Customer experience is an increasingly discussed topic, but still there are few companies in the industry of maintenance of building equipment that have implemented management systems designed from customer experience.
We already announced in this blog our intentions to specify what customer experience is all about, and we are going to do so, but first let’s put this important matter into perspective.
From our point of view, customer experience isn’t just a new activity within the function of marketing. Much less should it be limited to some improvements in the traditional activity of a customer service department.
Integrating the customer experience in the management of a company implies cross-cutting actions both horizontal and vertical within the company. This sort of change will make us think again about growth strategies. For companies with an aggressive growth strategy, or worse, a diversification strategy, it will be more difficult to create a positive perception among their customers than for companies with a strategy of penetration in existing markets. It’s a matter of priorities: unfortunately, growth towards new customers or markets ends up clashing with the interests of the current customers.
On the other hand, at least in service companies, there is no good customer experience without a good employee experience, something we will go back over in a further article.
Regarding the function of marketing, managing a company from customer experience will force us to refine even more our positioning in the market. The decision about which customers we must focus our efforts on will have to be reviewed, because customers value different things. In a building where neighbours are elderly, the politeness of the maintenance technician will be more valued than in a residential building of executive young people who spend little time at home.
At the tactical level, we will reconsider each one of the operations we perform, reassign resources, develop new abilities, and automatize processes to reduce the workload of employees and to humanize more the interactions that can hardly be replaced by a machine.
In one of McKinsey’s executive briefings, it is mentioned that companies that are customer-experience leaders “achieve revenue gains of 5 to 10 percent, and reduce costs by 15 to 25 percent within two or three years”. Therefore, the results of changing the management model seem to be very positive.
Anyway, if you want your company to actually integrate the dimension of customer experience, the Management’s commitment must be firm and resolute.
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