  • Failure Mode and Effects Analysis ranks service risks before redesign
  • Business cases quantify retention, rework, contact reduction and revenue effects

Participants can redesign service journeys to reduce effort and improve customer outcomes.

  • Human-centred design frames problems before generating service concepts
  • Service design principles define consistency, choice, transparency and recovery
  • Co-creation methods test concepts with customers, staff and partners
  • Blueprint redesign removes handoffs, duplication, waiting and avoidable contacts
  • Accessibility considerations address language, digital inclusion and assisted-service needs
  • Prototype tests establish desirability, usability, feasibility and operational readiness

Participants can design channel journeys that maintain continuity and reduce customer effort.

  • Channel strategy assigns tasks to digital, assisted and face-to-face channels
  • Omnichannel journeys preserve context, history and promises between channels
  • Knowledge management supplies accurate answers, policy guidance and next-best actions
  • Self-service design reduces effort without forcing unsuitable customers online
  • Contact-centre quality monitoring evaluates accuracy, empathy, compliance and resolution
  • Digital journey analytics identify abandonment, repeat contacts and failed tasks

Participants can manage service failures, complaints and recovery actions consistently.

  • Service recovery paradox assessed without using failure as a performance strategy
  • Complaint handling follows acknowledgement, investigation, resolution and learning stages
  • Empowerment limits define frontline authority, compensation bands and approval paths
  • De-escalation techniques address emotion, expectations, accountability and next steps
  • Root-cause corrective actions prevent recurring failures and complaint volumes
  • ISO 10002 principles inform fair, accessible and responsive complaint processes

Participants can establish ownership and management routines for sustained CX improvement.

  • CX operating model defines decision rights, roles, forums and accountabilities
  • RACI matrices clarify ownership for journeys, metrics, improvements and communications
  • Employee experience links tools, policies and incentives to customer outcomes
  • Coaching routines convert quality findings into observable behavioural improvement
  • Cross-functional governance resolves trade-offs between cost, risk and experience
  • Change adoption plans address stakeholder concerns, capability gaps and reinforcement

Participants can create a practical CX roadmap and application plan for their organisation.

  • CX maturity assessment identifies current-state strengths, gaps and priority capabilities
  • Journey portfolio selects improvements using value, effort, risk and dependencies
  • Roadmaps sequence quick wins, foundational work and longer-term service changes
  • OKRs translate CX strategy into measurable team commitments and review cycles
  • Benefits realisation plan tracks outcomes, assumptions, owners and review dates
  • Personal application plan defines first 90-day CX management actions

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Customer journey map and service blueprint template
  2. Voice of Customer programme design template
  3. CX metrics dictionary and dashboard specification
  4. Experience improvement prioritisation matrix
  5. Service recovery and complaint-handling checklist
  6. 90-day CX management action plan

Who should attend

  • Customer Experience Managers — need a repeatable system for improving journeys and measuring outcomes
  • Customer Service Managers — need to reduce customer effort, complaints and repeat contacts
  • Contact Centre Managers — need to connect quality, insight and operational performance
  • Marketing and Insight Managers — need to turn customer feedback into service decisions
  • Service Design and Digital Product Managers — need to improve cross-channel customer journeys
  • Operations and Quality Managers — need customer evidence to target process improvement work

Skills and tools covered

Customer journey mappingVoice of CustomerCX measurement designService improvement prioritisationOmnichannel service designCX governance

Tools and standards

Customer Journey Mapping, Service Blueprinting, Net Promoter Score, ISO 10002

How the course runs

Training methodology

The course uses short instructor briefings to introduce CX methods, followed by case analysis, facilitated group work, journey-mapping tasks and service-design simulations. Participants interpret customer feedback, complaint records, service metrics and operational evidence drawn from realistic service scenarios. Group discussions compare decisions from different sectors and functions, including risk, operations, marketing and digital teams. Each participant applies the methods to a workplace service challenge and develops an action plan for use after the course.

Requirements and prerequisites

Participants should have practical experience of customer-facing services, service operations, marketing, contact centres, digital channels or improvement work. They should understand their organisation's customers, service processes and common customer issues well enough to discuss a real service challenge. Experience with survey data, complaints, journey maps or performance dashboards is helpful but not essential. No formal qualification, statistical training, design qualification, specialist software or prior CX certification is required. The course explains the core methods before applying them to cases and workplace priorities.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should understand a customer-facing service, customer process or service team in your organisation. Prior experience with CX tools, survey analysis or service design is useful but not required.

Bring details of a customer journey, recurring complaint, service issue or improvement initiative that matters in your role. A laptop is useful for live online delivery and for recording your application plan.

The course is suited to managers and specialists in customer experience, customer service, operations, marketing, insight, contact centres and digital services. It also suits improvement professionals who need customer evidence to guide process changes.

Customer service skills courses focus mainly on individual frontline interactions and communication behaviours. This course focuses on managing the systems behind experience: journeys, feedback, measures, processes, recovery and governance.

Participants use the methods to assess a real service challenge, such as repeat contacts, digital abandonment, poor complaint outcomes or inconsistent channel service. The final module converts this work into prioritised actions, owners and review measures.

The programme contains ten modules delivered in teaching order, with approximately 6.5 contact hours each day from 08:30 to 16:30. Time is divided between instructor input, cases, group analysis, simulations and workplace application planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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