What Alamo have done is they have not only managed to improve the customer journey and eradicate pain points or friction but have succeeded in elevating the customer experience and at the same time, become more operationally efficient. Smiles all round.
If we were to compare the energy sector to that of aviation, Richard Branson summed it up very well: “Look, I think that when we started Virgin Atlantic 30 years ago, we had one 747 competing with the airlines that had an average of 300 planes each. Every single one of those have gone bankrupt because they didn’t have customer service. They had might, but they didn’t have customer service, so customer service is everything in the end.” What will the energy sector look like in 10, 20 or 30 years if things don’t change?
AI in its current form is only part of the solution. AI requires a deeper understanding of customer needs so that it is an enabler rather than the answer for its own sake. The balance of AI vs. human interactions in the Customer Experience needs to be carefully orchestrated.
Does your C-Suite champion the Customer Experience? Is your CEO committed to Customer Experience success? The protagonists in your customer experience need to be shrewdly put in place.
As is often quoted, Customer Experience is not a department; it is a culture, a mindset and a way of doing business. CEO’s need to lead from the top, instilling this philosophy whilst harnessing their employees to deliver a consistent and valuable experience for customers over the long-term.
There are many more ‘excellent’ brands in the US in terms of customer experience. Some 58 brands (up from 24) in the US this year are categorized as delivering an ‘excellent’ or outstanding customer experience, according to the KMPG Nunwood calculations. Compare this to just four companies who cross that threshold in the UK. Evidently this means that brands in the UK are lagging by a factor of 15.
What would happen if your favourite coffee shop started acting like a bank? With an automated order system producing your caffeine fix based on assumptions, there would be no chance of a tall, soya milk cappuccino with sugar free vanilla syrup and an extra shot of Guatemalan espresso!
Customer Experience transformation requires a joined-up understanding of the end to end customer journey and the role that the call centre plays in this customer journey. Add to that, the challenge of how to align the role of technology related touchpoints and establish how humans and technology co-exist seamlessly (another subject for another day)!
Surveys are a key part of the big business of Customer Experience Management and Voice of Customer programmes – but they have become a victim of their own success. Your survey should be just one tool, supporting a wider customer experience measurement model.
It’s all well and good jumping into customer experience improvement and acting on customer feedback, but it won’t make a fundamental difference if the organisation isn’t aligned to deliver the customer experience that’s required. Companies need to find a way of establishing why and how everyone’s role is related to the customer. Silos are not conducive to customer experience excellence or a customer centric organisation.
What I am trying to highlight is that I fear many organisations have implemented transactional customer feedback or nps programmes that aren’t delivering the insight or value that is needed. Getting the timing of the survey right is a quick fix. If all the customer’s pain points along the end to end journey are known and focused on, then expectations can be managed and promises will be kept.