I like to ask business leaders this question, “Do you feel proud when you think about your customer experience brand?” Additionally, I tell them that this is a question with only “yes or no” response options. In some cases, with clear justification, the answers are a resounding “yes.” In other cases, I am faced with individuals trying to convince me to add a third option, “somewhat,” to the mix. Whilst in other cases, the answer “no” can’t be ejected quickly enough.
I’m going to pose the question now, for general reflection, if you are a business leader. “Are you proud of your customer experience brand?” It’s a “yes or no” response option question and, to add further clarity to having the question answered more accurately, here are some guidelines for contemplation.
A “no” means that a significant number of customers are not delighted generally, with their experience. Why? Maybe the ease of doing business is not quite “easy,” maybe employees are not always eager-to-serve, or maybe processes are unfriendly, all of which may be translating into inconsistent, friction-filled journeys for customers. For the record, this is a dangerous heart and mind space to be in with customers. Businesses landing a “no” should place their delivery infrastructure under the microscope. It may be lacking sufficient “structure.”
Businesses landing a “no” should place their delivery infrastructure under the microscope. It may be lacking sufficient “structure.”
A “yes” means that a majority of customers are fans of the business and are delighted almost all of the time, with their experience. Why? Because they are made to feel that the business has made provision for them. It’s like having car park attendants with umbrellas (branded, of course), or walking into the lobby at a business place where you have an appointment and having the receptionist greet you with a smile and by name. Additionally, it’s like female solopreneurs having wireless payment processing handsets, that are small enough to fit in their handbags. These are examples of businesses that have made provision for the needs of their customers.
Hopefully, answering the original question that I asked just became a whole lot easier with these additional guidelines.
But I want to focus on the “no” responses and the possibilities that exist for converting them to “yes” responses. For all of the responders who answered “no” to feeling proud of the existing state of customer experience, there are some solutions for moving the needle to the point where both business and customer become locked in to a “forever” marriage.
A “yes” means that a majority of customers are fans of the business and are delighted almost all of the time, with their experience.
Reshaping internal relationships to generate more healthy interactions across the business, will deliver an internal landscape that is founded on collaboration, cooperation and compassion. Individuals flourish in a climate that promotes healthy exchanges. Conflicting viewpoints are seen as differences of opinion, rather than provocative prods that spur incendiary reactions. Vulnerability is positioned as a strength, rather than an indication of human weakness and so, individuals feel comfortable saying, “I don’t know” or “I need your help.” These words do not attract peer condemnation or judgment, but are received neutrally and in a spirit of authentic communication. Positive internal relationships create a lineage of equally productive external, customer relationships.
Another opportunity to create pride in customer experience occurs when a business lifts its internal service excellence champions out of obscurity and recognizes their efforts, publicly. Turning the spotlight on these eager-to-serve, customer-focussed enthusiasts, who are passionate about service excellence, sends the signal that “your effort is recognized” and induces individuals to sustain the desired behaviours.
Immortalizing the human touch should be a central strategy for all businesses that intend to win with their customers.
Reversing the level of service illiteracy and clearing service debris (topics that have been addressed in earlier articles), are additional opportunities for moving the pride needle.
Immortalizing the human touch should be a central strategy for all businesses that intend to win with their customers. While artificial intelligence and digital adoption continue to accelerate the power of businesses to deliver on speed, responsiveness, convenience, personalization and ease of doing business, these are simply contrivances that support the crowning mission of the customer experience…….for customers to receive value and to feel valued.
Because there is no sign of a clear or immediate danger of mass customer defection, many businesses that do not feel a sense of pride in their customer experience brand, may not feel a sense of urgency to course correct either.
Reversing the level of service illiteracy and clearing service debris (topics that have been addressed in earlier articles), are additional opportunities for moving the pride needle.
This is due, in part, to the fact that they may exist in business sectors where service excellence is not the prevailing standard, nor is there any “burning obsession” amongst competitors to outclass each other in the business of serving customers.
The result? A continuing standard of average customer experience and no frenzied race to “wow” the customer.