- Customer lifecycle, not surveys, gives you more insights on customer experience.
- A better customer experience should improve, not hinder, the performance of other departments.
- Staff and internal systems should be adaptive to evolving customer relationship.
It is always tricky to make a convincing business case for improving customer experience. Firstly, you should thoroughly understand the customer lifecycle and the experience in key stages. Secondly, you should ensure high staff engagement. Thirdly, you should make sure the proposed experience improvement also enhances, not hinders, the performance of other departments. Finally, internal processes and systems should be agile enough to adapt to the evolving customer relationship.
Customer-centric targets are often not the primary metrics in measuring business performance. Business cases are reviewed based on criteria that seldom include customer metrics or goals. It is the missing link between customer experience and business performance that makes the former a tough sell.
Surveys don’t tell you much
Surveys, questionnaires and polls are subjected to various biases, and at best offer a fragmented view of your customers and the context of their experience. However, customers are experiencing an organisation as a whole. Therefore, these tools are particularly unhelpful when customers are engaged with multiple interactions and subjected to outside influences. The best alternative is to find out how positive or negative the customer experience is at different key stages of the customer lifecycle.
Improve staff experience
Staff have tremendous influence on customer experience. It is important to understand how to improve staff experience and to identify drivers that change their behaviour. Changing behaviour usually requires a combination of operational efficiency improvement, training and higher staff engagement.