CX essentials: What got you here, may not get you there
There is a quite a common saying in business, “what got you here, probably won’t get you there”, with there being where you want your business to go. This has never been truer as a combination of the blurring of on premise and online, growing customer sophistication, tighter margins, internationalisation and increasing competition from so many different segments and new entrants.
Differentiation may not be based on what service you can provide but on how fast you can understand the needs to be provided and deliver to them. In other words “creative agility” and ‘needs anticipation’ coupled with the ability to take risks on a regular basis.
These risks and decisions have to be fact based to have a chance of mitigating the risks and that requires knowledge built on many elements, including market knowledge, industry, fickle customer demands, competition, legislative requirements and changing product and / or service needs.
That companies have to evolve is not new, what is probably new is that it’s the rate of evolution and the drivers of the need for evolution that are changing. We are almost at the stage where if you blink you may miss it and certainly for some companies it may well feel like that.
The principles at stake here are complex and will be alien to some in that they still believe in a more traditional approach and a ‘we’ve always done it this way’ attitude. This may suit their existing clientele however customer tastes, preferences and buying habits are changing, even at the mature end of the scale, everyone from ‘baby boomers’ to gen Alpha.
This isn’t an age thing either, this is around individual preferences, always. The Internet is becoming less of a mystery to the older generation and it’s a vital part of existence to everyone else so it must be comprehended in any interaction. Equally it isn’t just about the internet either, it’s about the easiest way to research and purchase goods or services. The line between on premise and on line is blurring, B2B and B2C businesses need to understand the implications and customer requirements. Special online deals are fine, but if that’s given as a reason not to provide the same deal to a customer who is visiting your store in person then that is a very bad experience. The fact that the store is more costly to run than the website is your problem not the customers and they will probably go elsewhere.
The advantage of online is convenience to browse, research and buy, the convenience of on premise is being able to view and touch and where appropriate take immediate ownership. So what can be tolerated from either as a compromise and what is seen as unacceptable?
Remember that this isn’t about whether to service your customer online or on premise, this is about delivering an experience that the individual wants, something that has a positive effect on customers such that it compels them to want to return.
So what constitutes a company that can enable a good customer experience? We believe that currently companies must have the following to at least be able to start, however this list isn’t exhaustive and we are sure will be subjected to change in the future.
1. Creative and innovative culture in tune with the business and customer environment.
2. Empowered and trusted work force, that understands what the company is about and can deliver to what the company expects. This isn’t just the customer facing teams, this is everyone
3. Transparent leadership from the management team, engaged and committed to stand behind the company promise and support its workforce in delivering to that promise.
4. Clear expectations ..... with both customers and employees, set by a business plan and supported by good governance.
5. Close attention paid to markets, competition and popular trends to stay ahead, this requires a forward thinking leadership team that’s prepared to listen to its work force and its customer’s.
6. Take risks and act on ideas and direction.
…. And when crossing over to the next stage remember to look both ways the, out towards the customer and in towards the people supporting them.
John Morris is a 33 year veteran from Intel Corporation where he managed business interests in a variety of countries including Russia, US and Poland as well as the UK. He is passioate about exceptional...