If you’re a business executive, director or manager, you know customer experience should belong at the center of your daily activities. However, many organizations focus more on their operations, products and internal work environment than on their customers. How can businesses improve? Creating lasting structural change within an organization isn’t easy. However, executives can encourage their companies to transition toward customer-centricity by focusing on customer experience. Here are four major transitions in mindset and attitude executives can encourage:
As highlighted in this Forbes article, many companies are structured around products instead of customers. This is a symptom of a company being too self-involved to take a step back and understand its customers. When a business focuses too much on itself, it looks at the products it provides, how they can be improved and what new products they can bring to the table. Conversely, a customer-centric business understands who it serves, what their needs are and how the business can delight these individuals. Businesses must switch to customer-centric thinking by letting customers define their business, constantly soliciting feedback and putting their experiences at the forefront of the business.
Business helper to business differentiator
In financial services, most providers think they are relationship-focused above all else. However, according to the Bank Administration Institute, consumers rarely think of financial service providers as being relationship-focused. The reality is that the various responsibilities business face (marketing, sales, project administration, IT, etc.), while important, have the capacity to distract from the central goal of a business to make its customers happy. Businesses must move from a model that likes strong relationships with customers to a model that prioritizes strong customer relationships above all else.
Nice-to-have to must-have
Many businesses fail to regularly solicit feedback from customers. More commonly, businesses solicit feedback, but fail to analyze or act appropriately on their customers’ requests. Businesses tend to prioritize daily operations and revenue goals above trainings and meetings regarding customer experience because the day-to-day items feel more urgent. However, this designation of what is important is based on the perspective of the business professional, rather than the customer. Back-of-the-house work helps the business itself function, but does little to contribute to customer satisfaction. If a company’s priorities stay out-of-whack for too long, hundreds or thousands of customers are left with an underwhelming or mediocre perception of the company due to faltering customer experience. This underwhelming experience risks losing customers, and makes the brand’s/company’s value rely solely on the products it offers, which is a hugely risky strategy, as products are constantly changing and innovating among competitors. Making customers excited about the brands they do business with is a must-have.
General effort to specific behaviors
Almost all business care about customer experience, but they don’t know how to improve. Here is a typical, and poor, format for acting on customer feedback: Negative customer feedback comes in through dissatisfied customers reaching out to management, management calls together a meeting to highlight the issue and demand improvement, and employees make efforts to improve, masking over the underlying causes of poor customer experience for long enough that the issue slips from everyone’s mind. Sound familiar? This failed effort happens due to lack of ongoing coaching and training. The reality is that customer experience relies on a practiced set of behaviors and actions. CSP strives to utilize Voice of the Customer research to guide ongoing coaching sessions and training sessions with management. Meaningful change only comes when it is practiced regularly and when positive customer experience behaviors become engrained through repetition and training.