The rules of management when it comes to the development of a quality customer experience an experience that becomes an organisations sustainable competitive advantage are changing.
Up until now control has been the number one tool for most managers. Managers have been using processes and procedures designed to control employee’s performance. This has given managers the ability to hold employees accountable and control performance uniformity.
In a customer focused culture a clear shift of power takes place if a consistent quality customer experience is going to be delivered. That doesn’t mean that processes and systems are thrown out the door. What it means is those processes and systems are used to enhance the experience delivered to customers. Currently most are used for the benefit of the business.
Delivering a consistent quality customer experience is the result of a choice and that choice is made by the people delivering the experience. They have all the power. Everyday your people make choices that determine the experience your customers have with your organisation and the results of those choices directly impact your bottom line.
When the main goal of an organisation is to deliver excellence across all customer touch points, procedures and process need to be flexible. The days of a business delivering a one size fits all model, have gone. Customers now want to accentuate their differences and are demanding a more individualised and tailored approach. This can only be delivered where high employee empowerment exists.
Creating a culture that invites, motivates and supports such performance is the way to deliver great customer experiences, experiences that then become the everyday behaviour throughout the organisation i.e. “the way we do things around here”.
It all starts with an inspirational and motivational vision, a clear understanding of how a customer experience strategy will move the organisation towards that vision and most importantly the vital role everyone within the organisation will play to ensure it is consistently achieved.
Gaining commitment to a customer experience strategy and ensuring total engagement happens is the result of this statement – “your people support what they create”. Your people develop the strategy not management. This approach ensures not only support and commitment but the on-going development of the experience to ensure it continues to surprise, excite and add real customer value, resulting in greater customer loyalty and advocacy.
What managers can do to enhance this process is provide the resource, leadership, support and ensure they have the right people on board and then step back and let them deliver the magic.
Customer Experiences is a NZ based organisations specialising in the developing of high quality customer experiences. For further information – contact Chris Bell Managing Director Customer Experiences Ltd email firstname.lastname@example.org www.customerexperiences.co.nz