In the article of the week, we will talk about common mistakes that leaders and managers make when starting or translating the concept of Customer Experience for their companies: confusion of terms in English, lack of a vision of journey and not knowing where to put efforts. Let’s go!
It’s worth revisiting here the breadth of the concept of Customer Experience, that is orchestrated to cover, from one end to the other, the entire journey of the customer. The leadership misses when evaluating the experience in isolation, far from understanding the emotions, needs and especially what the client wants to achieve.
It’s common for departments to act independently, without knowledge of the whole, without integration and with the lack of an understanding that the client is unique and goes through several micro-moments. For example, you can count on a well-prepared call center for customer service and be highly valued by the customer. But this same consumer may have a serious problem with the delivery of the product or even go through a totally unpleasant customer service when using the technical assistance.
You can have a nice shopping experience at a grocery store, and at the time of using the parking lot, everything falls apart. The true concept of customer experience, through its more strategic approach, focuses on the union of organizational silos so that the experience is balanced, and the client obtains value at each stage of his journey.
Customer service, while reactive and operational service, without any connection to the journey, is not Customer Experience. A large number of companies are still unaware of the concept. Some corporations even think that Customer Experience may be the fully digitized, 4.0 generation call center, with a chatbot mimicking the human voice.
But where is the error? It’s in each area leader to look only at their touch point and there’s no one looking at the entire journey. You can even get positive contact points in many cases, but when evaluating the whole, the client’s journey may be bad.
Although customer experience is built around multiple points of contact, it’s not enough to ensure that each one of them is positive. When we speak of customer experience, the whole is more than the sum of its parts.
This is a mistake that has to do with the lack of customer knowledge. And the best prophylaxis for this is careful listening. The more one understands the consumer, the greater the chances of optimizing efforts to do, in fact, what should be done. So, the big challenge lies in understanding the customer.
Imagine just the mountain of data that can be collected during the customer’s shopping journey. When you discover the right consumer profile, you can adapt to the brand persona. So, another homework is to have the most vivid and close representation of the real client, whom we call “persona”. If you have it, you’ll be able to put the right energy where the pain screams louder.
By finding out what is the most important (and critical) point of contact for your customers, you’re acting with eagle eyes. As an example, the consumer can be very satisfied with the attention and cordiality of the attendants of their relationship center and, on the contrary, very disappointed with the repair time of a defective product. A satisfaction rate of 90% in one area and 60% in another does not equate to an average satisfaction rating of 75%.
Of course that the weights of each point of contact are different. What’s more important to you? Do you solve your problem in the shortest possible time or rely on finesse or too much attention at points of contact that will not make a big difference in solving your pain? In practice, this may not be so easy.
Experts advises that the experience needs to be measured day by day, and be calibrated to get the best experiences for the client. The leaderships will start to learning and building a foundation of experience. The idea here passes by not only the field of efficiency, but even more by the field of effectiveness. Not only do the right way, but do what is right.
One of the fastest and most cost-effective ways to get to know customers better and to get to know the points of pain and improvement is to construct, with a clear methodology, the client’s journey. When applying this tool, it becomes so much easier to enable a serious Customer Experience project. And, of course, if implemented well, it’s not cost but economy.
Not surprisingly, a lot of terminology in English ends up confusing a huge number of professionals who strive to understand and apply the concepts of customer experience. Thinking more systemically, Customer Experience focuses on the customer’s journeys, interactions, feelings and client needs, from one end to the other.
If you want to start practicing customer experience with a bolder view, you can begin to ensure operational success (beans with rice well done), reducing customer effort (eliminating friction) and adding emotion to interactions with the mark (leave positive memories). Understand the Customer Experience as a proactive strategy that takes care of every interaction, whether it’s the simplest or the most complex, during the client’s journey.
CX is an overlap of people, viable business and technology. If you believe that the Customer Experience is just the attendance, or a robot that interprets questions in a call center, it’s certainly myopic in that theme. The Customer Experience is the great umbrella, based on six disciplines that complement and transform business.
Customer Service is much more connected to the operational. In fact, it has the characteristic of being reactive and not proactive. Listen to the customer, attend to him, provide information and solve problems. Many companies are brilliant in Customer Service and don’t necessarily shine in the Customer Experience.
They can generate excellent insight into experience, but the basis of their success lies in operational efficiency. Amazon, Fedex and Zappos are good examples of the heyday of Customer Service, while Disney surprises in the Customer Experience.
But what about Customer Success in the midst of all this? Customer Success, known by the acronym CS, came up to put order in the things. He came to open the corridors of the company, align strategies with the leaderships and spread the culture of the vision of full journey. More than an area responsible for customer success, it is also seen as a methodology.
If you are the CS head of a company, you can be considered the chief leader and responsible for the customer success. And your field of action, when you assumes this position, is to connect all the tips, to spread the concepts of customer experience in the company, to follow several indicators and to show to the top management, with facts, that it is very worth investing in this topic.
Translated by: Yan Mendes