Unforgettable is a customer experience education program, focused on delivering fresh content weekly to give business leaders what they need to succeed in a customer-driven, digitally-disrupted world. The program brings together the expert minds of Jay Baer, Shep Hyken, Jeanne Bliss, Ian Golding, and Blake Morgan to spotlight modern customer experience excellence. Get the latest content by bookmarking smartercx.com/unforgettable.
In episode 22 of Unforgettable, Ian Golding, global customer experience specialist, talks about how to embed a sustainable, successful customer experience framework within your business. Unfortunately, many companies are struggling to maintain a focus on the customer experience for a number of reasons, but mostly because they’re failing to implement a structure that makes the management of it intentional. Ian shares a 3-part, generic framework that you can begin applying today to deliver better experiences. Watch more:
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Hi, this is Ian Golding, global customer experience specialist, bringing you episode 22 of Unforgettable, the series all about delivering great customer experiences.
For the last 10 years or so, organizations around the world have been working very hard to try and embed a sustainable approach to managing the customer experience in their organizations. Regrettably, few have succeeded.
I don’t want this to sound as though I am being overly negative, but I am someone who talks about the reality of transforming legacy organizations to become sustainably customer-centric.
There are a number of reasons why organizations have failed to sustain their focus on customer experience, to drive demonstrable change, and one of the overriding reasons is that too many are failing to implement structure and rigor to make the management of customer experience intentional.
I still believe that organizations around the world are, to a degree, managing the customer experience accidentally, relying on the good will of people and the independent activities of individuals and teams to make customer experience work.
It is vitally important going forward that if organizations want to stop it from being accidental and turn customer experience into something that is intentional, that they adopt a framework, a form of structure and rigor to manage the experience.
Like everything in the customer experience profession, there is no one way of adopting a framework. There are many different types of frameworks that exist. Many organizations, for example, are adopting maturity models to allow them to determine how customer experience is evolving over time.
To give you an example, a simple example of what I mean by a framework, a very simple, generic framework that I share with people around the world contains 3 parts to it, and it is very much like a jigsaw puzzle.
The first part I call strategy or proposition, which is essentially three questions: Do you know who your customers are? Do you know what you want their experience to be? And, does everyone in the organization know the role they play in delivering that experience?
The second part of the framework I call measurement, or the facts. This is where the customer journey comes in, and it is all about adopting parts of the framework that allow you to continuously manage the customer journey. To do that, you need to know what the customer journey looks like. You need to be able to measure that journey, to identify the small number of priorities that are having the greatest effect on customer perception, and commercial performance, so you can then go and address those priorities. And then you do it all over again, and all over again, and all over again, forever.
But, you can’t do any of that without the third part of the framework, the bit that is all about people, because you can’t deliver experiences without people. And this part of the framework is all about creating the right environment and culture to enable your people to not just be engaged with their jobs, but to become advocates, fans — fans of your brand, fans of the customer, fans of each other, fans of the experience — who will do whatever it takes to bring your desired customer experience to life.
If your organization doesn’t have any structure like this, it may well have lots of independent activity, pieces of a jigsaw puzzle, but unless you’re able to connect those pieces together in a framework, it will become very difficult, if not impossible, to end up achieving that visualization of what you want the experience to be in the first place.