Here are four big culprits that cause organizational customer experience work to stall and how to solve for them.
At some point, your business will suffer a failure that disappoints customers. Your apology and recovery – proving “We want you back” to your customers – is your opportunity to make amends. Your actions create a story about how you treat your customers. And customers will tell the story.
Many organizations gear up for “customer focus” action only when the survey results have just come out or are about to be announced. There’s the mad dash to try to see how the data coincides with each operating area. A leader requests several groups work together to “solve the situation.” This begins the cycle of many meetings, ideas and proposed actions, but little movement.
Most companies jump into the CX work without evaluating how the organization works together, whether the CEO is truly committed and if the patience exists for the long road ahead. There are eight key issues that usually get in the way of making progress in your focus on customers inside your organization.
When a beloved company apologizes for something that goes wrong, the intent and motivation is to make customers whole—to earn the right to continue the relationship. Their genuine apology transforms into an opportunity that enables customers to think, “Who else would respond this way?”
There are skill sets specific to driving culture change that need to be present when doing this customer experience work. The lack of these six skills comprises the execution chasm.
It’s easy for leaders to say they want to focus on the customer. But most do it without knowing what they’re signing up for. Some don’t realize that they need to personally have skin in the game. This work won’t budge from hand wave to action without two leadership attributes: gut and guts.
The leadership of the company must be behind the Chief Customer Officer. Senior executives should know that before they commit to a Chief Customer Officer, this will require a time commitment from them. Especially if the Chief Customer Officer comes from outside the business, he or she will need these executives to cut a swath through the politics of the organization.
The Reality Check Audit covers the seven dimensions of building customer relationships and managing customer profitability. Think of the Reality Check Audit as your “To Do List.” It’s a great way to get the lights turned on inside your corporate machine on how much work this “customer thing” takes. Use it to set expectations and to plot out your priorities.
Implementing customer listening accountability is prescribed often, but very few do it well. Without the clarity of which feedback goes to what area, you’re collecting more data to add to the piles you already have. Every piece of incoming feedback has to have an operating area that will be held accountable.