Care is the new marketing, and customer experience is the cornerstone of care.
And in order to provide a stellar customer experience, organizations must think differently about their people and their processes. Too often, we’re operating within legacy structures that inhibit communication and collaboration. That’s especially true of care teams who are frequently relegated to a “care only” silo, and whose effectiveness is measured by how quickly they can get a customer off the phone.
In a modern care environment, the care team is a central — and critical — part of the customer experience. They’re the front lines, dealing with one of your most valuable assets: your current customers. 50% of your next customers are already current customers. And it takes 7X the spend to win a new customer versus keeping an existing customer. Happy customers are repeat customers. And as Shep Hyken explains in this Forbes article, you need to deliver a customer experience that makes them want to come back. (And, thanks for the shout out, Shep!)
Enjoy the read:
FORBES • BY SHEP HYKEN
The race to own customer experience is on! Companies are recognizing the importance of delivering an experience that makes them stand out from their competition. Some are learning the hard way. Last year United Airlines had a brand crisis, in which $1.4B in value was wiped out overnight when a passenger’s experience went viral on social media. And, you may not have heard about Juicero, but it fell victim to brand crisis when it was discovered the proprietary juice packets needed for its $699 juicer weren’t so proprietary, resulting in the company dropping the price of the juicer to $200, and then ultimately going out of business.
Be it customer service, product quality or just the way the customers feel about the companies they do business with, customer experience rises to the top of whether or not the customer will decide to keep doing business with a brand.
Today, 89 percent of companies compete primarily on the basis of customer experience – up from just 36 percent in 2010. But while 80 percent of companies believe they deliver “super experiences,” only 8 percent of customers agree. In other words, companies have a long way to go. And, that means there is tremendous opportunity to disrupt a competitor or gain market share in an industry. Everything a brand does – the way it does its marketing, research, advertising and more – all play a role in shaping the customer’s experience. Focusing on customer experience management (CXM) may be the single most important investment a brand can make in today’s competitive business climate.
It used to be that customers could communicate with companies in only three ways. They could visit the business in person, write a letter or call customer support. Then came faxing, and then email. Today there are even more ways customers connect. They use Twitter, Facebook, WhatsApp, Instagram and more. And, when customers do connect with you, they expect to be known and served “on demand” regardless of the channel they are using.
And, there are some customers who, when they don’t get the service they feel they deserve, complain. But, not to you. To the rest of the world on the aforementioned social channels. The good news is that some of the customers who are happy will share that across the social channels, too.
With so many channels through which customers communicate, it seems like creating a powerful and memorable customer experience is more complicated than ever. Technically, that’s true. But, on the surface, customers want the same things they’ve always wanted, and that is to be taken care of. They may be more demanding. They may want problems resolved faster. But that’s understandable because technology has given us the tools to provide that kind of speed.
And, here is something very important to consider. Customers don’t care if you claim you have omni-channel or multi-channel capabilities. They only care that they can connect with you, the way they want to connect with you, and when they want to connect with you. They go through the channel that’s easiest and most convenient for them. It could be a phone, a desktop computer, a tablet – whatever communication method they are most comfortable with.
I’ve written about this in previous articles. Jeff Nicholson at Pegasystems calls this “Channel-less Support,” meaning the customers have no idea how many channels a brand offers, and really don’t care. They just want to communicate on the one that’s most convenient for them.
I recently connected with some friends at Sprinklr, a company that has created what it refers to as a CXM (Customer Experience Management) platform to unify all these different channels into one. Its solutions enable customer support centers to unify 25 different communication channels, such as Twitter, Facebook and Instagram. They shared some insights for every type of company to consider when it comes to improving CX.
The company may define its brand promise, but it is the customer who decides whether or not the company delivered on its promise. There’s a lot riding on delivering a positive customer experience. You hire and train good people, but you must also give them the tools they need to deliver a CX that not only meets the customers’ expectations but makes them want to come back. Be there for them – no matter how they reach out to you – be consistent, and build your brand through satisfied customers.
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