This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
I introduced the component parts here , expounded on aligning your CX strategy here , delved into the Voice of the Customer here , and showed how to put it into action with your Process Engineering program here. Now it’s on to building and supporting a Customer-centric culture. How do you build a Customer-centric culture?
We can joke about US Government entities and their lack of efficiencies and Customer-centricity. Theyll offer some sort of attempt at a face-saving make-good, if just for the sake of their brands. But the USPS isat least on papera quasi-for-profit organization. I wonder how long itd survive without that quasi.
When it comes to the CCO functional responsibilities, they fall into three categories: the Voice of the Customer (VoC) program, Process Engineering (PE), and Customer-centric culture. All of this transactional work needs to be supported by a healthy Customer-centric culture within your organization.
From time to time the story pops up when discussing some brand that has a reputation (earned or not) for great Customer-centricity, or it shows up in a business book here or there. But it occurs to me as I work with clients who are striving to become more Customer-centric: What a waste of a seat!
The role of a Customer Experience leader is to ensure all Customers are taken care of by interpreting the Voice of the Customer, improving overall processes based on those insights, and driving a Customer-centric culture.
There are three operational responsibilities for a Chief Customer Officer (and his or her Office of the Customer): Insights, Process Engineering, and building a Customer-centric culture. That’s not how it works. But that’s all too often where the deep-thinking stops…just doing those two things.
He and his leadership team talked a good game about Customercentricity, and the rest of the team seemed (at least from his perspective) to be on board with that. The organization led by the CEO above has a (albeit not necessarily robust) Voice of the Customer program.
Building and Supporting a Customer-Centric Culture. A comprehensive VoC program and robust Process Engineering endeavor is a good start, but without the supportive force of a Customer-centric culture within your organization, you may just be talking-the-talk. Acting on these insights is really the ‘second shoe’ to drop.
The company in question didn’t have much experience with a deliberate, dedicated CX function and was interested in investigating what a true Office of the Customer—led by a Chief Customer Officer—would do with itself. You can put up banners and hand out t-shirts touting the importance of Customer-centricity.
The company in question didn’t have much experience with a deliberate, dedicated CX function and was interested in investigating what a true Office of the Customer—led by a Chief Customer Officer—would do with itself. You can put up banners and hand out t-shirts touting the importance of Customer-centricity.
As I’ve written before , trust is vital to the proper working of a good Customer-centric organization. Leadership must trust its employees to not take advantage of (or be careless with) a system that is built around satisfying Customers rather than simply following rules.
I’m likely never to go back, even if they ever do enhance their offering to include true monitoring because now I have two reasons not to be a Customer of theirs: one existential (they don’t offer what I want), and one attitudinal (theirs is not a Customer-centric company).
The brand in question aren’t a bunch of scheisters or crooks (or even, for that matter, in any real way not Customer-centric to begin with). They simply need to take a closer look at their systems so that any idiot ( Present! ) can handle and navigate their systems.
Sure…these changes couldn’t have been as impactful or as well-identified and directed had they not been based on Customer Insights. And definitely it takes a culture that’s truly Customer-centric in order to get people on board with the whys of your process improvements. But somebody’s got to do the… doing.
By and large that’s always a great idea, even when working with a trusted and Customer-centric brand. If you’ve ever interacted with an attorney of course you’re familiar with the admonition.
Internal refers to an employee feedback mechanism where as an external closed-loop feedback system is geared toward the Customer’s inputs and what you do with them. They’re both important to a healthy Customer-centric organization, and they operate basically the same way, just with different sources of feedback.
Iron out all the details and fundamentals first, to make it smooth and Customer-centric. Perhaps the solution is to get your processes and systems worked out in whatever channel you find most agreeable.
Some brands took that as a challenge and doubled down on their Customer-centric aim and Brand Promise alignment. Some brands failed under the weight of success.
I’ve written before about creating a Customer-centric culture. Two fundamental characteristics of such an environment are that front-line agents are enabled and empowered to take care of Customer needs. All had shown up in the online accounts within 48 hours. Of course, this isn’t just a gripe-session.
Number Five makes good sense if you’re trying to build a culture that truly does put your Customers at the heart of all you do. Naturally we look for compassion and Customer-centricity in the team members we bring onboard. If you want a good CX culture, sure you’ll want to hire people with a passion for serving Customers.
But if yours is an environment that’s so strict about the rules of engagement that it turns someone who voluntarily took a job in that line of work suddenly into a robot who can’t even fully comprehend a question as simple as this, yours may be an atmosphere in which even the best, most Customer-centric team members forget why they’re there.
It’s easy to fall back into excuses (“well, the government put all these rules in place we have to follow, so we’re sorry it’s such a pain in the neck”), but if you’re truly Customer-centric, you recognize that cost, value, delivery, or options, are secondary in the Customers’ minds to simply being able to get it done right and not get undercut by (..)
But it’s organizations that make themselves and their own systems responsive to (and flexible on behalf of) how their Customers want to interact with them that really shine through as Customer-centric. Think about how your Customers “get it wrong” or “don’t understand how” to do things properly.
Guardians at the gate, whose job, it seems, is to keep Customers from satisfactorily solving their issues, is one of the most common frustrations Customers have when dealing with brands. The philosophy, some companies seem to have, is that Customers will tire out if they’re told ‘no’ enough times as we escalate.
Certification in Customer Experience can work as a pretty helpful shorthand for someone who has a solid understanding of the concepts of CX (strategy, VoC, Process Engineering, Customer-centric culture). And certifying is no slight lift.
But this is another example of how brands, in thinking that theyre communicating and being transparent, actually show how un Customer-conscious they are. Sure, the sentiment of, lets communicate with our Customers is a great one.
That’s word-for-word the quote on an email from quite possibly one of the most celebrated Customer-centric brands you’ve ever heard of. Now, it’s certainly important for a large corporation to develop processes and procedures in order to most efficiently handle the inevitable communication in which it engages with its Customers.
I once had a client interested in expanding offerings and had a few ideas that the leadership thought would be a hit with their current Customer profiles. Now, generally speaking, this organization was very Customer-centric and was serving a community from which they came themselves, so they weren’t likely to be too far off the mark anyway.
For all the talk of how important our team members are to us, it’s a true slap in the face to them to insist they be Customer-centric but then impede their ability at every turn to deliver on your Customers’ behalf.
My response was that, like many other public sector fields, lacking a profit motive makes Customer-centricity challenging but by no means impossible…simply look to private-sector analogs and see what they do to satisfy their Customers…imitation, after all, is the sincerest form of stealing great ideas.).
I’m likely never to go back, even if they ever do enhance their offering to include true monitoring because now I have two reasons not to be a Customer of theirs: one existential (they don’t offer what I want), and one attitudinal (theirs is not a Customer-centric company).
Plus, I wanted to see if this organzation was Customer-centric and dynamic enough to see the opportunity here. But what I did have was a reason potentially to not be a Customer of theirs anymore unless they were planning to offer the sort of service I was seeking.
In fact, I’d argue that any company with a true dedication to CX and a Customer-centric attitude is likely to be getting a lot of other things right that have nothing to do with these efforts…the cumulative effect of which is all those sweet, sweet increased sales.
A while back, I participated in a round of judging for a Customer Service and Support awards competition. It was both an honor to be asked to participate, and a real inspiration to read so many great stories of dedicated Customercentricity.
Now, that’ll mean that the processes you have in place to shop for your products or services, purchase them, have them delivered, use and maintain them, and replace and dispose of them are all Customer-centric and as effortless for your Customers as possible.
But that can also offer a different personality of agent the opportunity to see your Customers as numbers, cranking through an endless, faceless pile of tasks and tickets: Wash, rinse, repeat. But it really takes a great Customer-centric culture to use it to its full potential. Yes, systemization is helpful.
“We know what our Customers want, we’ve been doing this for years,” they seem to be saying. A lot of the work I do is with entrepreneurs, getting started with CX, and inculcating their new organizations with a truly Customer-centric culture and organization.
Iron out all the details and fundamentals first, to make it smooth and Customer-centric. Perhaps the solution is to get your processes and systems worked out in whatever channel you find most agreeable.
As I mentioned in an earlier article in this series, when Customer needs change (as they always do), it won’t do to simply follow the plan as originally written and expect good results.
On the other hand, it may simply be an abdication of the requirement to serve your Customers in the first place. The funniest (in a sad way, of course) thing about this is that it costs nothing to be polite and Customer-centric in this instance. Them’s the rules,” you may say…put up a sign and move on.
Soon I’ll write about Process Engineering and wrap up with notes on what it takes to build and maintain a Customer-centric culture. Folks often simply boil the Voice of the Customer (VoC) down to surveying. You’ve heard of the expression that we need to “meet the Customers where they are” when it comes to our offerings.
(I wouldn’t recommend trying to do this if you don’t have good employee engagement…besides being good for all those reasons listed above, an overall healthy positive culture among your employees enhances the probability of success in driving a good Customer-centric culture as well.)
Only by taking that approach can you truly be Customer-centric. And as Agile teaches us, it’s best to sit down with them through the entire journey, leverage their thoughts and insights, and be open to (no, be hungry for ) their feedback.
Hire them because they know about strategy and VoC and Process Engineering and Customer-centric culture. Hire them because they’re inquisitive and brilliant thought-leaders with a history of inspiring others to put the Customers first. No curiosity, no inquiry, no breakthrough improvements.
We organize all of the trending information in your field so you don't have to. Join 97,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content