Achievement in the delivery of a unified customer experience is difficult because it requires that the silos drop their functional disciplines during the planning stages. It makes every project seem more complex because there are more people at the table participating in every aspect of the business. But the companies that do this well are the ones that customers continue to name as their favorites.
Optimizing customer feedback is one of the most straightforward ways to garner the momentum for customer focus, yet most companies don’t do it in an organized way. You don’t need to spend millions on a “satisfaction” survey. You have the information right at your fingertips. All you have to do is listen to customers tell you what is broken and fix it
Identifying the moments of truth drives awareness about where a company can have an impact on a customer relationship and customer profitability. Building an operating plan for the execution of the key moments of truth clarifies the organizational and operational handoffs where so much customer dissatisfaction and defection occurs.
The lack of a unifying purpose for customer treatment across the silos and a hodgepodge of inconsistent metrics means that different parts of the organization deliver to customers at varying levels of performance. The delivery of service frequently goes up and down based on the mood, competence, or opinions of the person interacting with the customer.
Optimizing customer feedback is one of the most straightforward ways to garner the momentum for customer focus, yet most companies don’t do it in an organized way. All you have to do is listen to your customer. The information your customers are taking the time to give you are the broken things that are in the way of your reliability.
How purposeful is your company in working together to determine the experience it delivers to customers? All too frequently the customer experience is the unplanned collision of deliverables between silos. An experience that’s knit together through the life cycle isn’t really thought through. These efforts fall prey to being inwardly focused definitions of contact points by the silos.
Beloved companies believe their customers and employees. This trust enables a company to encourage innovation and partnership. Employees are free to create moments of truth and deliver a unified customer experience.
The silo-by-silo approach to annual planning is at odds with what customer experiences require: an across-the-enterprise approach to defining priorities and focusing company resources on a unified plan for improvement.
There are three steps customer leaders need to take to get to a company-wide customer investment plan. 1. Align with the CFO, CIO and CMO. 2. Aggregate intelligence to identify the most important investments: Breathe life into an annual customer plan. 3. Pull together the customer investment budget.
You will provide a service that is sorely lacking by bringing together the separate factions of the organization to see the business comprehensively and from the customers’ perspective.
The Reality Check Audit measures accomplishments and the scale of work still required to build customer relationships and manage customer profitability. Use it to set expectations and to plot out your priorities.