What causes one business to flourish and another to fail, in the arena of customer happiness? Could it be that the former pulls out all of the stops to ensure that their customers leave happy and stay happy? Conversely, could it be that the latter is ruled by the fact that it has discovered the exact combination of inputs and effort needed to keep their customers satisfied minimally, with each visit?
Is the difference between the two businesses, that one is doing just enough to snag a passing parade of “faceless” sales and the other is doing more than is expected, to create a sustainable customer-propelled pipeline, based on positive brand differentiation?
In a bygone era, a majority of businesses could have relied on a status quo of “doing just enough” to keep customers happy enough to generate another visit. In our current era, that of the customer-propelled, revenue-generating pipeline, doing just enough is not enough to keep customers happy.
In our current era, that of the customer-propelled, revenue-generating pipeline, doing just enough is not enough to keep customers happy.
Take customer complaints, for example. In a bygone era, the businesses that were resolving customer complaints promptly, would have been commending themselves proudly on their track record for complaints resolution. Many of those businesses were endowed with entire departments dedicated to tracking compliance with the resolution process. They would have been blissfully unaware that in the new era, such diligence would be relegated to “doing just enough” on the customer value enrichment scale.
In the new era, the perspective has shifted from resolution to prevention. Customers have little or no tolerance for interaction discourtesy, mix-ups in orders, transaction errors and digital malfunctions. Especially if such ball-dropping is considered to be fundamental flaws in the conducting business. The real hero businesses dedicate time, resources and effort to plugging the holes in processes that enable customers to have an error-free experience.
In a bygone era, there was no science guiding the curating of customized offerings that matched the unique needs of customer segments. Nor was there the recognition that data analysis served the purpose of differentiating value contributions by customer segments.
Customers have little or no tolerance for interaction discourtesy, mix-ups in orders, transaction errors and digital malfunctions.
In the new era, “above and beyond” businesses understand deeply, the rich (literally) rewards of harvesting customer data, so that repeat customers are recognized and celebrated for their loyalty, which, in turn, promotes more loyalty, because of the emotion that is evoked when people are recognized for their effort. Data harvesting allows “above and beyond” businesses to single out customers who fall into special purchase segments and can then be gifted for their support via loyalty discounts, VIP points and special offers. Data harvesting also allows businesses to deploy targeted campaigns that prompt action on the part of specific customer segments.
The new era businesses harness the power of science, digital technology and now, artificial intelligence, to provide customers with revolutionary, real-time support from one end to the other, in their transaction and interaction journeys.
Businesses in the new era of customer experience run on different propellants to those of the bygone era. They have a distaste for procrastination and an affinity for momentum, as evidenced in a pervasive sense of urgency and responsiveness. While other businesses struggle with the fallout from a lack of urgency, new era businesses have no such hindrances.
The real hero businesses dedicate time, resources and effort to plugging the holes in processes that enable customers to have an error-free experience.
Another thing. New era businesses always view their customers through the lens of differentiated segments. This differentiation can be based on the more commonly known demographic, psychographic and geographic segments, as well as the less common ones, those of technographic and behavioural.
A huge new era differentiator, is that these businesses are on top of quantifying how and by how much, their service differentiation is driving revenue growth. The growth in customer segments and the sentiments that accompany the experience in these segments, are tracked through digital processes and this allows the businesses to make targeted decisions around customer segments.
New era businesses are noted for being forward-thinking, a characteristic feature that drives curiosity and innovation. Have you ever found yourself visiting one of your favourite new era businesses every chance you get, either face to face, digitally or online, just to see what’s new in their arsenal of offerings and never being disappointed, because there’s always something new to experience?
New era businesses are noted for being forward-thinking, a characteristic feature that drives curiosity and innovation.
Businesses like these, live for thrilling their customers. They live for true innovation and refreshing of the customer experience in new and intelligent ways that truly elevate the customer’s existence.
The thing is, many businesses have found themselves in the “twilight” zone. They only reside half way in the bygone era, but are unsure about a swing strategy for moving forward fully.
Now, let me ask. In which era does your business reside and what’s your next experience elevation move?