What can others learn from the successes and failures of how you designed and implemented your company’s approach to CX?: 

Other companies can learn from MailChimp’s commitment to our customers, our friendly and knowledgeable in-house support staff, and the way we adapt our communications to meet our customers’ needs. We have a consistent and friendly brand voice, and we put a lot of resources and research into our voice, tone, and personality.

How did your company articulate and promote the CX strategy that led to the creation of your CX ecosystem?: 

Our customer experience strategy comes directly from the company’s co-founders and affects every aspect of our business. Our two founders are involved in day-to-day work at MailChimp, and they emphasize the importance of making customers happy. We have resources like personas and a voice and tone guide, which help people put themselves in the customer’s shoes, and provide communication tips and examples for people across departments.

What changes to leadership, company structure, and/or IT systems were required to enable your CX ecosystem to be created and to succeed?: 

While some companies hire sales teams as they grow, we put that money into improving MailChimp for our existing customers—through engineering, customer support, data science, and more. We don’t have any sales staff at all. Our support team is constantly growing, so we train mentors within that team in order to scale with our customers. Our approach to customer service and marketing is different than most companies (see CEO Ben Chestnut’s letter:

What research and information about customers was used in designing your company’s CX, and how did it influence design process and the outcome?: 

MailChimp’s UX team has dedicated researchers who study data and travel to interview customers. They created detailed personas for the entire company to learn from. Persona posters hang on the wall in a main gathering area near the espresso machine, so people across departments can observe them and think about our users and their needs throughout the day. We also have a data science department, focused on making MailChimp a better experience across the board. They share their insights both within the company and publicly on our blog and website. We believe in sharing our knowledge so that our customers and other companies can learn from our successes and failures.

What were the key projects, processes, and other undertakings that went into the design of your company’s CX?: 

Our approach starts with making a great product. We’ve tried to build it in such a way that it doesn’t require sales or much support, and our marketing efforts simply tell the story of the product. Beyond that, we’ve invested heavily in creating a generous, approachable brand that resonates with our customers and helps reinforce their experience with the product.

How was the design and implementation of your company’s CX led at a strategic level, and how were you able to get fragmented business units and stakeholders to work together to achieve a shared goal?: 

Customer experience at MailChimp has always been about making the best product on the market and about differentiation from competitors. In those respects, nothing has changed since we started. We’ve grown and the organization has gotten more complex, but those goals have never changed, so we’ve never been in a position of having to realign anything or fix communication among different departments. We all have a common purpose, and our corporate culture places importance on helping and creating amazing experiences.

Please share any qualitative, quantitative, empirical, or anecdotal evidence that demonstrates the success of your company’s CX in improving your company’s delivery of service.: 

MailChimp is growing faster than ever.

We added almost 2.5 million customers, and 159 new integrations with other apps and services, in 2013 alone.

Our customers consistently give us high “happiness ratings” (, and we love seeing tweets like this: