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Understanding a great CX requires first learning about the pitfalls that prevent successful implementation.
This is because no initiative – not even one carried directly from the C-suite – can overcome the costly mistakes that permanently break the link between your organization’s brand and your customers ’expectations.
The following is an introduction to the three biggest mistakes to avoid when creating your organization’s CX.
CX error no. 1: Treat customer service and customer focus as the same things
We’re talking sales o customers are not the same as talking to customers.
This is because talking to customers doesn’t just mean asking questions; it is one-way communication. Talking to customers means listening to them and creating a real organic conversation.
Talking to one reseller gives you a little insight into how your organization treats customers. The opening widens if you talk to the sales manager, but it is still relatively small. Even the vice presidents and other senior executives have a limited perspective based mostly on chatter within their four walls.
Meanwhile, the most important part of the equation – customers – speaks through their decisions: whether they fill out a contact form or use an e-book, they provide metrics that can provide information on strategy and tactics.
Companies consider such data to be the basis for practical insights. They adjust their daily and annual operations based on what the data allegedly tells them, which is what allegedly makes them “customer-oriented”.
In the end, however, they only provide customer service and this should never be confused with customer focus.
What’s the difference? This is the difference between being proactive and reactive.
No matter what companies think of important user-centric mechanisms – from a call center that seeks quick responses to high NPS ratings to a chat bot that follows the rhythm of a script – they are still waiting for the client to do something to create gold. an opportunity to “provide good service”.
This is certainly an important function, just like accounting or HR. However, it’s not the same thing as intentionally designing your programs, content, technology, and even the supply chain around customers and what they mean to you.
CX error no. 2: Focus on transactions instead of transformation
Customer service is transactional in nature. While it can save a valuable transaction from the customer who chose you, it does very little create a lasting connection which will turn your customers into your biggest advocates.
After all, what can stop your competitors from following the same successful call center manual that your representatives follow, or using the latest interactive chat bot tools you have acquired?
Think about how you buy groceries: you probably go to the same supermarket or two every week. You started shopping there for several selected reasons. Maybe it was near your house. Maybe those were the prices.
However, what kept you there is probably something that is not so easy to measure. Something more fundamental – the company’s values, the aesthetics of its operations, the pleasant temperament of its employees – has created an association with their brand in your mind. When people you know explain why they shop at another supermarket they like, you are vastly opposed to why you prefer the supermarket where you shop. You are invested in his brand!
That series of moments backed by unique and fundamental aspects has transformed you from just another consumer into a brand evangelist who can engage other potential customers far more effectively than any exit campaign or piece of content can.
CX error no. 3: Putting tools and processes above commitment
One of the first questions organizations ask when they decide to rearrange their CX is “What now?” Responses usually take the form of adoption tools or platforms that promise better, more efficient interactions and insights with customers.
However, to truly make a difference, you don’t need as much technology as you think, although it’s useful because it provides customer-oriented staff with data that can facilitate intelligent, productive conversation so customers don’t feel like they have to keep repeating. Technology plays several roles in making CX flawless and modern, but success comes down to the right mentality you need to truly serve the customer.
CX is no different from any other initiative in that it requires commitment and consistency. Otherwise, employees just move on to the next thing that senior management wants to turn to.
If you want your CX initiative to be sustainable, all aspects of your organization must be tied to it. There must be long-term planning for that. And, most importantly, you need to have a stakeholder with enough power and authority in your organization who can continue to fight for it, even when priorities and budgets change.
Once an organization decides to follow the North Star of true user experience instead of indulging in the whims and paradigm shifts of reactive customer service, it’s a whole new ball game.