Does your customer strategy clearly define how the organisation will go about delivering customer experience excellence?
Our approach to designing a customer strategy involves combining commercial rigour and customer centred design to provide you with a sustainable, organic and profitable growth plan.
Everybody of course! Customers do not engage with companies thinking about the channel, department or function they are dealing with, they think about the brand, the organisation as a whole and the experience that surrounds the product/service that they have received. So every single person in the entire company is responsible for the customer experience.
Who do you hold accountable when the customer experience is broken?
Nobody. Or perhaps its the marketing team as then sit on a gold mine of customer information?
So, everyone is responsible and no one is accountable? This goes to demonstrates how easy it is to fall into the trap of theoretical customer strategies that does not consider the complex environment in which it needs to be implemented in.
Customer centricity has made its way to most c-level conversations around the world with most companies now having some sort of “customer strategy” in place. Putting customers at heart of the organisation is now a fundamental belief in many organisations. But how do these “customer strategies” actually bring about genuine improvements on the customer experience and still provide for positive business outcomes?
Every organisation should have a customer strategy, one that determines the overall direction of the organisation and how the organisation will go about maximising customer satisfaction, customer loyalty and achieve business success. In this sense, the customer strategy often ends up being a great inspiration piece which sounds great on paper.
But who is responsible for the customer experience?
HERE ARE SOME COMMON DANGERS WHEN DEVELOPING
YOUR CUSTOMER STRATEGY:
NO ACTION STEPS
The customer strategy should be a set of practices that defines how the organisation will go about delivering service excellence. Without action steps, the big picture strategy is useless and irrelevant, everyone will go back to their offices after the “Strategic Summit” and continue with their usual tasks and responsibilities.
UNCLEAR ACTION STEPS
Our strategy seeks to improve customer relationships.” “We’ll foster a culture of customer centricity.” “Our customers are at the heart of the organisation.” These vague thoughts are often reported as action steps towards implementing the customer strategy, but they fail to provide any concrete actions to follow through with.
When setting up a customer experience project and defining the customer strategy, it can easily become one department’s or a team’s responsibility rather than involving the whole organisation. If Customer Experience is left to the one department, then how can we expect the customer strategy to be implemented organisation-wide?
UNDERESTIMATING THE ROLE OF TECHNOLOGY
As organisations plan and enable digital channels, the business ecosystem can become incredibly complex. With digital channels unlocked and departments built to support it, the customer strategy can struggle to keep up with the technological landscape of the company and the industry.
IGNORING THE ORGANISATIONAL CULTURE
The customer strategy will only succeed if it is supported by a customer focused culture, which sounds easier than it really is. Verbally claiming or stating on your website that you have a customer-centric culture does not count. Organisational culture is hard to change and difficult to copy, so it makes sense to ensure that the customer strategy is not developed in absence of the cultural context of the organisation.
Our customer experience diagnostic will:
Do you find yourself facing
No single clear customer strategy that the entire organisation adheres to
There are multiple functions and departments across the organisation involved in their own customer experience initiatives, programs and strategies
No one is held accountable for the customer experience, so often its execution is left to chance
Legacy systems and infrastructure prevents you from actioning in the best interest of the customer strategy
There is an organisation wide belief that the company is customer-centric, however customer satisfaction scores show the complete opposite
You hear the word transformation and customer experience thrown across the tables at every meeting, but you are not entirely sure what this means exactly for you, your department and your customers
Develop one single clear customer strategy that applies to every level and function of your organisation
Put your customer needs and desire at the heart of your organisation by truly understanding your customers
Define the strategic fit of your product/service offering ensuring the sustainability of your customer strategy
Cultivate cultural changes that support your customer strategy
Provide you with the blueprint for the experience you design, deliver, manage, measure and govern
Give you the means to measure the real business impact and commercial outcomes of your customer strategy