Category Archives: Customer Experience

Eliminating Customer Anxiety

Eliminating Customer Anxiety

GUEST POST from Shep Hyken

If you have been to a Disney theme park, you know about standing in long lines. There are also signs that tell you how long your wait will be. Guests like this.

When you use Uber or Lyft for transportation, they not only tell you how long before your driver arrives, they also show you a map where you can track how close (or far) the driver is from where you are waiting.

When you order anything from Amazon, you receive at least three emails. The moment you place an order, you receive an email confirmation. Another email shows up in your inbox to let you know your order has shipped. And then, another email is sent once the order arrives, sometimes with a picture of the box sitting on your porch. This is one of the reasons customers love Amazon.

Let’s stick with Amazon for a bit longer. It’s not really the multiple emails that customers love. It’s the information. And why is this information important? There are two (at least) byproducts from these emails that can’t be ignored.

  • The first is confidence. Without confidence, why would a customer want to do business with a company again? Confidence also comes from a predictable experience.
  • The second is eliminating – or at least reducing – anxiety. This takes confidence to a higher level. The sharing of information gives customers a sense of control.

In all three examples – Disney, Uber and Amazon – there is communication. Even if it’s over-communication, customers are drawn to companies that provide information that reduces their anxiety, whether they know it or not. And once a customer experiences the pleasure of an anxiety-free experience, again, whether they know it or not, they may question why they would consider doing business with a competitor.

Shep Hyken Customer Anxiety Cartoon

Not all customers will realize this right away, unless you tell them. Consider making it part of your value proposition. Nordstrom did this with their extremely liberal and hassle-free return policy. Lifetime warranties on products give customers confidence and reduce anxiety because they know will be taken care of if there is a problem.

For my entire career I’ve preached that good customer service and customer experience sets you apart from the competition. Customer Experience (CX) is table stakes. Customers want to do business with nice, knowledgeable people. Take that to the next level by being easy and convenient to work with, in essence, eliminating friction. And now I want you to consider the next step. Find ways to reduce and eliminate anxiety. When you put all three of these together – great service, convenience and low or no anxiety – you have a CX triple threat!

Image Credits: Pexels

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Voting Closed – Top 40 Innovation Bloggers of 2024

Vote for Top 40 Innovation BloggersHappy Holidays!

For more than a decade I’ve devoted myself to making innovation insights accessible for the greater good, because I truly believe that the better our organizations get at delivering value to their stakeholders the less waste of natural resources and human resources there will be.

As a result, we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Bloggers available each year!

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020
Top 40 Innovation Bloggers of 2021
Top 40 Innovation Bloggers of 2022
Top 40 Innovation Bloggers of 2023

Do you just have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking to recognize the Top 40 Innovation Bloggers of 2024.

It is time to vote and help us narrow things down.

The deadline for submitting votes is December 31, 2024 at midnight GMT.

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The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions to this web site by an author will be a BIG contributing factor (through the end of the voting period).

You can vote in any of these three ways (and each earns points for them, so please feel free to vote all three ways):

  1. Sending us the name of the blogger by @reply on twitter to @innovate
  2. Adding the name of the blogger as a comment to this article’s posting on Facebook
  3. Adding the name of the blogger as a comment to this article’s posting on our Linkedin Page (Be sure and follow us)

The official Top 40 Innovation Bloggers of 2024 will then be announced here in early January 2025.

Here are the people who received nominations this year along with some carryover recommendations (in alphabetical order):

Adi Gaskell – @adigaskell
Alain Thys
Alex Goryachev
Andy Heikkila – @AndyO_TheHammer
Annette Franz
Arlen Meyers – @sopeofficial
Art Inteligencia
Ayelet Baron
Braden Kelley – @innovate
Brian Miller
Bruce Fairley
Chad McAllister – @ChadMcAllister
Chateau G Pato
Chris Beswick
Chris Rollins
Dr. Detlef Reis
Dainora Jociute
Dan Blacharski – @Dan_Blacharski
Daniel Burrus – @DanielBurrus
Daniel Lock
David Burkus
Dean and Linda Anderson
Dennis Stauffer
Diana Porumboiu
Douglas Ferguson
Drew Boyd – @DrewBoyd
Frank Mattes – @FrankMattes
Geoffrey A Moore
Gregg Fraley – @greggfraley
Greg Satell – @Digitaltonto
Helen Yu
Howard Tiersky
Janet Sernack – @JanetSernack
Jeffrey Baumgartner – @creativejeffrey
Jeff Freedman – @SmallArmyAgency
Jeffrey Phillips – @ovoinnovation
Jesse Nieminen – @nieminenjesse
John Bessant
Jorge Barba – @JorgeBarba
Julian Birkinshaw – @JBirkinshaw
Julie Anixter – @julieanixter
Kate Hammer – @Kate_Hammer
Kevin McFarthing – @InnovationFixer
Leo Chan
Lou Killeffer – @LKilleffer
Manuel Berdoy

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Mari Anixter- @MariAnixter
Maria Paula Oliveira – @mpaulaoliveira
Matthew E May – @MatthewEMay
Michael Graber – @SouthernGrowth
Mike Brown – @Brainzooming
Mike Shipulski – @MikeShipulski
Mukesh Gupta
Nick Jain
Nick Partridge – @KnewNewNeu
Nicolas Bry – @NicoBry
Nicholas Longrich
Norbert Majerus and George Taninecz
Pamela Soin
Patricia Salamone
Paul Hobcraft – @Paul4innovating
Paul Sloane – @paulsloane
Pete Foley – @foley_pete
Rachel Audige
Ralph Christian Ohr – @ralph_ohr
Randy Pennington
Richard Haasnoot – @Innovate2Grow
Robert B Tucker – @RobertBTucker
Robyn Bolton – @rm_bolton
Saul Kaplan – @skap5
Shep Hyken – @hyken
Shilpi Kumar
Scott Anthony – @ScottDAnthony
Scott Bowden – @scottbowden51
Shelly Greenway – @ChiefDistiller
Soren Kaplan – @SorenKaplan
Stefan Lindegaard – @Lindegaard
Stephen Shapiro – @stephenshapiro
Steve Blank
Steven Forth – @StevenForth
Tamara Kleinberg – @LaunchStreet
Teresa Spangler – @composerspang
Tom Koulopoulos – @TKspeaks
Tullio Siragusa
Yoram Solomon – @yoram

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We’re curious to see who you think is worth reading!

Don’t Throw Teammates Under the Bus

Don't Throw Teammates Under the Bus

GUEST POST from Shep Hyken

I couldn’t hold back. I told an employee to stop complaining about her fellow employees in front of us, her customers. Here’s the story.

My wife and I were at a restaurant. The server seemed pleasant and professional, but as our food was delivered, we saw a different side of her. There was a mistake in the order. The side dishes we received were not the ones we chose. I didn’t think it would be a big deal. She could either take our meals back to the kitchen or let us keep our meals and bring out the side dishes we ordered. But to the server, it was a big deal.

She started to complain about how this happens “all the time.” She said, “The people in the kitchen don’t read the orders properly. They don’t know what they are doing back there.” She said a few other words that insulted her coworkers, but I stopped her and said as nicely as I could, “I’m sorry you’re frustrated with the team in the kitchen, but you really shouldn’t complain about them to us.”

Customer service is a team sport. There are others who support you and those whom you support. Sometimes, things go wrong, and they need to be fixed. Often, the person the customer is talking to isn’t at fault, but that doesn’t mean they can’t own some responsibility and represent the company and its employees in the best light.

Blame Game Cartoon from Shep Hyken

I thought about how a company can avoid an employee “throwing other employees under the bus” and came up with a number of ideas to mitigate or eliminate this from happening. Here are three of them to get you thinking:

  1. Emphasize the Team: Encourage employees to use the word “we” instead of “they.” The right vocabulary can support the idea of a team effort in taking care of customers.
  2. Teach Accountability: It may not be an employee’s fault, but it is now their opportunity to fix the problem. Think about the last time you called a company’s customer support number with a complaint and it was handled perfectly. It wasn’t the customer support agent’s fault, but they owned the problem and solved it.
  3. Recognize Employees Who Support the Company and Employees When Mistakes Are Made: Praise employees who handle mistakes properly and uphold the dignity of their coworkers in front of customers. You can use the example for both recognition and a teaching opportunity for others.

When mistakes occur in the workplace, especially in customer-facing roles, the manner in which employees manage these situations can impact a customer’s perception of the business. Everyone must remember their Awesome Responsibility, which is that at any given time, one employee interacting with a customer represents all other employees.

Image Credits: Pexels, Shep Hyken

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The State of Customer Experience and the Contact Center

The State of Customer Experience and the Contact Center

GUEST POST from Shep Hyken

Oh, what a difference a year makes. A few months ago I traveled to Las Vegas to attend the Customer Contact Week (CCW), the largest conference and trade show in the contact center industry. For the past several years, the big discussion has centered on artificial intelligence (AI), and that continues, but Customer Experience (CX) is also moving into the spotlight. AI and natural language models can give customers an almost human-like experience when they have a question or complaint. However, no surprise, some companies do it better than others.

First, all the hype around AI is not new. AI has been in our lives for decades, just at a much simpler level. How do you think Outlook and other email companies recognize that an email is spam and belongs in the junk/spam folder? Of course, it’s not 100% perfect, and neither are today’s best AI programs.

Many of us use Siri and Alexa. That’s AI. And as simple as that is, it’s obviously more sophisticated when you apply it to customer support and CX.

Let’s go back 10 years ago when I attended the IBM Watson conference in Las Vegas. The big hype then was around AI. There were some incredible cases of AI changing customer service, sales and marketing, not to mention automated processes. One of the demonstrations during the general session showcased AI’s stunning capability. Here’s what I saw:

A customer called the contact center. While the customer service agent listened to the customer, the computer (fueled by AI) listened to the conversation and fed the agent answers without the agent typing the questions. In addition, the computer informed the agent how long the customer had been doing business with the company, how often they made purchases, what products they had bought and more. The computer also compared this customer to others who had the same questions and suggested the agent answer those questions. Even though the customer didn’t yet know to ask them, at some point in the future, they would surely be calling back to do so.

That demonstration was a preview of what we have today. One big difference is that implementing that type of solution back then could have cost hundreds of thousands of dollars, if not more than a million. Today, that technology is affordable to almost any company, costing a fraction of what it cost back then (as in just a few thousand dollars).

Voice Technology Gets Better

Less than two years ago, ChatGPT was introduced to the world. Similar technologies have been developed. The capability continues to improve at an incredibly rapid pace. The response from an AI-fueled chatbot is lightning fast. Now, the technology is moving to voice. Rather than type a question for the chatbot, you talk, and it responds in a human-like voice. While voice technology has existed for years, it’s never been this good. Google introduced voice technology that seemed almost human-like. The operative word here is almost. As good as it was, people could still sense they weren’t talking to a human. Today, the best systems are human-like, not almost human-like. Think Alexa and Siri on steroids.

Foreign Accents Are Disappearing

We’ve all experienced calling customer support, and an offshore customer service agent with a heavy accent answers the call. Sometimes, it’s nearly impossible to understand the agent. New technologies are neutralizing accents. A year ago, the software sounded a little “digital.” Today, it sounds almost perfect.

Why Customers Struggle with AI and Other Self-Service Solutions

As far as these technologies have come, customers still struggle to accept them. Our customer service research (sponsored by RingCentral) found that 63% of customers are frustrated by self-service options, such as ChatGPT and similar technologies. Furthermore, 56% of customers admit to being scared of these technologies. Even though 32% of the customers surveyed said they had successfully resolved a customer service issue using AI or ChatGPT-type technologies, it’s not their top preference as 70% still choose the phone as their first level of support. Inconsistency is part of the problem. Some companies still use old technology. The result is that the customer experience varies from company to company. In other words, customers don’t know whether the next time they experience an AI solution if it will be good or not. Inconsistency destroys trust and confidence.

Companies Are Investing in Creating a Better CX

I’ve never been more excited about customer service, CX and the contact center. The main reason is that almost everything about this conference was focused on creating a better experience for the customer. The above examples are just the tip of the iceberg. Companies and brands know what customers want and expect. They know the only way to keep customers is to give them a product that works with an experience they can count on. Price is no longer a barrier as the cost of some of these technologies has dropped to a level that even small companies can afford.

Customer Service Goes Beyond Technology: We Still Need People!

This article focused on the digital experience rather than the traditional human experience. But to nail it for customers, a company can’t invest in just tech. It must also invest in its employees. Even the best technology doesn’t always get the customer what they need, which means the customer will be transferred to a live agent. That agent must be properly trained to deliver the experience that gets customers to say, “I’ll be back.”

Image Credits: Pexels, Shep Hyken

This article originally appeared on Forbes.com

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Top 10 Human-Centered Change & Innovation Articles of November 2024

Top 10 Human-Centered Change & Innovation Articles of November 2024Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are November’s ten most popular innovation posts:

  1. A Shared Language for Radical Change — by Greg Satell
  2. Leadership Best Quacktices from Oregon’s Dan Lanning — by Braden Kelley
  3. Navigating Uncertainty Requires a Map — by John Bessant
  4. The Most Successful Innovation Approach is … — by Howard Tiersky
  5. Don’t Listen to These Three Change Consultant Recommendations — by Greg Satell
  6. What We Can Learn from MrBeast’s Onboarding — by Robyn Bolton
  7. Does Diversity Increase Team Performance? — by David Burkus
  8. Customer Experience Audit 101 — by Braden Kelley and Art Inteligencia
  9. Daily Practices of Great Managers — by David Burkus
  10. An Innovation Leadership Fable – Wisdom from the Waters — by Robyn Bolton

BONUS – Here are five more strong articles published in October that continue to resonate with people:

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

SPECIAL BONUS: While supplies last, you can get the hardcover version of my first bestselling book Stoking Your Innovation Bonfire for 51% OFF until Amazon runs out of stock or changes the price. This deal won’t last long, so grab your copy while it lasts!

Build a Common Language of Innovation on your team

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last four years:

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Training Customers for Self Service

Training Customers for Self Service

GUEST POST from Shep Hyken

More and more, customers are open to using self-service solutions. Our customer experience research shows that while customers might prefer the human touch, some expect digital, self-service solutions. In certain cases, they even demand it. And it’s not just in customer service.

Consider Amazon, the perfect example of a self-service retailer. From researching to purchasing a product, and even in most customer service situations, everything is a self-service experience. Each step of the process is logical and intuitive. For customer service issues, the customer is prompted through a process. Along the way, if the customer still wants a live agent to help, they are able to share their phone number and an agent calls back within a minute. The point is, it’s as easy as can be. The learning curve is minimal and comes from just doing it.

I know what you’re thinking. You’re not Amazon, so getting a customer to use your self-service solutions requires a different technique. Keep in mind that there’s a right way and a wrong way. My friend Lance Gruener, EVP of Customer Experience at MasterCard, knows a thing or two about what great service looks like. In addition to his leadership at one of the largest companies on the planet, he’s president of the advisory board of the contact center industry’s largest association. In a recent board meeting, he shared an excellent example of the right way – and wrong way – to get customers to use self-service.

Not long ago, Lance walked into a store. Other than the employees, he was the only person in the store. He approached an employee to ask for help, but rather than helping, the employee pointed to a kiosk and said, “If you go over there, you can do it yourself.”

Lance, who, like me, is acutely aware of good – and unfortunately bad – customer experiences, resented the unwillingness of the employee to help. So, how should the employee have handled this situation?

Ultimately, the company wants customers to use its self-service solutions. But encouraging customers to do so takes a little tact. For Lance, the employee could have done it for him, then taken him to the kiosk and showed him how to do it the next time.

I love this approach. First, take care of the customer and then train them for next time. Or, train the customer while you help them. In effect, you’re saying, “Let’s do this together.” Either way, it combines high touch with technology.

In today’s digital world, a balance between technology, including self-service solutions, and the high-touch experience with a live agent is essential. Empowering customers to confidently use your self-service options can increase customer satisfaction ratings while streamlining operations. To do that, it will take time to train customers to use your technology. Success hinges on good technology integrated with personal support to ensure customers feel valued and capable.

Image Credits: Pixabay, Shep Hyken

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Top Ten Uses for a Customer Journey Map

Top Ten Uses for a Customer Journey Map

GUEST POST from Art Inteligencia

In the evolving landscape of customer-centric business, the customer journey map has emerged as a pivotal tool. It serves not only as a means to visualize the customer experience but also as a strategic asset to drive innovation and transformation. By mapping out the customer journey, organizations can gain deep insights into customer needs, pain points, and moments of truth, ultimately leading to enhanced experiences and increased loyalty. Here are the top ten uses for a customer journey map.

1. Understand Customer Experience

The primary function of a customer journey map is to visualize the entire customer experience. By laying out the journey, businesses can empathize with customers, gaining a comprehensive understanding of their experiences and emotions at each touchpoint.

2. Identify Pain Points

Journey maps are instrumental in identifying pain points and frictions along the customer journey. By highlighting these areas, businesses can prioritize improvements and tackle the most impactful issues to enhance customer satisfaction.

3. Enhance Product Development

Innovative product development can be fostered through insights gained from customer journey maps. By understanding customer needs and pain points, development teams can create solutions that are aligned with user expectations and desires.

4. Improve Customer Support

Journey maps can highlight common issues faced by customers, allowing companies to streamline and improve their customer support processes. By addressing these areas, organizations can enhance their support services, leading to better customer experiences.

5. Drive Alignment Across Teams

Customer journey maps create a shared vision and understanding of customer segments across all teams within an organization. This alignment fosters collaboration and ensures that all departments are working towards a common goal: improving the customer experience.

6. Inform Marketing Strategies

By understanding the customer journey, marketers can design targeted strategies that align with each stage of the customer lifecycle. This ensures more effective communication and engagement, ultimately improving conversion rates and customer retention.

7. Personalize Customer Interactions

Journey maps help businesses provide personalized experiences by identifying key moments where tailored interactions can significantly impact customer satisfaction and loyalty. Personalization fosters a deeper connection with customers, enhancing their overall experience.

8. Support Change Management Initiatives

During times of change, a customer journey map serves as a guiding framework to maintain focus on the customer as strategies and processes evolve. It ensures that change initiatives are designed with the customer in mind, thus reducing the risk of negative impacts.

9. Foster Continuous Improvement

Continuous improvement is driven by ongoing insights and feedback from customer journey maps. As businesses iterate on the customer experience, journey maps act as a feedback loop, helping organizations remain agile and responsive to changing customer needs.

10. Drive Innovation

Last but certainly not least, journey maps drive innovation by uncovering opportunities for creating breakthrough experiences and services. They challenge organizations to think creatively about how they can deliver unique value and set themselves apart in the market.

Conclusion

A customer journey map serves as an invaluable tool for organizations seeking to enhance customer experience and drive strategic growth. By visualizing the customer’s interactions with a brand, businesses can identify pain points and opportunities at every stage of the consumer lifecycle. From improving customer service and refining marketing strategies to informing product development and personalizing the purchasing process, the applications of a customer journey map are vast and impactful. Leveraging these insights allows companies to foster deeper engagement, build loyalty, and ultimately achieve a competitive edge in today’s dynamic market. As customer expectations continue to evolve, integrating journey mapping into your business strategy is not just beneficial but essential for sustained success.

Image credit: Pixabay

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Not All Customers Are Worth Doing Business With

Not All Customers Are Worth Doing Business With

GUEST POST from Shep Hyken

In some of my customer service speeches, I joke that some customers aren’t worth doing business with. The way I position it in the speech is funny, but in reality, it’s pretty serious. Sometimes, a customer isn’t worth doing business with because they are truly a bad customer. The result could be choosing to say, “Goodbye,” and sending them to the competition.

While there are many reasons you might end your relationship with a customer, I came up with six obvious ones to get you thinking:

  1. Customers who repeatedly return products. This is often the result of a liberal return policy that some customers abuse. Repeated returns cost money – sometimes more than the profit from the sale.
  2. Customers who make unwarranted complaints about service. You’ve heard the recording: “These calls are recorded for quality assurance.” Not only are recorded calls great for training, but they can also become evidence of a customer who has an unwarranted complaint about the company’s customer service – or any other situation.
  3. Customers who demand unreasonable solutions to problems. If the customer’s demands are unreasonable and they won’t accept the solutions or compensation an employee is offering, it may be time to let them go.
  4. Customers who take up too much time. For example, customers who repeatedly send back products, which takes up too much time and costs the company money.
  5. Customers who are argumentative. Some customers will argue, and nothing will make them happy. When they realize you are about to “fire” them as a customer, they sometimes recognize that they are being unreasonable. But, when they don’t, it’s time to consider saying, “Goodbye.”
  6. Customers who are abusive toward employees. This is more than an argumentative customer – it is taking rude and argumentative to another level. The customer curses, insults or threatens the employee. While we always want to be polite to our customers, sometimes it’s okay to politely transfer them to a manager or, if empowered to do so, politely say goodbye and hang up.

Bad Customer Cartoon from Shep Hyken

Keep in mind that it’s our job to take a negative event or abusive customer and turn the situation around. Another way of saying it is to turn rants into raves. Yet, in some cases – hopefully very few – the customer may truly not be worth doing business with … today. That could change in the future. Keep that in mind. Remember one of my favorite sayings:

The customer is not always right, but they are always the customer.

Consider that saying before slamming the door on an abusive customer. If you feel it can’t be worked out – today – close the door quietly, but consider leaving it open, ever-so-slightly, just in case they realize the error of their ways. Maybe they will come back, apologize, and become a great customer – one that is well worth doing business with!

Image Credits: Pexels, Shep Hyken

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Customer Experience Audit 101

Your Guide to Elevating the Customer Journey and Future Proofing Your Business

Customer Experience Audit 101

by Braden Kelley and Art Inteligencia

As a customer experience professional it is always surprising when I encounter a flawed experience that would have easily been caught if the experience had been walked by someone that’s distant from the experience design process – an auditor. To oversimplify things, think of it as secret shopping on steroids informed by the expertise and methods of customer experience professionals that map, compare and improve different experiences for a living.

Companies are in the habit of hiring an auditor for providing an external perspective on their financial reporting, but most (if not all) fail to engage in a similar annual audit for their customer, partner or employee experiences. Given that companies exist only as long as their customers permit them to, this seems short-sighted and incredibly risky.

To explore this situation in more detail, it only makes sense that we should first look at some of the basics of the customer experience and then the equally important customer experience audit.

Understanding the Basics of Customer Experience

At its core, Customer Experience (CX) is the culmination of all interactions a customer has with your brand. Whether it’s a visit to your website, a call to your support team, or the experience of using your product or service, each touchpoint contributes to how your brand is perceived. A robust CX strategy is not only a competitive advantage but a requirement in today’s market. This is where the Customer Experience Audit comes into play.

The Importance of a Customer Experience Audit

Conducting a Customer Experience Audit helps you identify gaps, inconsistencies, and opportunities in your current customer journey. This systematic approach allows you to enhance interactions, fostering loyalty and driving growth. A well-executed audit provides insights that guide innovations and improvements, ensuring that your brand is always delivering value and delight to your customers.

Six Key Components of a Customer Experience Audit

  • Customer Touchpoint and Journey Mapping: Identify all the points of interaction between customers and your organization across the different phases of the customer journey.
  • Feedback Analysis: Gather and analyze customer feedback through surveys, reviews, and direct communications.
  • Performance Metrics: Review key performance indicators (KPIs) such as Net Promoter Score (NPS) and Customer Satisfaction Score (CSAT).
  • Competitive Benchmarking: Evaluate your CX against industry peers to identify best practices and areas for improvement.
  • Customer Journey Step and Touchpoint Walking: A lot can be learned by having an outsider walk the key touchpoints and steps in your customer journey, especially those connected to your moments of truth. These are the critical touchpoints in a customer’s journey that significantly impact their perception and relationship with your brand. These moments are pivotal in determining customer satisfaction, loyalty, and advocacy, and addressing them effectively can create lasting positive impressions and drive meaningful engagement – and revenue!
  • Journey Analytics: Use analytics tools to track customer behavior and identify bottlenecks.

Pro tip: Involve cross-functional teams and outsiders in the audit process to gain diverse perspectives and insights.

Six Steps to Conducting a Successful Customer Experience Audit

  1. Define Objectives: Clearly outline what you aim to achieve with the audit.
  2. Gather Data: Collect quantitative and qualitative data from various sources.
  3. Analyze Findings: Identify patterns, pain points, and opportunities from the collected data.
  4. Implement Changes: Develop a roadmap to address identified issues and enhance the CX.
  5. Monitor and Iterate: Continuously monitor the impact of changes and refine strategies as needed.
  6. Rinse and Repeat: Conduct a customer experience audit at least once a year to track your progress and the success of your improvement project pursuits, while also creating an opportunity to identify new deficiencies that have been introduced as your customer experience continues to evolve.

Conclusion

By undertaking a Customer Experience Audit, you’re not only future-proofing your business but also prioritizing the needs and expectations of your customers. Remember, a remarkable customer experience is not a one-time effort but an ongoing commitment. As you embark on this journey, keep in mind that customer-centric innovation is the cornerstone of sustainable success.

Commit to a culture of continuous improvement, and you will see your brand not just meet, but exceed customer expectations. Let’s create experiences that are not only memorable but transformative.

If you are interested in conducting a customer experience audit of your business, please contact me.

Customer Experience Audit 101 Guidebook
Download the Customer Experience Audit 101 Guidebook as a PDF by clicking the link or the image above.

Image credits: Unsplash

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Content Authenticity Statement: The core premise and structure for this article was created by Braden Kelley. The OpenAI Playground, taking on the role of human-centered change and innovation thought leader Braden Kelley has helped to flesh out the content of the article with supplementary content added by Braden Kelley – including the creation of the downloadable PDF flipbook.

Creating Long-Term Customer Loyalty

Creating Long-Term Customer Loyalty

GUEST POST from Shep Hyken

Many years ago, I sold a home. My real estate agent made a value proposition for me. If I hired her to sell my home, I could walk out of the house and never come back. She would manage everything related to maintaining the home and keeping it “showroom ready.” That included lawn care, cleaning and much more. If anything broke, she would take care of. If a painter needed to touch up a wall, she would hire “her painter.” Other than showing up at the closing to sign papers, my only responsibility would be to reimburse her for any expenses she incurred.

She explained that she had a network of preferred vendors who gave her preferential pricing, and she would pass only the actual costs onto me. In addition to her stellar reputation, what she promised to do—make selling my house easy and hassle-free—was the reason I hired her.

At the time, I wondered, “Why don’t other real estate agents do this?” Another question was, “Why don’t more businesses, regardless of the industry they are in, do this?”

It turns out there are people, companies and brands that do. However, many struggle to put together a program like this and find out it’s harder than they thought. Furthermore, what if a company could profit from these recommendations and referrals? What if the referrer received a commission or finder’s fee for recommending the right vendor?

Meet Mikhail Naumov, the founder and CEO of Paylode, a company that helps his clients do exactly what my real estate agent did for me. Naumov says, “If you’re a car company, you’re selling cars. If you’re a pet adoption agency, you’re helping people adopt a new puppy. For the most part, that’s where your job begins and ends. However, the moment the customer buys a car or adopts a puppy, they suddenly have a dozen other problems or pain points they now must solve due to the purchase.”

Naumov’s version of my real estate agent story is that he moved from California to Miami, rented an apartment, and the moment he signed the lease, he thought, “I now need to find renter’s insurance, moving trucks, a storage unit, furniture, appliances, food and more.” His entrepreneurial mind kicked in and he realized there was an opportunity to help apartment rental companies (and now companies across many other industries, including travel, hospitality, and insurance) create a system to take care of their customers’ secondary and tertiary needs. His company, Paylode, was born.

Paylode helps its clients find companies and vendors that their customers need. Sometimes the clients get a referral fee. They typically negotiate discounts that get their customers better rates, and even with the referral fees, the customer still saves money.

While this offers Paylode’s clients an alternative revenue stream by monetizing the products and services they recommend, Naumov quickly realized that it was not the most important reason. The No. 1 reason is making the client’s life easier by helping them with what they need, related to but outside of what their actual business does. This ultimately creates a better customer experience, which in turn drives core business metrics (i.e., retention, engagement, LTV, repeat purchase, and more).

In a sense, the Paylode program is like offering a perk to the customer. Naumov says, “We live in an incentive economy.” Customers love to be rewarded with a perk for doing business with a company. That perk could be, as mentioned, a negotiated discount with a secondary business. But what if you took that further and offered other perks? For example, an apartment rental company could offer six months of free internet with popular streaming channels like MAX and AppleTV. A perk like that becomes an incentive behind a customer’s buying decision, which is why Naumov has named this feature of his platform “Paylode Boost,” focusing on a perk that incentivizes a customer to take a desired action, or choose one company over another.

Companies and brands spend most of their time focused on their own business. Naumov says they have tunnel vision and makes the case for companies from all industries—both B2C and B2B—to step outside of that tunnel and think about their customers’ needs beyond the core product or service they offer. It starts by asking the question, “What new problems show up in my customers’ lives as a consequence of buying from me?”

Sit down with your team and work out the answer, and consider Naumov’s suggestion to “Help customers solve those secondary and tertiary problems in a way that creates loyalty, engagement and gratitude from your customers for life.”

Image Credits: Unsplash

This article originally appeared on Forbes.com

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