Many companies are focusing on the customer experience these days in some way, shape, or form. Most of them know that it’s necessary to deliver a great experience for customers in order to retain customers and to grow the business. That’s good news. Yet not every company knows how to do that or what it entails.
As I sat down to write this month's post, I reflected on several recent conversations that revolved around the same issue: mistakes companies often make in their Voice of the Customer programs. I began jotting down a list that grew much longer than I expected!
In this first part of a two-part series, I've outlined 10 common VoC program mistakes; part two will have at least 10 more.
When companies focus on people, their people - employees first, then customers - the numbers will come.
This is a tough concept for a lot of executives to grasp. They know the old management adage, companies are in business to maximize shareholder value, all too well. And that knowledge typically equates to focusing on marketing and sales first, i.e., do whatever it takes to acquire customers, drive sales, grow the business, etc.
If you want to move beyond cosmetic changes and lip service to real changes in both the employee experience and the customer experience, the first thing you have to look at is your company’s culture.
What is culture? My favorite definition is Herb Kelleher’s: "Culture is what people do when no one is looking.” To add a little more detail to that, culture = values + behavior.
I was recently asked for suggestions on how to prevent different business units and divisions within a larger organization from becoming complacent when they are performing well based on their customer experience metrics. In other words, their scores, e.g., NPS, are high, so they act like their goal is met. And there's nothing more that needs to be done about the customer experience.