I was approached recently at a conference and asked, ‘if we are starting out on a customer experience strategy, what are the key pieces of advice you would give a business when embarking on a customer experience strategy? I answered:
- Ensure those responsible for the customer experience have the right experience too
- If it’s the company that wants to be more customer-centric start with them, not the customer
- Understand the potential and the limits of customer experience early on
- Once you are in, you are all in and you are in for the long haul if you intend to profit
- Short cuts exist, resist. Only short lived programmes use them
5. Short cuts exist, resist. Only short lived programmes use them
With CX there is impatience to see improvements quickly. In our experience it can encourage the wrong behaviours within a business. There are two drivers of short–cut mentality:
a) Improved Performance
Both are of course achievable from customer experience. In fact, there is quantified evidence to show in many sectors, CX is more effective than brand, product, price or communications when it comes to retaining customer relationship.
However, pre-fix either outcome with ‘immediate’ and you have a recipe for disaster. We worked on an assignment where one of the main international consultancies whispered into the CEO’s ear that CX should deliver incremental commercial gain within three months. So the CEO informed the board. The board informed the group. The group told the business to deliver it. So it became a race to the bottom with everyone searching for short-term gains. Two years later I’m not sure they’ve moved forward at all.
In this paper we will demonstrate even though ‘short cuts’ exist in CX, they result in a short-lived focus on customer and long-term damage to the business.
The silver bullet is not it seems to be. After all it is famed for sleighing werewolves; itself a mythical creature which has no place in the our world. Certainly not customer experience.
a) The short-fall of using CX to deliver immediate performance improvement
The parallels with brand investment and return are relevant on more than one level. If the brand team were told, “we need some quick sales to flow from you brand investment now at any cost” what would they do? If there existence depended on, they may well ditch the focus of reaffirming their unique differentiating positioning using emotional and rational engagement to create meaningful existence in their customers lives. But instead opt for slashing prices, being everywhere and shouting ‘free’.
The reaction of the CX team wouldn’t be too different. They’d dive for short cuts to demonstrate return. Short cuts such as giving customers refunds rather than fixing root causes creating mistakes (to pacify NPS) or remove personnel who engage in dialogue with customers until a resolution is achieved rather than drive queries through e mail only with 72 hour response times. Such short cuts aren’t providing a better outcome for the customer. Whilst ticks appear on the business performance report, customers will be left less satisfied and move their custom elsewhere, barking about your business. Like the brand team you will have killed the very thing you aimed to invest in for the future of the business.
Technology seeps into customer experience at every level. From feedback surveys, to mapping software, to text analytics, to social listening tools all the way through to improvements driven tech such as web chat avatars and personalised pricing QR codes. It’s all good stuff. But efficiency shouldn’t be achieved at the detriment of quality and understanding.
Let’s take text analytics. When you are dealing with a mass of customer data, such as 400 hotels feedback or 200 supermarkets, the thought of wading through every customer response is challenging. The truth is the real time required to cover this (assuming a minimum of 50+ comments per location per session) means you’d never get out of the ‘VoC’ lab! However, throw it all into a sentiment sensitive text analytics mixing bowl and you will find what you have is a blended version of the truth.
Story telling is a key component of customer experience. Customers want to tell you their story. Reducing this outpouring to a word means the power, the passion and the potency is lost.
For example, “My wife and I had looked forward to the break because it would be a treat for our 4 year old as a well done for starting school. Sadly on arrival the pool was under renovation due to an scheduled building work. It was heart breaking for all of us because we’d spent weeks getting our daughter excited about the idea of learning to swim now she’d started school. If our expectations had been better managed, we could have chosen another hotel on this occasion. Instead you’ve lost our custom forever.”
When you read this through, you feel the parental pain and child’s heartbreak. As well as recognising the consequential impact of not managing guests expectation. By not updating the website or informing those who have already booked, bad will has been created.
Would you recognise this with an effective text analytics system? What you might have returned is NEGATIVE | BREAK | POOL BUILDING | LOST. It’s a weaker picture with no sense of what needed to be done. In our view customer feedback reviewing is the hard yards needed to understand issues and their impact fully.
That doesn’t mean you shouldn’t share the load around. We have found VoC sessions can be great ways to get more people within an organisation engaged with customers. All that is needed is a standard operating framework.
Praising individuals rather than improvements
We’ve come across programmes which focus on rewarding positive outcomes which is great it encourages participation. However, where the individual is rewarded for an NPS idea before it’s performance has been realised. This only encourages ideas which have no grounding in reality. But rewarding an individual when an idea is live means most ideas are short-term fixes which is not desirable. CX should deliver sustainable improvements.
It’s worth remembering that NPS is not a performance measure it’s a measure which informs performance. Customer experience is a philosophy not a project. In the above example we would recommend placing effort on rewarding the improvements that delivers the uplift in NPS over time, identifying other areas across the customer experience where it can be repeated and recognising those behind the improvement. Save the rewards to end of year ceremonies or annual appraisal demonstrations of ‘acting in the interest of customers’
b) Using CX to deliver immediate competitor differentiation
We spoke in part 2 of this 5 part series about how a brand must fix what’s broken and then build a better customer experience. And that making what matters most to customers better through values of the brand achieves brand differentiation in CX which creates competitive advantage when delivered well
However, many are tempted to jump the layers. But jumping layers doesn’t work. Making things enjoyable when the basics are still broken is a shortcoming of the naive customer experience strategist, or one under pressure from the board to deliver. It’s seen as cosmetic by employees who will class it as ‘lip service’ and they will then stop believing in the customer too.
Customers will quickly see through your papered over the cracks
And customers themselves quickly see through inferior or fob off solutions, becoming cynical of the motive and more frustrated with your brand. A CEO reportedly took a bunch of flowers to an elderly lady who had complained about his company’s service. As a PR stunt it was positioned as a, ‘Showing We Care’ exercise to demonstrate warmth comes from the top. However, the flowers were viewed as a cover up by the customer who told the CEO she wanted resolution to her issue, not flowers. A resolution the CEO had to concede he didn’t know how to fix!
Have faith, differentiation can be achieved through customer experience. www.zappos.com is a brand arguably more famous for their customer experience excellence than the ladies shoes the retail.
Getting it right means delivering in a coordinated manner aligned with business priorities. To fulfill the customer’s expectations and then exceed will them creates a positive customer noise and advocacy as well as internal support. This takes time. Ryanair know those 15 years of low cost, no frills budget airline positioning won’t be reversed with a national TV ad and a new website. But they are starting with basics. They are rolling their sleeves up and investing the time needed. These efforts take years to turn around. But with a positioning of 250th in the Nunwood Customer Experience Experts UK league, it’s going to be along haul.
Proving the case to the board to get the investment to differentiate
One of the most challenging but most rewarding undertakings is to correlate customer experience improvement (often recorded as NPS or CSAT) with the business performance targets. Like proving the value of sponsorship towards sales and brand equity, it’s not easy, but the links are there.
You should in any business case for a CX programme how the performance measures will change, including brand profile and market share. But to propose brand metrics will move early in the programme leads to problems later on. It takes time and requires customer performance patterns to build up before it starts to come through.
Our advice would be to first look for connections between improvements and a range of easy to identify measures such as:
- Reduced cost to serve,
- Drop in negative social feedback on specific issues,
- High levels of claimed advocacy,
- Reduced level of drop out from ‘not proceed with’ during sales process,
- Uplift in usage patterns from loyal customers,
- Usage of more effective channels,
- Preferred to competitor equivalent experience
First, see which of these marketers measures the customer experience improvements affects. Then use these small wins to gain confidence internally, not least of all the Heads of Brand, Propositions and Communication. You will need these stakeholders to commit their budget to build experience as priority component of their focus. They also often hold the budget you will need to promote the differentiation. Differentiation will be driven from within.
Like all of the 5 points raised in this series, this is all very manageable. Critically with customer experience it’s the experience of the team which will determine the success of the strategy.
At Lexden, we find a blend of enthusiasm and a fundamental understanding of how things work from the client blended with our team’s decades of customer experience development across various sectors and borders ensures we have the right synergies to achieve a best in class solution for every specific engagement.
We hope you’ve enjoyed the series. Lexden’s Best Practice Customer Value Propositions series is available free from www.lexdengroup.wordpress.com
Posted by Christopher Brooks, Customer Strategy Consultant & Director at Lexden
We work with brands to attract and retain happy customers | We achieve this by helping them to understand what makes their customers tick, building memorable customer experience strategies and creating engaging customer value propositions.
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