At many businesses, the only time a customer sees or hears from the CEO might be a statement issued to the press, a column in the quarterly newsletter, or in the worst cases, a public scandal for which the company leadership is held accountable.
Otherwise, CEOs, at least from the customer’s perspective, are mythical creatures that operate behind closed doors, where they make the Big Decisions that directly affect their customers.
Customer experience and service have been growing priorities for businesses across many industries in the last decade. Technology – specifically, customer data, social media, and the move towards mobile – has dramatically changed the way businesses and customers interact. This gave rise to the “omnichannel” point-of-view, and that’s the level where most CEOs (and other C-level executives) operate: overseers, analysts, evaluators, strategizers.
But what about champions?
Sure, CEOs have a lot to say about the organizational effects and benefits of customer experience management.
- 97% of executives surveyed in a global study by Oracle say that delivering great customer experiences is essential to their success.
- In the same study, 81% of executives surveyed say they realize the importance of active social-media processes and culture, although only 65% had actually gone as far as implementing social service and sales.
- 52% of retail senior executives surveyed by Timetrade stated that the best way to combat showrooming (visiting a store to view an item, but purchasing it later online) is by improving the in-store customer experience.
- In a 2013 Deloitte survey, 62% of organizations view customer experience provided through contact centers as a competitive differentiator.
But awareness is not advocacy. Simply knowing where the problems and opportunities are, and what could and should be done to improve the experience, does not a champion make.
CEOs must actively argue for, defend, and clear the path for improvements to the customer experience. In the words of Oracle CEO Mark V. Hurd, they must become “customer experience evangelists.”
This means taking internal actions to prioritize the customer experience, such as allocating enough of the budget to invest in voice of the customer strategies, and rallying employees, from the C-Suite down to the individual customer service representatives, around the cause. It also means maintaining a visible public-facing position of customer advocacy – and not just when crisis strikes.
4 CEOs Who Act As Champions
|Jeff Bezos, Founder and CEO of Amazon|
|So great is Bezos’ customer championship that you practically can’t talk about customer service or experience without his name coming up. As Amazon grew into the retail giant it is today, so did its influence on customer experience across the entire retail landscape, with Bezos himself on the vanguard. He keeps his email address publicly known and available, and is known for not just reading but forwarding customer complaint emails directly to the members of his team responsible for making a fix (which he expects to happen fast).|
|Tim Cook, CEO of Apple|
|Apple wouldn’t be what it is today without its excruciating attention to detail and quality, and Cook has carried that through to his personal involvement in customer service. A perfect example: after a customer e-mailed Cook complaining about the quality of Apple’s music on hold, within 24 hours she got a call from an Apple employee saying Cook had forwarded the email to her and reassuring the customer that the matter would be dealt with. “”I get hundreds, and some days thousands of emails from customers,” Cook has said in prior interviews. “This is a privilege, because they talk to you as if you’re sitting at their kitchen table.”|
|John Legere, CEO of T-Mobile|
|By eliminating contract plans and lifting many of the other customer-unfriendly policies common across wireless carriers (like complicated data fee structures and keeping phones ‘locked’ and un-transferrable), Legere made the statement in 2013 that his company was looking out for the customers’ best interests, instead of just protecting tech companies’ grip on the industry. In designing the plans, Legere said he listened to T-Mobile customer service calls every night and had customer complaint emails forwarded to him, as well as making his email address public. “We are going to change the rules,” Legere said. “Not for us … this is about what consumers want and need.”|
|Sir Richard Branson, Founder of Virgin|
|OK, so he’s not a CEO anymore, but Branson might still be one of the world’s most accessible billionaires. Despite his fantastically high profile and net worth, he shakes the unfavorable image of the 1% by remaining in close contact with customers (not just of Virgin, but everywhere). He commands a massive social media following – 2 million on Facebook, 5.6 million on Twitter, nearly 8 million on LinkedIn – and is a regular blogger who frequently advocates for the quality of customer service and relations, and is generous with advice.|
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