Issue: 189
Sent: 01-12-2009 16:21:02
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Customer Experience Management Part 3
Lester Wills
I have been providing an outline of the articles that will be appearing in the monthly ATC Digest on Customer Experience Management (CEM). In the first article I illustrated how CEM is different from Customer Relationship Management (CRM), in the second I provided some examples of how you can start to apply some of the principles. In the final ATC Digest article I provide a list of 5 warning signs, 6 laws of customer experience and 10 tips for deploying customer experience management.
Below is a brief summary of the third and final article in this series:
5 Warning Signs
These are key elements required to launch and sustain a successful customer-centric journey.
1. Not Ready to Leap From a "Burning Platform"
The leaders in an organisation must feel a compelling reason to change.
2. Can't Link Customer-Centricity to Business Results
The business case, needs consider how being customer centric supports the core business strategy.
3. Don't Know What Target Customers Value
Only 33 percent of laggards gave a Top rating to "researching what drives customer loyalty" versus 58 percent for leaders.
4. Wrong Signposts to Keep on Track
Do you know how your customers feel about their experience with your company, and how that feeling translates into profit-building attitudes and behavior?
5. Don't Treat Employees Like Customers
Employees can also be motivated by a feeling of additional responsibility and accountability, or even just personal growth, as they build new skills.
6 Laws of Customer Experience
1. Every Interaction Creates A Personal Reaction
Experiences are totally in the eyes of the beholder.
2. People Are Instinctively Self-Centered
Customers, may care intensely about their own needs and desires and probably don't particularly care how companies are organized.
3. Customer Familiarity Breeds Alignment
A clear view of what customers need, want, and dislike can align decisions and actions.
4. Unengaged Employees Don't Create Engaged Customers
If you want to improve customer experience, the focus should be on employees.
5. Employees Do What Is Measured, Incented, and Celebrated
It's all about how companies treat their employees.
6. You Can't Fake It
Employees can sense if customer experience is not really a top priority with the executive team.
10 tips for deploying customer experience management
1. Leadership
Leadership is vital for any significant organizational change.
2. Ownership must cut across all functions
All functions must be on working from the same page.
3. Focus on your most important customers
A few customers will typically represent the significant proportion of your profit.
4. Find out what these customers truly value
What do they value and what are the 3 or 4 most important attributes which drive their intentions?
5. Design CEM before installing CRM systems
Most CRM systems are installed without any thought about how they will be used to add value for the customer.
6. Use CEM to retain customers rather than to lock-in them
Many use loyalty schemes to try and 'force' loyalty.
7. Don't deploying CEM before communicating the proposition
Where this has happened, despite massive expenditure positions were either reversed or companies taken over.
8. Make sure employees all understand the brand story
Vanilla training creates vanilla service.
9. Measure the customer experience and aligning performance KPI's
Measure and manage those activities that drive desired results.
10. Sustaining deployment through measuring customer experience rather than customer satisfaction
80% of customers who switch suppliers express satisfaction with their previous supplier.
The Digest article provides more detail on each of these points as well as references to enable those who wish to further their knowledge in this area. The series entitled "Outside Looking In" will be appearing in a forthcoming editions of the ATC monthly Digest.
This email is general in nature only and does not constitute or convey specific or professional advice. Legislation changes may occur quickly. Formal advice should be sought before acting in any of the areas discussed. Be aware that the information in these articles may become innaccurate with time. Responsibility is disclaimed for any inaccuracies, errors or omissions. Particular investments are neither invited nor recommended and hence this publication is not "financial product advice" as defined in Section 766B of the above legislation. All expressions of opinion by contributors are published on the basis that they are not to be regarded as expressing the official opinion of any other person or entity unless expressly stated. No responsibility for the accuracy of the opinions or information contained in the contributor's articles is accepted by any other person or entity. Copyright: This publication is copyright. If you wish to reproduce this article you require a license, which can be purchased here, to do so.
