In challenging times, small frustrations may result in harmful long-term negative sentiment. During this current pandemic crisis your approach to Customer Experience (CX) matters more than ever. Your business needs to protect relationship capital and see this as an opportunity to appeal to your next generation of loyal customers.
Recently I sold a few things on an auction website. The transactions were great and concluded quickly. But, the payment arm of this organization seems to have a bug in their tracking system related to USPS Registered Mail. Their status of the transaction displayed “shipped,” but when you pressed the “Tracking” button it was clear that the package had been delivered a few weeks earlier. Still, they were holding a significant amount of money and there was no clear release date.
While that was a little frustrating, what happened next changed how I feel about this company. I sent email to Support and received canned responses. I used their chat option and spoke to a couple of “people” who were either chatbots or who should be replaced by chatbots because no matter what information I provided the response was always the same, and it was not helpful at all. Interactions that are positive and consistent matter!
Now, think about tens, hundreds, or even thousands of customers or prospects having problems getting information about your products and services, getting assistance with questions or support for problems, and working with your company in general. In this time of increased stress and uncertainty it is important that the customer experience for each anticipated archetype be as ideal as possible in order to increase engagement and loyalty. BTW, those things lead to increases in lifetime customer value, repeat business, and overall business growth.
I’ve always told my teams that, “People buy easy” so as a group or organization our goal is to make conducting business with us as easy and frictionless as possible. By doing that, being fair, and acting with integrity we are rewarded with loyal customers that help our business grow.
Relationships develop over time, and each interaction helps determine the eventual outcome. Understanding what differentiates your company and products in the eyes of your customers and prospects can help you create more meaningful, consistent, and useful interactions. People appreciate a positive customer experience so those efforts may ultimately lead to the creation of Customers for Life.
Now is the time to evaluate your processes, procedures, guidelines, and interfaces. Be extremely critical as you ask yourself, “Is this how I would like to be treated as a customer?” By setting CX as a strategic priority, your business or organization will be focused on ways to eliminate friction and ensure that your customers are treated well. Moreover, by supporting the activities that comprise the customer’s journey you are building a more loyal install base.
Investments in CX today have the potential for an immediate payback as well as increased long-term growth.
This was originally posted on LinkedIn.com/in/chipn
When I had my own company our focus was on providing the absolute best services in a few niche areas. Our goal was to succeed in the spaces that were important yet underserved. We identified those areas, validated the need, evaluated the competition and our competitive positioning, determined the market potential, and then made an informed decision based on that data.
But, this was not a plan for winning. It was a roadmap to places that we could win, but nothing more.What would our strategy be? What specific problems would we solve? How would we create awareness around the potential impact of those problems? And, how would we position ourselves as being the best candidates to address those business needs? In short, what was our real purpose or raison d’etre?
Recognizing that void led to a couple of powerful revelations –
1. It is great to have a goal of being the best at something, but don’t use that as an excuse to procrastinate. Learning and improving is an iterative process, so that goal by itself was not good enough.
2. Adopting an “Attitude of Better” turned out to be a game-changer. We set our focus on continuous improvement and winning. We became customer-obsessed, driven to provide a better service and better results for each and every customer. We gauged our success by customer satisfaction, repeat engagements, and referrals.
3. But, it wasn’t until we adopted an intentional Growth Mindset that our business really started to evolve and improve.
· We leveraged each and every win to help us find and create the next win.
· Our team was constantly pushing each other to raise the bar of knowledge, expertise, and performance.
· Just as important was what occurred next. They became a safety net for each other. Failure for one meant failure for all and nobody wanted that. They became a high-performance team.
· We created standard processes and procedures to ensure consistency and maintain the highest levels of quality. This applied to everything we did – from working on a task to writing trip reports, status reports, and proposals. It also reduced our risks when we chose an outsourcing partner to help us take on more concurrent projects.
· Whenever possible we automated processes to maintain consistency while increasing efficiency, repeatability, scalability, and profitability.
· We measured and tracked everything, analyzed that data, captured lessons learned, and continuously worked on improving (and documenting) every aspect of the business.
· A byproduct of this approach was that we could offer leaner pricing based on accurate estimates having very small margins of error. Our pricing was competitive, we could fix price much of what we did, and our profit margins were very good. This allowed us to invest in further growth.
Our “attitude of better” also came across as confidence when selling to and working with new customers. Not only could we tell them stories of our success that included tangible metrics, most of our customers became references willing to talk about the value we added. Their stories included discussions about how much better things became as a result of our work.
Better became the foundation of what we did as well as the basis of those customer success stories.
As an entrepreneur you will typically get advice like, “Fail fast and fail often.” I always found this somewhat amusing, similar to the saying, “It takes money to make money” (a lot of bad investments are made using that philosophy). Living this yourself is an amazing experience – especially when things turn out well. But as I have written about before, you learn as much from the good experiences as you do from the bad ones.
Innovating is tough. You need people who are always thinking of different and better ways of doing things, or who question why something has to be done or made a certain way. It takes confidence to ask questions that many would view as stupid (“Why would you do that, it’s always been done this way.”) But, when you have the right mix of people and culture, amazing things can and do happen, and it feels great.
Innovating also takes a willingness to lose time and money, with the hope of winning something big enough later to make it all worthwhile. This is where a lot of companies fall short because they lack the patience, budget, or appetite to fail. I personally believe that this is the reason why innovation often flows from small companies and small teams. For them, the prospect of doing something really cool or making a big impact is motivation enough to give something a try.
It takes a lot of discipline to follow a plan when a project appears to be failing, but it takes even more discipline to kill a project that has demonstrated real potential but isn’t meeting expectations. That was one of my first, and probably most important lessons learned in this area. Let me explain…
In 2000 we looked at franchising our “Consulting System” – processes, procedures, tools, metrics, etc. that had been developed and proven in my business. We believed that this approach could help average consultants deliver above average work products. The idea seemed to have real potential.
It took a lot of work finding an attorney who would even consider this idea. Most believed it would be impossible to proceduralize a somewhat ambiguous task like solving a business or technical problem. We finally found an attorney who, after a 2-hour no-cost interview, agreed to work with us. When I later asked him about his approach, he replied “I did not want to waste my [his] time or our money on a fool’s errand.”
We estimated it would take 12 months and cost approximately $100,000 to fully develop our consulting system. We met with potential prospects to validate the idea (it would have been illegal to pre-sell the system) and then got to work. Twelve months turned into 18, and the original $100K budget increased nearly 50%. All indications were positive and we felt very good about the success and business potential for this effort.
Then, the terror attacks occurred on Sept. 11th and businesses everywhere saw a decline. In early 2002 we reevaluated the project and felt that it could be completed within the next 6-8 months and would cost another $50K+.
After a long and emotional debate we decided to kill the project – not because we felt it would not work, but rather because there was less of a target market and now the payback period (time to value) would double or triple. This was one of the most difficult business decisions that I ever made.
A big lesson learned from this experience was that our approach needed to be more analytical.
- From that point forward we created a budget for “time off” (we bought our own time, as opposed to waiting for bench time) and for other project related items.
- We developed a simple system for collecting and tracking ideas and feedback. When an idea felt right we would take the next steps and create a plan with a defined budget, milestones, and timeline. If the project failed to meet any of the defined objectives it would be killed – No questions asked.
- We documented what we did, why we decided to do it, our goals, and expected outcomes. Regardless of success or failure we would have postmortem reviews to learn and document as much as possible from every effort.
We still had failures, but with each one we took less time and spent less money. More importantly, we learned how to do this better, and that helped us realize several successes. It provided both the structure and the freedom to create some amazing things. And, since failing was an acceptable outcome it was never feared.
This approach was much more than just, “failing fast and failing often,” it was intelligent failure, and it served us well for nearly a decade.