Whether you are an executive about to recruit a new Chief Customer Officer or you have just landed yourself a role as Customer Experience Director and are keen to get going, here’s a simple and pragmatic framework that can help drive your CX agenda from Day 1, whatever the level of the organisation’s customer experience maturity.
Harnessing valuable people data and taking intelligent action should be part and parcel of great people management. Delivering a great employee experience is inextricably linked to delivering a great customer experience. By capturing and analysing people data in the same way that technologies are allowing us to do with customer data and acting on the emerging 'pain points', will lead to a rise in employee engagement.
In 2018 will we see something new in CX or will it be more of the same? If it is more of the same, then the experience gap that has opened will only get bigger. 2018 needn’t be another year of unfulfilled promise. Using the 6 E’s will help your company succeed. Rethinking your CX around my 6 themes will help ensure a Smiling Company and Happy Customers.
2017 promised such a lot. There was the motivation and there were clear opportunities to really begin to make a significant difference for customers and close the recognised experience gap.Success in 2018 will come from a refocus. We have a huge opportunity to close the experience and expectation gap. If nothing else, to be successful in refocusing on the customer
A short-termist approach of ‘fixing’ what may not be working, but isn’t necessarily of value to the customer, of ignoring the customer’s emotional experience and of keeping responsibility for the customer confined to a small number of people within the organisation means we may not see the current disappointing situation change for some time.
There is a real and present risk to this movement towards greater customer centricity and ultimately better experiences for our customers.
Every day we hear more about how technology is changing the world for customers and employees alike. We live in a rapidly developing world where virtual meets reality. Even brands are investing heavily in IT not only to be able to more deliver efficiently their customer experience but also to interact with customers on a more personal (data led) level. The art is to blend digital and real-world together and present one consistent face of the brand.
Building brand value, customer life time value and winning sustainable loyalty need to be uppermost in retailers’ minds. Black Friday customer interactions need to maintain a brand’s story in an authentic way whilst engaging in the customer experience. Think of it as an opportunity to showcase and engage with customers – where the customer’s experience is positive, painless, seamless, and relevant to them.
Avoidance of contact (particularly in times of disruption or issue) gets companies nowhere, nor does shying away from problems – I can think of quite a few train and plane operators here.
Customers appreciate honesty and transparency. They value companies who inform, guide and alleviate their own concerns. Make for Happy Customers by telling the story before the story becomes you.
Sometimes, change and customer experience optimisation is about baby steps. Sometimes, small steps can result in bigger leaps, or compounded marginal gains. For some organisations, this is a more realistic and successful approach than the implementation of a big CX transformation programme with a well-constructed business case, where the results may be similar in the end.
Only 20% of organisations deliver a good or great CX. Do you want to be in the 20% and deliver experiences that lead to happy customers and a smiling organisation; or be in the 80% who follow?
first direct have recognised that what set them apart for many years – their superior customer service, is not enough to stay ahead. first direct are constantly seeking to improve the basics and at the same time invest in innovation centred on the customer. Customer work, at first direct, is never done.
Taking a value based approach to CX and designing customer research that can identify the value within each journey, will help provide the business with a graded shortlist of things to focus on, fix and improve. It can also use it as a framework by which to judge existing initiatives around the business that impact on the customer experience.
The airline industry is a highly competitive one. Technology, hand in hand with a human touch, will deliver better experiences for customers. The challenge is in the alignment of the culture, processes, systems and capability of the organisation, with the needs of customers in a way that employees are empowered and engaged to deliver. That goes for at any point in their customer experience, but is even more of a priority in times or disruption.
Customers need their experiences to be seamless and without friction. Importantly, they also hope that any problem will be proactively owned and resolved quickly and satisfactorily by the company or organisation with whom they are interacting.
When talking about touch points and channels, we refer most often to those within our control e.g. the call centre, email, the physical store, social media. We don’t often consider those which are delivered by another organisation for example a business partner. Companies seem only too ready to hand over responsibility for the customer to their partner. Yet some seem quick to blame them when things go wrong and act as judge and jury when their NPS scores, say, are not up to scratch. Delegating companies often seem to want it