With so many opinions being thrown around on how to deal with changing habits and technology in customer experience (CX), it’s no surprise that those of us paving the way in CX have a lot to ask. During our webinar with Jay Baer, What Your Customers REALLY Want Out of Your CX and How to Deliver It Now, some key questions arose that we thought needed extra attention. Luckily, Jay was ready and willing to get back behind the mic and give us his insight.
Hit play below to find out how to:
- Convince leadership to suffer a dip in short-term revenue to achieve long-term CX goals
- Rally internal groups and coordinate silos so that CX is shared by all departments
- Balance the experience customers expect with what sales teams expect
TIP: This podcast makes much more sense if you tune into the on-demand replay available here.
Jay Baer: Good afternoon, everyone. This is Jay Baer, founder of Convince and Convert. Delighted to be with you to answer some follow-up questions that were asked in the recent webinar that I did with my friend, Angela, from Oracle CX. The webinar was called What Your Customers Really Want Out Of Your CX And How to Deliver It Now.
If you haven’t had a chance to participate in that webinar, I very much suggest that you do so. These questions will make a lot more sense if you do. And we really had a terrific time on that webinar. Lots of great information and good questions there, as well. I think you’ll enjoy it.
Also, on the field of CX, you’ll see on the screen in front of you SmarterCX.com, which is a new website developed by our friends at Oracle CX. It’s all things for the CX professional. Articles, columns, forecasting, trends, research, analysis, case studies. It’s terrific.
Also, if you like this kind of thing, and you probably do because you’re spending time with us here, you should listen to the Experience This show, brand new podcast produced by my team at Convince and Convert, sponsored by Oracle CX. It’s co-hosted by Dan Gingiss and Joey Coleman and it’s all about the better side of CX. How to deliver remarkable customer experiences that your customers will love.
Unbelievable podcast, a really interesting listen. Great stories every week. I think you are going to love it. Go to experiencethisshow.com for details, or you can find it anywhere you listen to podcasts. Just search for Experience This Show.
Okay. On to the questions. We had a few great ones that we didn’t get a chance to address during the webinar itself. The first one is from Stacy who asks, “How to convince leadership at a public company to suffer a dip in short-term revenue in order to look longer term and listen to CX insights.” The changes that customers want may cost money in the short-term, but will pay off four to eight quarters out. In many cases, short-term revenue still drives our decision-making.
Boy, a very common circumstance especially in public companies. Stacy, we feel your pain. And of course, the way the public markets work is you’re being judged every 90 days on your effectiveness. So it is, of course, difficult to purposely and strategically turn your back on short-term revenue gains in order to yield longer-term revenue and retention opportunities through improved CX.
So our recommendation would be to not roll out, if you can possibly help it, these contemplated CX changes across the entirety of the customer base. Carve out a pilot program. It’s every nth customer, or a particular product, or a particular region. And study the impact of your CX changes over the short- and long-term just for that pilot group.
Use that pilot program to convince management that this will pay off exceedingly well in the long run. And then once that argument has been successfully made, then you expand it across the entire enterprise.
Here’s a question from Kari who asks, “I feel that customer experience belongs to all departments, but it’s challenging to coordinate those silos that you mentioned. Are there recommended resources that can really help to rally internal groups?”
I think part of the problem, Kari – and thank you for the going question – is that everybody feels like customer experience touches their department, but nobody feels like they are responsible for customer experience. It’s like, “Yeah, we all should do recycling.” But unless you are the head of recycling, it’s never your first priority, right?
Everybody has some other role or responsibility in the organization that is more important to them by definition than customer experience. Unless you happen to be an organization that hasn’t defined a CX department or a CXM, which we’ll talk about in just a minute.
So I think the best practice is to get all the stakeholders and say, “Here is how enhanced CX impacts your day job, quote/unquote, the thing that you were hired to do. Here’s how, if we all work on this together, we will all succeed.” But be very overt and explicit about the roles and responsibilities of each group in the organization and how you’re going to march the CX field. How you’re going to make improvements that delight customers, increase sales, increase retention.
So it can’t be, “Hey, we’re all going to do this. Everybody sign on with this. It’s sort of passive, yet, we don’t object, let’s go do it.” You need to make very specific assignments and really drive ownership of CX initiatives in a cross-channel way. And the only way you do that is by making people fully accountable for pieces and parts of the CX journey. To say, “Look, sales, the piece that you guys own is X, Y, Z. You own this. If you don’t deliver, we can’t do any of these things.”
So one of the challenges that I see in corporate work is you get this cross-functional team that’s all going to work on CX initiatives together, but it basically just becomes, “Yep, we’re all in this.” It’s just a set of meetings that people just kind of check boxes. And nobody really has accountability goals.
And so you have to make people own the CX process, not just make them aware of it.
Here’s a question from David, who asks, “It seems like the companies who start by focusing on having a CXM, Customer Experience Management, start by addressing the CX failures in driving change and how similar situations are handled in the future. And then build tech and culture around the improvements.”
That’s probably true, David. I don’t know if that’s mathematically true, nor would I be able to access that. Whether or not companies that have a defined customer experience manager who’s really driving CX in the organization, if that is typically the result of prior CX failures, right? That the oven got so hot, they had to bring somebody in and make them in charge of oven temperature.
That’s an interesting perspective. That’s maybe true. I would also argue that the opposite is true. That companies that are sort of customer-focused at the DNA level, right at the molecular level, they really and truly believe with every fiber of their being from the chief executive on down that customer experience is the way that they compete in a market, those organizations also typically have dedicated resources to customer experience. Because they realize that it is their competitive advantage.
And in some cases, it is their only competitive advantage. They can’t compete on price. They can’t compete on availability. They can compete on CX and so they resource it appropriately. So I think the point is interesting.
In some cases, you put defined customer experience resources in an organization where you’ve done poorly in the past. And in other cases, you put defined customer experience resources in an organization where CX is essentially like oxygen. It’s just around you all the time.
Here’s a question that says, “Any insights on how you balance the experience customers expect, versus what the sales team expects as a business?” Boy, isn’t that interesting.
So here’s something that we don’t do enough, in my estimation. We don’t secret shop ourselves in our own businesses. And if you want impact of CX and why CX is so critical to their ability to effectively sell, you must get them to actually experience your products and services as a customer does, not as an employee does.
One of the companies that we’ve worked with that commits to covert on the consulting side is Comcast. Comcast, as many of you know, has had a number of CX challenges over the years, but they are spending hundreds of millions of dollars to effectuate and change the culture of CX there. They have a massive net promoters for implementation. They done a lot of really interesting things to enhance the CX across the whole organization.
In fact, to my point about secretly shopping yourself, one of the things they did is Tom, who runs their customer service department there, has a Comcast account, as you might suspect. He purposefully let his account go into collections, didn’t pay his bill, defaulted on his own credit so that he could experience what a customer’s journey would be like if they were unable to pay their bill.
It’s that kind of commitment and empathy and understanding of what customers feel and how they experience your organization that makes you better at really understanding the impact of CX. And that’s not just on marketing. That’s not just on service. That’s sales, as well.
So to answer the question explicitly, the best way to get sales dialed into CX is to make sure that sales is a secret shopper of your own products and services.
I think that’s all the questions that we have time for today. Thank you all very much for asking such interesting and thoughtful inquiries of us.
We really, again, enjoyed the webinar. We’ll be doing more. This last one was called What Your Customers Really Want Out Of Your CX And How To Deliver It. Now, make sure you check that replay, if you haven’t.
Go to SmarterCX.com for all things customer experience from Oracle CX. And don’t forget to listen to the Experience This Show. ExperienceThisShow.com, or Experience This Show on iTunes, or anywhere else that you listen to your podcasts.
I’m Jay Baer, founder of Convince and Convert. Thanks so much for being here and have a fantastic day.
Transcript may be edited for readability.