I like to ask business leaders this question, \u201cDo you feel proud when you think about your customer experience brand?\u201d Additionally, I tell them that this is a question with only \u201cyes or no\u201d response options. In some cases, with clear justification, the answers are a resounding \u201cyes.\u201d In other cases, I am faced with individuals trying to convince me to add a third option, \u201csomewhat,\u201d to the mix. Whilst in other cases, the answer \u201cno\u201d can\u2019t be ejected quickly enough.<\/p>\n
I\u2019m going to pose the question now, for general reflection, if you are a business leader. \u201cAre you proud of your customer experience brand?\u201d It\u2019s a \u201cyes or no\u201d response option question and, to add further clarity to having the question answered more accurately, here are some guidelines for contemplation.<\/p>\n
A \u201cno\u201d means that a significant number of customers are not delighted generally, with their experience. Why? Maybe the ease of doing business is not quite \u201ceasy,\u201d 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. \u00a0Businesses landing a \u201cno\u201d should place their delivery infrastructure under the microscope. It may be lacking sufficient \u201cstructure.\u201d<\/p>\n
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A \u201cyes\u201d 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\u2019s 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\u2019s 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.<\/p>\n
Hopefully, answering the original question that I asked just became a whole lot easier with these additional guidelines.<\/p>\n
But I want to focus on the \u201cno\u201d responses and the possibilities that exist for converting them to \u201cyes\u201d responses. For all of the responders who answered \u201cno\u201d 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 \u201cforever\u201d marriage.<\/p>\n
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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, \u201cI don\u2019t know\u201d or \u201cI need your help.\u201d 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.<\/p>\n
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 \u201cyour effort is recognized\u201d and induces individuals to sustain the desired behaviours.<\/p>\n
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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.<\/p>\n
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\u2026\u2026.for customers to receive value and to feel valued.<\/p>\n
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.<\/p>\n
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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 \u201cburning obsession\u201d amongst competitors to outclass each other in the business of serving customers.<\/p>\n
The result? A continuing standard of average customer experience and no frenzied race to \u201cwow\u201d the customer.<\/p>\n
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I like to ask business leaders this question, \u201cDo you feel proud when you think about your customer experience brand?\u201d Additionally, I tell them that this is a question with only \u201cyes or no\u201d response options. In some cases, with clear justification, the answers are a resounding \u201cyes.\u201d In other cases, I am faced with … <\/p>\n