Experience Reliability Is Hard To Achieve

The root cause of this lies firmly in the fact that there is no reliability in how to do this work. The selection and improvement approaches vary by silo and leader priority. In most companies, a deeply rooted one-company approach to caring about (and improving) customer experiences and customer lives does not exist.

When we begin this work, most organizations haven’t evaluated the reliability of the experience delivered across the entire customer journey. Most are inadvertently delivering a random experience to customers for a number of reasons which we have discussed before:

  • Silos have distinct priorities and metrics.
  • Leaders don’t unite to build end-to-end priority experiences.
  • Issue resolution is mostly by silo, driven by survey score reactions.

At the beginning of this work, I often do a reality check with clients, asking them to rate the stages of their customer experience. The question is simple: ‘In this stage of your customer’s journey, is the experience you deliver consistent and reliable?’ Most often  the answer is, ‘It depends.’ That is the Achilles heel of your experience. It gets in the way of growth and profitability, and it’s why you need to get leaders to care about what causes the ‘It depends’ experience.

What are the critical touch point categories?

Guided by your journey framework, think of opportunities for reliability and future differentiation in four categories of critical touch points:

  • Managing customers at risk
  • Responding to customer needs
  • Increasing bond with relevant value-add
  • Earning the right to revenue growth

These are the moments that will impact your growth. Failure to perform at any point will disappoint customers — and remember, ‘customer experience’ is rising in importance as traditional markers like ‘brand value’ decline.

These intersection points along your customer journey impact customers’ evaluation of value delivered. They drive decisions to stay, leave, buy more and recommend you to others.

To earn the right to customer asset growth — because remember, revenue and profits are the result of organizational actions, not the true goal of them — customer touch points require consistency in how they are executed across the channels, the silos, and your business.

About Jeanne Bliss

Jeanne Bliss is not an evangelist or observer of companies; she is a customer experience expert.

As the Customer Leadership Executive for five large U.S. market leaders, Jeanne fought valiantly to get the customer on the strategic agenda, redirecting priorities and creating transformational changes to the brands’ customer loyalty. She has driven achievement of 95 percent loyalty rates, changing customer experiences across 50,000-person organizations.

Jeanne developed her passion for customer loyalty at Lands’ End, Inc., where she reported to the company’s founder and executive committee as leader for the Lands’ End customer experience. She was Senior Vice President of Franchise Services for Coldwell Banker Corporation. Jeanne served Allstate Corporation as its chief officer for customer loyalty & retention. She was Microsoft Corporation’s General Manager of Worldwide Customer & Partner Loyalty. At Mazda Motor of America she initiated the brand’s retention effort.

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