A situation I’ve seen with several clients is one where a cycle of inaction stalls the improvement of the Customer Experience:
But how to break the cycle? Essentially, there are a couple of ways that I’ve identified.
(1) Use a ‘we need proper insight’ argument to put in the proper measures, and, once implemented, use these to develop business cases for improvements to the channel and organisation to improve the Customer Experience outcomes. This is a very logical argument and will convince many leaders, but it does take time, and will not convince those with a more short-term focus.
(2) An alternative (or perhaps short term) fix is to take them on a ‘leap of faith’; cobble together the measures that you already have, and build a case, perhaps built on the experiences of other companies, or industry trends, which says that “we should probably improve our channels and/or operations, and we’ll end up with a better Customer Experience.” The risk is that any improvement might not be quantifiable, but at least there will be an improvement to the Customer Experience, and that is, after all, the end which your company, and your customers are looking for.
Even if the second option is pursued, the first should also be pursued, because habitually using the second method will erode the position of any Customer Experience Officer or Manager over time.
