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Customer Engagement customer experience

Customer Experience or Customer Engagement – what’s the difference and how do you truly engage?

Customer Experience or Customer Engagement – what’s the difference and how do you truly engage?

Customer experience is traditionally focussed on flexing what you do to meet customer expectations. Achieving a great customer experience and maintaining it, needs ongoing focus and visibility of:

  • Strong employee engagement with customer vision & strategy embedded into the DNA of the company
  • Multi-channel consistency
  • Always ‘Easy’ to do business with (for the customer and colleagues)
  • Fixes customers’ mistakes easily, often proactively
  • Continuous improvement culture with closed feedback loops, always looking to improve
  • Brand promise delivered every time
  • Wow moments where relevant

Customer engagement, which Custerian have been talking about for years, is about matching what you do best to what a customer wants most. Matching purpose with outcomes.

We actually talk about People Engagement, people being customers, colleagues, suppliers.

People engagement starts with a clear business purpose that everything can be aligned to. You need to have a strong view of what your purpose is, and this is something many companies struggle with. Customer experience focusses on the outcomes – process and priorities.

You need to create this alignment between purpose and outcomes through people.

  • People – they need to understand the purpose and how they can contribute in a way that allows them to feel good/great.
  • Proposition – why should people deal with you rather than another organisation?
  • Process – do you work as efficiently and effectively as possible to deliver what you do best to your customers?
  • Priorities – do you relentlessly focus on creating a great experience for customers and colleagues?

Colleagues play a massive part in customer engagement. More companies are starting to recognise this and are thinking about ways in which they can drive further engagement here.

Here are some tips to start you thinking about colleague engagement:

  • Clarity – this is about translating the purpose so that it makes sense to everyone in the organisation – this may be done through your strategy, plans, values etc.
  • Relevance – build the level of trust through regular communication, consistently re-enforcing messages.
  • Value – showing the value of your colleagues – gaining opinions and developing your organisation through them.
  • Meaning – this goes beyond your organisation – many people want to give back through communities and create relationships with customers in a different way – this makes people feel good – about themselves and their organisation.

So, let’s get onto what customers want in order to create that alignment and in turn, engage them. People just want to know something and want life to be more simple, life is too much in the fast lane.

In recent dealings with customers, they were very clear. In a service delivery organisation where things do go wrong for customers (and they expect it can happen), then they ideally want to be contacted pro-actively but if not, want it to be easy to make contact in a way that suits them, and then they want their expectations managed. Do what you say, and they will be happy with that. If you actually go above and beyond, such as the pro-active contact, then they will recommend you to others.

We heard some other great examples of brands that were achieving this engagement by offering discounts automatically based on spend (that weren’t expected) or by their amazing returns/exchange policies. These companies now have loyal customers.

So, we have brands/organisations telling us about their products and services and we have customers that want a need to be met easily, through their channel of choice. So, what brings the two together? Data!

We have more data than ever before, and brands use this to their advantage. GDPR regulations have, however, thrown a spanner in the works somewhat – we as customers, now have more control over our personal information and can ask for our data to be removed! We’re all so quick to remove Apps that we haven’t used in a while or unsubscribe from annoying communications.

A lot of businesses really don’t know their customers habits. Have you thought about personas for your company and how these could help to drive your strategy? Get your colleagues involved in creating them – it’s a fun thing to do and really gets you thinking about how you need to treat people differently. Knowing your customers allows you to prioritise developments – where to automate and reduce customer effort. As customers we’re becoming increasing capable of serving ourselves – if this is an option for us to use (and we want to) and then it’s quick and easy, we’re happy. One point here – we do need to be reassured that our transaction has been successful!

Technology is moving fast, and we need to stay close and use the developments to our advantage. Adobe released survey data in July 2019 that found 48% of consumers are using voice for general web searches. With 87% of people in the UK using a smart phone*, we need to consider such growth in our contact strategies as our expectations as customers are increasing and quickly.

Hopefully I’ve got you thinking… as we look forward, what are the things you need to plan for and do to operate more effectively and really engage customers? Now is the time to start the planning and then perhaps this time next year any impacts of Christmas, winter or any peak season won’t quite hit as hard and more customers will be raving about your organisation!

*Statista, March 20202

By Beverley Stagg - Outcome Creation Specialist www.custerian.com

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Agile agile business align business intelligence customer experience empowerment engage new ways of working operating model proposition thoughts value

Agile – But where are the people?

Agile - But where are the people?

Agile working has been talked about for years but now, the conversation moves to virtual agile working and how you can make this effective. 

Agile working has been talked about for years but now, the conversation moves to virtual agile working and how you can make this effective. The team at Nimble have provided their thoughts on this at: https://www.nimbleapproach.com/thoughts/tips-for-remote-working. We have also been practicing far more virtually than in the past an have honed our processes accordingly.

We are big advocates of working with Agility, almost as much as we are fans of getting the most done, with the least amount of effort. Creating great outcomes by liberating the people potential contained in all business, within a very commercially orientated framework. So as you might imagine I have a view on this debate.

A view does not mean I think I am right by the way. A view is a way of looking at something… I just thought i’d say that before getting to the meat of this post… which is many of these things sort of miss the point for me.

It’s not the methodology. It’s the people

One of our meme’s is “In this increasingly virtualised world – It’s people that  make (and will continue to do so) the biggest difference”. I introduce this as the Agile Vs Prince – which may or may not encompass Waterfall etc – debate often seems to exist in a process vacuum and therefore misses the things that for me define the very essence of a successful project or not.

Leadership style

 

Before you look at which project method to adopt, consider what the leadership style (which by the way will define the culture – it always flows top down) is. There are two simple camps on this, and this has also been done to death by a lot of people, but you really should consider the following:

– Purpose driven – Is the business driven by a common, widely understood (this is different from agree with by the way) sense of what the business exists to do, that people feel able to contribute to and understand their role in creating value for Customers, Colleagues & other stakeholders. People here come to work because they feel they make a difference. 

– Process driven – Is the business focussed on how things are done, with people having an understanding of what their specific role is and are measured and rewarded on the basis of delivering tasks that they, and the teams they are accountable for, need to get done. People here come to work to move things along.

I don’t really have a strong view on which is better of the above in terms of achieving outcomes, and in effect most business’ don’t present in such a black and white manner. I do however know which I prefer to work in.

What I would absolutely say is one of these requires less management effort (which means cost by the way) and is in my business experience more likely to create sustainable value over time. It does this because it is built on emotional engagement and as I said at the head of this an emotionally engaged team can move mountains. I will leave you to work out which one it is.

Context

In my humble option Context (capital ‘C’ of course – I used to run a Direct Marketing Agency, what can I say – type as you speak!) is more important that talent, insight and process for creating correct outcomes. Again though this has been done to death by a lot of others, which of course may not mean we take heed of it.

But here are two factors that again get missed by many in the which approach wins debate (either, neither, or any combination being the real answer of course). Again I think these should be understood with crystal clarity before you ascribe any approach:

Technology – Put very simply the cost and consequence of any change – which of course will involve technology as almost everything does – has fallen though the floor and is continuing to do so at an accelerated pace. Business used to be quite rightly very risk averse as you were often banking the business future when making service/operating model changes. That is very often not the case today. Interestingly though it is mostly people capability that holds this one back – Legacy Systems = Legacy Mind/Skillset.

Enviromental – When you look at how business is being done today, it is at a crossroads, with the internal ways of working increasingly looking at odds with the widely connected, personalised and increasingly ‘try, keep, dispose’ culture. The important it here is not that people who have been in work for a while need to change. It’s bit about the fundamental shift that new (and not so new) work entrants are bringing with them. For them it’s not a change. It’s how they expect things to be.

Final thought

I remember sitting in a board meeting when I was working in Home Shopping (subsequently re-invented as on-line, then e-commerce and now morphing into Digital first) and presenting about the potential impact of a new retailer called ZARA (yep.. that long ago). We were talking about how the pace of things were changing – Zara had 4 week lead times, ours were 18 months – and that we needed to adapt or die.

So perhaps the question is not what methodology, but do you understand the leadership style and the current context you will be delivering in.

What ever you decide the one thing that is absolutely certain is if you don’t approach change with agility, then there is a high chance you will not adapt in time and the business could die.

By Simon Norie - Co-Founder & Empathy Creation Specialist
Data led Board level Brand marketeer. Passionate about aligning Colleagues to a common purpose they can contribute too. LinkedIN www.custerian.com