To deliver on an excellent and enriching customer experience an organization has to ensure that every touch point for the consumer has to be delightful experience. It could be as trivial as a call centre script or actually sending him a greeting card on a special occasion all of them are equally important. And most leading brands don’t consider this a priority and hence don’t pay enough attention to this critical aspect of the business that is the new mountain to be conquered. A lot is written about this but seldom brands practice this and those who do like Harley, IKEA, etc have made their brands EPIC.
- Reviewing the current CX practices
Understanding the current practices or the performance of the organization in the customer experience (CX) domain is the first step in upgrading the current CX. This exercise will involve challenging the obvious and looking at other evolved categories like airlines, banking, insurance, etc that map their customers and use that information to offer better solutions in a customized way. Every process in the organization will have to be rigorously monitored like call monitoring, constant feedback from customers at all touch points and research on how the current CX can be bettered, CSAT (customer satisfaction survey), etc. All this data combined will throw up insights about how the customer wants the sequence of activities to take place and which are the non-value adding activities that are to be removed from the current CX. For e.g. banks have now started automated IVR services to cut costs but from a customer’s perspective it at times resulting many call-backs which spoils the entire customer experience.
Various malpractices, false promises by marketing, process disobedience and lack of control over customer facing teams is often the cause of lower customer experience. For the sake of selling products services or converting prospect into leads sales/call centre team give false promises and convert the prospect to customer. But eventually over the course these prospects become hostile and start negative reviews over social media which hampers overall brand’s CX. Lack of processes whether it’s the sales pitch process, script adherence or interaction with teams is another big pain area that spoil the customer’s experience. One simple thing like when a customer lodges a complaint he is given a ticket number and is asked to give that the next time he calls but often he has to narrate the entire story of his harrowing experience again and again till the resolution is found. This happens not just with local players but also with global MNC giants as well. Rather than recording the data and using it as an opportunity to delight the customer by resolution companies make the customer go through the experience 10 times before giving an answer forget about the resolution.
- Analysing Key Customer Journeys
This is the most important step in uplifting the CX for an organization as it will tell you where you need tweaking or revamping in the current CX. This could be data driven or gut driven (informed estimate) or could be as simple as laying down certain processes and asking the team to follow. Ideally it should be a mix of all since each method has its own merits.
To cull out the pain points within an existing CX one could start research that helps gather data on the customer volume in a given journey, reasons for call center complaints, and obvious gaps in performance—for example, discrepancies between promises made in marketing materials and services actually delivered. This will give a laundry list of key issues that now plague the CX and the same 80:20 rule applies here as well where 20% of the nature of complaints will impact 80% volume. This helps narrowing down the focus and next steps are thought upon.
A company should gather customer and employee surveys along with working data across various functions to assess performance and gauge how it is doing on the competition. Best-in-class companies use regression models to understand which journeys have the greatest impact on overall customer satisfaction and business outcomes, and then run simulations to get a picture of the potential impact of various initiatives. This exercise isn’t a small task and may take months to get a true picture of the current CX but the benefits far outlast the effort put in to do the exercise. This allows the CXO level to find various aspects of CX and decide which ones will worked upon on priority in their experience strategy.
- Re-modelling the Experience and Alignment
This first step in this phase is to actually show entire customer journey cycle to the respective team along with the pain points as identified earlier. The priority pain points are to be highlighted well with an impact in monetary terms to make the team understand the depth of the issue. Even if a fix appears obvious from the outside, the root causes of poor customer experience always stem from the inside, often from cross-functional disconnects. Only by getting cross-functional teams together to see problems for themselves and design solutions as a group can companies hope to make fixes that stick.
Secondly the most important aspect is to set up a goal or a benchmark which the team needs to meet, this will enable them to draw up plans about how to meet the goal and what help it needs from the management team. This ensures that there is complete alignment to a common goal and work towards the same with full conviction.
- Changing the mind-set
Plans made on paper are of no value till they are executed well. And even here re-modelling the CX is of no use till all the teams live and breathe the new model. Getting the changes done is hugely important and at the same time extremely challenging as well since it will mean a shift of mindset from the current ways of working. However, delivering at scale on customer journeys requires two high-level changes that merit mention here: (1) modifying the organization and its processes to deliver excellent journeys, and (2) adjusting metrics/KRA and incentives to support journeys, not just touch points.
And since CX does not fall under any particular teams KRA, it may mean there needs to be a team of people under the leadership of Chief Customer Experience Officer who would look into this, in case of a smaller organization added responsibility is to be given to members of the functions. This team needs to drive change by aligning and pushing the agenda in every aspect of the business keeping the customer in mind.
Once this its done the biggest differentiation for the brand would be the CX which cannot be duplicated by any other brand and will definitely help bring in more business at much reduced costs.
Great CX for a brand then translated into commercially rewarding experience for the brand as well
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