Lack of cooperation across organizations is a momentum inhibitor for customer experience management (CEM). Among best-in-class CEM practitioners, top challenges are:
* Cross-channel CEM.
* Organization-wide focus on customer service differentiation.
* Commonly agreed-to metrics.
* 360-degree view of customers.
All of the recent customer experience studies report broken linkages between:
* Functions’ and business units’ goals.
* Survey results and business results.
* Multiple voice of customer sources.
* Data and actions.
* Incentives and desired behaviors.
* Views of what customers want.
* Brand promise and what’s delivered.
Nearly half of senior marketers admit that high-profile negative customer experiences have compromised their brands. And currently, 84% of customers will register a complaint or tell others of a bad experience; this tendency is rising from 74% in 2007 and 67% in 2006.
Clearly, profitability is at risk due to lack of cross-organizational cooperation and alignment with customers. Effective employee engagement is at the heart of these issues. While strides have been made, customer-centricity tends to be an elusive aspiration. Only 12% of customers judge their vendors as extremely customer-centric, while 56% of those same vendors think of themselves as extremely customer-centric.
If CEM execution is broken, examine the foundation rather than fill potholes. Tendencies to focus on IT solutions, statistics, simplified metrics, customer acquisition, or isolated opportunities have over-shadowed the realities of people and processes and culture as the most important determinants of customer experience. There are 5 vital components to company-wide employee engagement for significant ongoing customer experience business results:
1) Systems Thinking
– A holistic view of the components of an entity.
– Comprises the components’ relationships with each other and with other entities.
2) Change Management
– 4 major steps are necessary before deploying a change: Evaluate, Envision, Analyze, and Plan.
– Stakeholder management is the focus for each of the 7 phases of managing change.
3) Internal Branding
– Living and delivering your brand promise.
– A multi-faceted cultural journey guiding everyone in managing their own impact on CEM.
4) Continual Improvement Practices
– Allow the company to be more nimble, responsive and proactive through organizational learning.
– Simplify complexities and emphasize fact-based decision-making through quality tools.
– Gain fresh perspectives and compelling reasons for change through frequent benchmarking.
– Focus on actionable, predictive metrics.
5) Sustaining the Momentum
– Prevent mis-use of metrics and incentives.
– Energize employees to reach stretch goals through ‘recognition strategy 2.0′.
– Require all employees – not just frontline employees – to build customer relationship skills.
– Emphasize product & service quality, as this outweighs any other efforts a business makes to convey trust.