Developing a customer centric culture means nailing what your customers really want and responding to that in a way that your people can deliver.
Zappos, the world’s largest online shoe retailer, bought by Amazon for nearly a billion dollars in 2009, has 500 employees in a call center in Las Vegas who have all received seven weeks of intensive training on how to make customers happy.
The stories are legendary and include Zappos customer service reps doing everything from sending flowers to a woman who ordered six different pairs of shoes because her feet were damaged by harsh medical treatments to overnighting a free pair of shoes to a best man who had arrived at a wedding shoeless. There’s also the small matter of the longest ever reported customer service phone call coming in at 10 hours and 29 minutes.
The point of the story is that Zappos is a great example of a company who publish a customer service mantra - “to deliver WOW through customer service” - and who then align the organisation to deliver on it through comprehensive training, empowerment to act and customer metrics focused on ‘wow’ (i.e. satisfaction) not efficacy.
It takes more to make a success of Customer Experience than implementing isolated initiatives like a customer feedback process, responsive call centre staff, interactive technology or measuring NPS improvements. These things may seemingly allow improvements to the customer experience – but they are likely to be incremental and the customer may not even notice. Often what’s most important to the customer, what they really value and more importantly what’s of greatest value to the organisation, is missing. (Think back to our lady with damaged feet and our shoeless best man).
To be powerhouses in customer service, organisations need to explore how well positioned they are to deliver on their key customer drivers - in other words how aligned the needs and dreams of their customers are with the culture and capability of their company, now and in the future.
We’ve been Customer Experience practitioners for getting on 15 years now and have been involved in numerous Customer Experience design and change projects with many clients in various sectors all around the world. There’s usually two scenarios we come across.
1. Those at the very start of their Customer Experience journey - they know they need to do something but they’re not sure where to start
2. Those who have begun on a Customer Experience programme but are not seeing the improvements and value they hoped for
In the first scenario, we find organisations are usually overwhelmed with deciding on how to establish with absolute clarity what their customer needs and how well the organisation is currently set up to deliver it.
In the second scenario, we find companies have been quick to implement a whole host of initiatives based on customer feedback and NPS scores without taking a step back to look at what organisational factors are currently preventing them from delighting their customers.
In either case, we recommend the following simple principles:
Companies need a shared vision for what they want their customer experience to look like and an understanding amongst all employees of how that adds to the bottom line
All Customer Experience activity should fit within a clear framework that people can understand and relate to, with a line of sight from each initiative to the overall customer promise
Communicating clearly on how Customer Experience will be measured is key to driving the right behaviours. Remember our Zappos customer service reps on the phone for ten hours, delivering flowers and replacing faulty goods free of charge? Metrics are focused on customer delight and consequent loyalty not sales call volume and efficacy
Clear empowerment and accountability for customer smiles. This means motivating and empowering people to do the things you need them to do to make your customers happy, with clear accountability and recognition.
Developing a customer centric culture means nailing what your customers really want and responding to that in a way that your people can deliver. Organisational structure, processes, information and insight, people and critically, the overall vision all need to work together in one total customer experience. If just one of these elements is out of kilter, your customer will be too.
Even the most deliberate, seamless claims process can be derailed by something that begins as a relatively minor problem and can then be exacerbated by the accumulated stresses of the initial incident and the claims process.
At the very least, insurers need to improve the basics if they are to hold on to their customers and ensure a better experience.
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.
I would suggest that companies should not focus exclusively on efficiency, simplicity and optimisation of the rational and functional elements of the customer journey; they alone do not make up the whole customer experience.