Action, information, and support from someone who's walked in your shoes.
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.
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There is now a dizzying proliferation of content, information, and resulting confusion for a leader trying to understand “customer experience.” To pull the customer experience work into focus, evaluate your current progress and take three actions.
Take specific actions to remove the seven inhibitors to customer experience success and ensure your CX work stays on track.
Based on working with scores of clients around the world, there are five customer experience competencies you need to embed into the DNA of your business. This is the REAL world approach that integrates the discipline of customer experience into your operation – in a way that will make each competency stick and change how you do work.
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What if every registration confirmation email greeted you in a personalized manner that’s consistent with a brand’s personality? Surprisingly, few businesses have clued in to the fact that communication exposes how much (or little) they consider the customer on the other end of the email, letter, notification or packing slip.
Most companies consider these touch points as tasks they have to execute – not opportunities to showcase their personality and connect with customers in a real and human manner.
Evaluate the personality of your communication and show your true colors.
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“One Company” Customer Experience Culture is about leadership, organizational dynamics and communication. The companies that are most successful at customer experience address the “one company culture” work across the silos as well as how the leaders enable the organization to work together.
This “One Company” culture begins with creating simple and clear actions for the leaders, middle managers and frontline to work together. Getting the answers to create the “One Company” customer experience culture is frequently the “heavy lifting” work of gaining unified traction.
It’s natural to encounter some cynicism about how “experience” drives profitability and growth. This competency helps you to make the connection. It gives you a language for embedding the ‘customer score’ into leadership conversations. The critical task is to reconcile “incoming customers” with “departing customers” to know how well you are managing customers as an asset of your company.
Once you have done the foundational work of identifying your stages of the experience and have identified the key 10-15 “Moments of Truth” or Customer Touchpoints, you can start to build experience reliability in a focused manner that won’t feel like you are trying to change the world overnight.
Reliability in your experience is proactively managing the key touch points with shared accountability across the silos. This approach emancipates your organization from the one-note dependency on survey results for driving change. Operational KPIs means not waiting for survey results – but knowing before the results come in where your operation delivered, and where it did not. Take these steps to begin to manage experience reliability…
Experience based listening starts first by reporting out how the customer is experiencing the business – then encourages identification of the silo operations that all played in impacting that outcome.
This approach is fundamentally different than how surveys are viewed today in many organizations. The results come out. Every silo takes a look for what impacts them – then each silo individually starts some projects to try and improve the score. But the connection to customers is often lost. It’s about the score. We lose the customer in all the energy in trying to serve them.
You need to expand your customer listening and feedback by paying attention to other sources…
Define the stages of the experience and the moments of truth that comprise all of the experience touch points. This includes both the obvious touch points, such as “when the customer places their order,” and also those opportunities that might be missed, such as “when the customer places their 100th order” or “when the customer has contacted customer service three times in a month.”
Lead your teams to identify the key top 10-20 moments of truth so that you can prioritize the touch points.
Once you have the prioritize touch points, begin working on improving reliability and weaving in the differentiating “wow” moments.
The significance of this is huge…. Not enough companies understand this is the first “duct tape” exercise to get your organization moving together in one direction.
Since that book launched, over 50% of all new Customer Executives have read its contents, and I am honored that many have called upon me for support, as I have had the privilege of coaching many Chief Customer Officer and Customer Experience Officers into their positions or supporting them to get traction where work has stalled. We have made great strides together, working from, improving, and adding to the tools first laid out in this book.
Click here to learn more about Chief Customer Officer coaching services.
This work by Jeanne Bliss and CustomerBLISS is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 License.
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