So many businesses now understand the need for a strong CX department or function, yet after making considerable investments, don’t understand why they don’t add value.
In today’s more digital friendly world, the customer has many more options in contacting us. They can use web, apps, phone, email, social media etc, the list is endless. The simple art of CX is to measure interactions at all touch-points and to determine where we are delighting or losing customers. The more channels we have the more difficulty people seem to have in tracking the customers journey and the more fragmented the customers journey can become.
Here are a few key principles that CX leaders should employ if they want to be successful in experience management.
- Always start by building a Staff Journey Map – How you do this is to plot the key interactions. An example might be, Thinking of Joining. What does our recruitment process look like through the various application channels? We can check by sending applications to our partners and internally and see what the response rate and message is that we receive back. This needs to be consistent across all channels. We then survey applicants and determine where they are delighted and where they are not. We would then repeat this process for, Joining, I have a Problem, Changing Roles, Leaving etc. We must always start with the staff for a few simple reasons. They are the ones who will service the customer, so we should go through them and not around them. The issues we have internally are almost always mirror the ones we have externally, such as communication. So fix the internal issues and delight your staff before trying to delight your customers.
- V.O.C is king – Over the years I have become convinced that N.P.S or C.S.A.T in isolation are relatively ineffective forms of measurement, as they don’t tell the full story. The unscripted and unprompted response from customers, is what is important to them. The way we sort this information is crucial. There are so many tools on the market that look at keyword searches etc but they don’t deliver hard feedback to the area responsible for making the changes. Think of it like an old mail room and a mailman walks into an office with a large trolley full of mail. He has two options, one dump all the letters in the middle of the room and ask people to fish for their own feedback, or they can sort the feedback relevant to the department and hand the mail directly to those it impacts. This is the most common mistake I see in companies today.
- C Level buy in – You need a C level sponsor of the program if you want CX to be a true success. Make sure that each CX measurement is directly linked to profitability OR a cost saving. If the sponsor understands that an internal L.O.B. not acting on customer feedback is directly costing the company money, the C level will hold them to account. This alleviates roadblocks and ensures the program is a success.
- Internal K.P.I’s should be based on Customer Satisfaction – The last piece is making sure that internal staff have K.P.I’s that are satisfaction dependent, such as NPS and CSAT. If you have proven that CX makes or saves money, then this is an easy case to make and a profitable one. One of the most important of these K.P.Is is Customer Lifetime Value, which measures what the average customer relationship is worth to the organisation in financial terms. This should always be calculated after costs.
Please do reach out if you need help or advice with your CX strategy.