Susa, this is a potentially broad topic so I’ll pick on one thing, which is to avoid CX being downgraded to a reporting function. Yes, data on CX is absolutely vital and the organisation needs to know how CSAT, NPS or other key measures are doing but at one level that’s just admin. Focus instead on the CHANGES required to raise scores and focus those changes on the main outcomes the business delivers for its customers. That will avoid being relegated to item #15 on the senior management agenda.
* Assuming you know what matters most to customers without asking them. They change all the time!
* Forgetting to actively and continuously involve the front line in gathering and understanding customer intelligence.
* Failing to examine customers’ experiences through the eyes (and hearts) of your customers.
* Limiting your search for customer evaluation (and customer insight) to largely surveys.
* Building your processes around the pursuit of customer sat rather than what drives loyalty.
Customers expect accuracy and responsiveness, so avoid slip ups and manage these two expectations. Customers have two expectations that according to Gallup research become critical dissatisfiers when not met. First, they expect ACCURACY – Does your staff meet the commitments they make to customers? Is the product (or service) as promised? Next, they expect AVAILABILITY –Is it quick and easy for them to get a response to questions and requests?
I love Chip’s answer!
My short answer is to avoid anything that makes it more difficult for the customer to do business with you.
The CX experience has to be built around what the customer wants (and yes that will change). Each target market will want a separate CX depending on what they value the most.
Do not argue with the customer about anything, especially about complaints. You won’t win, and more people will hear about his awful experience on Social Media.
Ignore the Me-Too syndrome.
Avoid thinking you’re better than you are. Don’t make the mistake of implementing a CX program and assuming the customer agrees with you about how good it is. The customer’s perception is the one that counts. Just because you think you provide a great CX, doesn’t necessarily align with your in alignment with your customers expectations. Studies have shown a gap in what a company’s leadership thinks and what the customer thinks. Don’t get stuck in the GAP.
Avoid mixing up customer experience with customer satisfaction. E.g.: if you’ve promptly solved a customer’s problem which was generated by your lack of information or any other breach, they will be glad for the solution but not satisfied (the issue itself – thus customer’s effort – could have been prevented). That is why in our surveys we should always investigate also about the pre-issue phase.
Hi Susan, avoid the ‘one size fits all’ solutions for service recovery. Each customer interaction is situation based, and should be resolved on its own merits. Empowering employees to be flexible in their response will increase customer satisfaction and retention.
Thinking customer service is common sense and you just need to hire good people. How good anyone is at customer service comes down to their service aptitude. None of us had high service aptitude when we started our careers. It is not your employees responsibility to have high service aptitude it is the company’s to train it to them. The best CX companies have amazing service aptitude training.
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