Most companies want to provide their customers with a good, a great or even awesome customer experience. But only few of their employees and executives can describe this experience in detail. Or explain when exactly good becomes great.
This is problematic. Staying vague forces the people in the organisation to define for themselves what great looks like and how to achieve it. On good days, this can lead to great initiatives that delight customers and generate profit. On bad days, one person’s mediocre can be another person’s great, and experience standards plummet.
Either way, without clear direction, customer experience will vary depending on who is on the front line. Not to mention that if you’re out of luck, vagueness can even cause financial harm. Recently, we worked with a professional services firm where multiple consultants provided free services to clients. Their justification was the company’s commitment customer happiness. Working for free = mission accomplished.
So if your business says it wants to deliver a great customer experience, make this explicit in your 2019 CX plan. Don’t just tell your colleagues to take customer initiatives or design journey maps. Instead, provide them with clear customer experience standards. Clarify how to deliver a good experience that satisfies your customers. How to delight them in a way that brings financial return.
Being this specific, allows you to translate your CX standards into processes, people programmes and measurements. These make sure that your business consistently delivers the customer experience it promises. Or that it can close any gaps that may exist.
For more on customer experience standards, check out the sprint pack Setting Customer Experience Standards on the Customerfit Academy. It contains everything you need to translate your company’s CX ambitions into specific and actionable customer experience standards.