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Your processes, policies, skills, and motivations have a lot to do with keeping customers coming back - and even more to do with customers deciding not to come back.
Think of your own situation as a customer - whenever you've decided not to go back to a certain product or service or place, it was usually because you were turned off by a process, policy, skill, or motivation, right?
For example, at Procter & Gamble - the company that makes Tide, Duracell, Cover Girl, Pampers, Pringles, and much more - every one of their 100,000-plus employees is expected to continually innovate customer experience.
Those employees work in a manufacturing company, not stores. So how do they innovate great customer experiences? They do it by developing new product ideas, cutting cycle time and costs, improving skills, creating new ways for customers to access value, and making processes and policies more customer-friendly.
How do you invent great customer experiences?
1) Find out what outcomes customers expect. This is different from product or service features. Those are just means-to-an-end. The outcome is what the customer really buys.
2) Find out how customers make value judgments of each outcome. This is different from satisfaction levels. They want outcome A to be minimized, or outcome B to be increased - get the customers' wording for this, and maintain that wording to measure your performance.
3) Find out #1 and #2 for the whole customer experience - from the point when the customer becomes aware of a need through the point when the customer no longer perceives that need.
4) Think about your role in helping the company succeed on #1 and #2 and #3 above. You do play a role in customer experience. Discuss it with your peers. Make good things happen.
5) Track the customer's value quotient: the ratio of desired outcomes to undesired outcomes. This gives you an idea of how much value versus hassle the customer sees. Customer behavior follows this automatic benefit-cost analysis.
6) Monitor your motives. If your primary reason for any decision or behavior truly has the customer's best interest (see #1 and #2 above) at heart, then you're on-track. On the other hand, if your own gain is the primary reason, with customer's gain as a secondary reason, then you're on the wrong track.
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Lynn Hunsaker mentors executives in Customer Experience Optimization, to deliver brand promises, prevent customer hassles, minimize churn, & heighten sustained profit. Specialties include customer value guidance, touch-points, loyalty behaviors, internal branding, customer experience innovation, experience panorama, survey ROI, customer relationship skills, marketing operations, predictive dashboards, team recognition. She is author of 3 e-handbooks: Metrics You Can Manage For Success, Customer Experience Improvement Momentum, and Innovating Superior Customer Experience.
Think of your own situation as a customer - whenever you've decided not to go back to a certain product or service or place, it was usually because you were turned off by a process, policy, skill, or motivation, right?
For example, at Procter & Gamble - the company that makes Tide, Duracell, Cover Girl, Pampers, Pringles, and much more - every one of their 100,000-plus employees is expected to continually innovate customer experience.
Those employees work in a manufacturing company, not stores. So how do they innovate great customer experiences? They do it by developing new product ideas, cutting cycle time and costs, improving skills, creating new ways for customers to access value, and making processes and policies more customer-friendly.
How do you invent great customer experiences?
1) Find out what outcomes customers expect. This is different from product or service features. Those are just means-to-an-end. The outcome is what the customer really buys.
2) Find out how customers make value judgments of each outcome. This is different from satisfaction levels. They want outcome A to be minimized, or outcome B to be increased - get the customers' wording for this, and maintain that wording to measure your performance.
3) Find out #1 and #2 for the whole customer experience - from the point when the customer becomes aware of a need through the point when the customer no longer perceives that need.
4) Think about your role in helping the company succeed on #1 and #2 and #3 above. You do play a role in customer experience. Discuss it with your peers. Make good things happen.
5) Track the customer's value quotient: the ratio of desired outcomes to undesired outcomes. This gives you an idea of how much value versus hassle the customer sees. Customer behavior follows this automatic benefit-cost analysis.
6) Monitor your motives. If your primary reason for any decision or behavior truly has the customer's best interest (see #1 and #2 above) at heart, then you're on-track. On the other hand, if your own gain is the primary reason, with customer's gain as a secondary reason, then you're on the wrong track.
Page 2
Lynn Hunsaker mentors executives in Customer Experience Optimization, to deliver brand promises, prevent customer hassles, minimize churn, & heighten sustained profit. Specialties include customer value guidance, touch-points, loyalty behaviors, internal branding, customer experience innovation, experience panorama, survey ROI, customer relationship skills, marketing operations, predictive dashboards, team recognition. She is author of 3 e-handbooks: Metrics You Can Manage For Success, Customer Experience Improvement Momentum, and Innovating Superior Customer Experience.
10 Tips For Inventing Great Customer Experiences
Every person in an organization is needed for customer experience innovation. That's because customer expectations and competitive offerings are always on the rise.
By: Lynn Hunsaker
Every person in an organization is needed for customer experience innovation. That's because customer expectations and competitive offerings are always on the rise.
By: Lynn Hunsaker
Are Your Customer Service Methods Paying Off?
The Customer First And Last - A Business Focus
To Improve Customer Experience, Help Me Help You
Six Strategies To Learn From Customer Issues And Increase Their Satisfaction
Manage Your Personal Productivity
The Customer First And Last - A Business Focus
To Improve Customer Experience, Help Me Help You
Six Strategies To Learn From Customer Issues And Increase Their Satisfaction
Manage Your Personal Productivity
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