4 major errors that are putting at risk your Customer Experience Program
Here’s some of the major errors that most of the brands will make at some point in their way to design and implement a Customer Experience Program.
Thinking touch-points instead of journeys
The multitude of touch-points is simply creating additional complexity. Yesterday you were managing a FAQ, a physical store and a call-center. Today you’re loosing your mind on serving your customer across an endless list of touch-points : bots, messenger, social networks, mobile, phone, forms, emails, etc.
And keep in mind that the more touch-points you’re opening, the more reasons you’re giving your customers to criticize your service and assess your capacity to deliver a seamless experience no matter the contact point.
To avoid falling in this trap, focus on mapping and understanding your customer’s journeys. There’s not only one single journey. There’s many, that could be reduced to a selected core few ones, corresponding to your customers personas.
Customer journey mapping will help you identify the friction points and also the different paths that could be enhanced, tweaked, adjusted or optimized with no extra-cost. By being in your client shoes, you’ll be able to see the obstacles in a more clear way.
And be careful : customer journey is not what you design, it’s what your customer decide !
Focusing on solving problems instead of addressing the root causes
Hey, let’s reduce our social care SLA by 30mn ! Or you know what ? Let’s make our Response Rate higher than 20%. And maybe if we can add some free samples (or discounts) to the churning clients, we can keep them longer !
This is not solving problems. This is a way to show to your management that you’re hitting your targets, or doing your best. But this is not listening to your customers and solving their real actual problems.
Put simply, reducing SLA or enhancing Response Rates could be a mechanical approach to show a surface improvement. Let me take an example. After each holiday, you’re seeing a significant decrease in customer service requests regarding forgotten passwords, and most of your customers don’t like going through the technical procedure on your website to do the necessary, so they call an agent.
Technically, you can help them in a reduced amount of time and answer most of those requests, because you stored some templatized responses, you trained your agents on troubleshooting lost passwords, etc etc.
But have you thought that you’re not solving the root cause problem here ? Which is your way of managing password policy (probably handled by your IT team !), to deliver a seamless and frictionless experience, for those specific moments like when they’re back from holidays ?
The goal here is to really focus on the root cause : analyzing it, understanding its drivers and addressing it in the most reliable and viable way.
Adding technology layers instead of empowering your people
Technology won’t solve all of your problems by itself. Technology will enhance and improve an already structured processes and empower effective teams.
But don’t expect that just by implementing the most robust or hype technology in the market, that your teams will be using it every single day and that it will save you money and time because it’s enhancing your actual processes & workflows.
You’ll have to take care of your people by empowering them to take the most out of the technology between their hands : appropriate training, adequate vision & purpose sharing on the reasons and the Why behind this change, continuous communication and support, informal knowledge transfer to secure best practices, and most of all : leading by the example.
If your people are seeing, on the field, that you’re doing something different from what you’re saying, be ready for a hard years ahead !
Customer Experience won’t be delivered at its best quality without an optimized Employee Experience. If your HR people are not “customer centric” in their mind set, how do you want them to serve your employees and support them in the best way to deliver the expected Customer Experience ?
Creating new processes instead of simplifying existing ones
Processes are vital. Too many of them is deadly. You’ll need processes to support a reliable activity for your customers and reduce friction points, keep traceability and accountability, measure success and identify improvement areas.
But be careful of the temptation of adding new ones each time there’s a new issue, or there’s a new product in your portfolio, or there’s a new department in your organization.
This will create more burden on your bottom line, will suffocate your front-office employees and make almost all of your resources process-executors with no room for creativity or servicing.
Keep in mind that the different friction points in the customer journey are coming from the blurry grey areas that fall between the roles or responsibilities of 2 or more departments or functions.
Instead, make sure you have a full visibility on the end-to-end processes and their impact on the customer journey, and make the necessary adjustment by suppressing duplicate tasks, or consolidating touch-points and teams, etc.
The goal is to start with your customer’s point of view and then walk back and identify which is the best process to support this journey.