Silo dysfunction is the inability or lack of collaboration inside the corporate machine to link together what it does for and to the customer. As we try (or don’t try) to figure out how to work together, customers sink further and further out of sight. Down they sink into the quicksand we’ve created.
Beloved companies enable people to decide and act from a corner of their brain that is congruent with doing the right thing. They build an organization with energy and spirit that draws customers to them. We naturally gravitate to companies and people with whom we connect in a human and sincere manner. We like their story because it’s the one we strive to live ourselves. Five five decisions set companies apart. The decisions reveal who they are and what they value.
To make customer experience stick as part of your operation, you need an organized and phased approach to integrate customer experience into your organization. This framework will “demystify” the actions and the end state, which you should be able to recognize when your company and operation become proficient at “customer experience.” The five CX competencies don’t need to be tackled in order. Relevance to your operation is most important. Getting traction is paramount.
Once you’ve determined where the CCO should report, you need to determine what structure will work best in your organization based on commitment and resources. Organize for cat herding the silos together based on your culture and how far along you are in working together. Remember that the structure you select should enable you to influence change and drive action. This post introduces the four ways you can go with organizational structure
Organic customer growth drives long-term profitability. So why isn't the customer as important to you as quarterly sales goals? This is where the customer commitment falls apart because what’s actively asked for, measured and rewarded doesn’t always line up with what’s good for customers. Here are five questions for commanding customer accountability inside your organization... Your answers will tell you how well you are doing with managing customers as assets.
Why does it take such a push to wrap the focus of a company around the customer as the source of their revenue and profitability? I’m no shrinking violet, and I can tell you that for every battle I’ve won, I’ve lost just as many. The big question is: Why has it been a battle? […]
Chief Customer Officer 2.0 delivers new digital content based on the book, “Chief Customer Officer” by Jeanne Bliss and provides updated tools to establish a repeatable customer experience that drives customer profitability.
When customers love you, they’ll turn to you when a particular product or service is needed, and they’ll turn to you first (regardless of the competition). They will tell your story, forming an army of cheerleaders and publicists urging friends, neighbors, colleagues, even strangers to experience your company. Are customers growing your business?
Clarity of purpose means having a definition of what experiences you will deliver. You know the memory you want customers to have and you make the decisions to prepare your people to deliver it.
Stopping by the drive-through to buy a sandwich at Chik-fil-A feels like a joyful event. That’s because the people at the drive-through window are happy people. They were hired for their core values and ability to deliver happiness.
Beloved companies deliberately build a culture of belief. Its the intent and motivation – the “what” and “why” behind decisions that bond people with companies. Beloved companies give control back to customers by trusting them. They suspend the rules and policies, and operate from the belief that customers (and employees) generally do the right thing.
Implementing customer listening accountability is prescribed often, but very few do it well. Without the clarity of which feedback goes to what area, you’re collecting more data to add to the piles you already have. Every piece of incoming feedback has to have an operating area that will be held accountable.
Managing the customer as an asset is one of the three competencies of customer experience reliability. Do you develop customer relationships by nurturing them as an investment that will grow or see them as a cost center?
The best companies find new and disruptive ways to engage executives and employees to hear their customers’ words. These activities put the voice of the customer in the ear of the organization. Customer listening creates empathy and a culture of people who care not just about what they sell, but about the lives of the people who they impact.
Memory creation is the currency of your brand. Clarity of purpose ensures you do not leave customer memories to chance. Are there different versions of your brand’s story being told by customers? Or do you deliver memorable points of contact that connect with your customers?
First impressions last the longest. Is your purposeful? We know through social media that customers remember your “hello” and “goodbye.” With clarity of purpose, the beginning and ending moments of customer contact are guided by a unifying purpose.