In Ian Golding’s blog STRATEGY – MEASUREMENT – PEOPLE, he provides a simple framework for managing customer experience. Here’s how Ian breaks it down:
Ian warns that “Not knowing your strategy means that employees do not know what direction they are going in, and customers are unlikely to know what to expect.”
Your CX strategy should answer the questions such as ‘what is our proposition?’; ‘why do customers transact with us?’; ‘why do customers come back (or not)?’; ‘what do we want our business to be for customers?’.
Create your Customer Journey Maps to understand your customer touch points and measure your “Moments of Truth.” Measure your Voice Of the Customer with systems like NPS, CSAT or Customer Effort Score to capture what your customer perception is of the promise your brand delivers.
Ian shares that “Granular customer feedback mechanisms will enable you to determine where in the journey the customer thinks your problems are.” Aligning your CX measurements with your internal business measurement is the key to determining priorities for improvement.
Studies have shown a direct correlation between employee engagement and customer engagement.
“Ask yourself the question – are you a fan of the business you work for? People engagement and advocacy is all about the CULTURE that underpins the organization. This is why it is often so difficult. Changing an organizational culture is not a quick fix. It can take years, and it requires strong and committed leadership.”
To develop, determine and deliver a great customer experience, you must have a clear, concise strategy that everyone in your company understands; that you consistently measure, monitor, and improve; and create loyal, engaged employees that are your biggest advocate.