By Brad Meehan, Managing Director, Strativity Group
Many of Australia’s largest organisations are committed to delivering exceptional customer experiences. Getting nods at the executive table and having a strategic pillar named ‘Customer’ is not the hard part. The difficulty lies in moving from intent to impact. Unfortunately, most organisations fall at the first hurdle. Here are some key questions to ask (and answer) if you are serious about transforming your experience. How many of these can you answer?
· What is the likely value associated with improved experience delivery? Do we understand the relationship between the experience we deliver and the behavior of customers (that impacts revenue and profitability)? How does this relationship vary across businesses, products, segments, etc?
· If we determine there is significant value on offer through enhancing experience delivery, how do we best prioritise our efforts? Which experiences should we focus on? Which experience elements, if improved, would deliver the strongest ROI?
· How much of our focus should be on leadership, organisational aspects and culture versus front-end experience elements such as account management, digital tools, customer communication, etc? Likewise, when it comes to customer engagement, should we focus on memories and emotion or product and process improvement?
· Should our goal be to improve quality and consistency or is this about redesigning and innovating the experience (i.e. products, services and even business models)? Do we need to meet or exceed customer expectations? How does this vary across segments?
· What is holding us back today? There has been a focus to varying degrees on delivering great customer experiences for more than a decade. If we are still not achieving this, is there an underlying issue or belief set that is impeding success? How do we unpack this and integrate into our approach to increase the chances of success?
· How much effort should we apply to defining the aspirational experience across businesses, products, services, touchpoints etc? Should we focus on the optimal design and ensuring consistency or shape principles and empower people to execute?
· If we determine the optimal strategy, how do we activate and execute most effectively? Is it realistic for large and diverse businesses to consistently deliver exceptional experiences? Are we already doing this in pockets? How do we leverage existing efforts to drive improvement and change in a meaningful and sustainable way?
If you can answer all of these questions (or at least most) you are on your way to drive real change. If you can only answer one or two, then perhaps there is more work to do!
About the author
Brad Meehan has been the Managing Director at Strativity Group since November 2010. Over the last 15 years, Brad has developed expertise in the field of customer strategy and has been privileged to advise some of Australia’s leading organisations like CBA, AMP, NAB, BT, CUA, Australia Post, AGL, Optus, Virgin Australia, Pearson, Johnson & Johnson, Western Sydney University, Super Retail Group, Metro Trains, SEEK, Volvo, VW, Nissan, Canon, Equifax, Laminex and Nikon.
About Strativity Group
Strativity Group is a global customer experience management consulting firm. We take a strong, multi-disciplinary approach to customer experience strategy design and implementation. Through proprietary research tools, strategic analysis, business planning and customer experience innovation design, we help our clients operationalise profitable customer experience strategies. We measure our success by a single method: execution. At the core of our methodology is the goal to help our clients differentiate their value proposition by providing consistently excellent customer experiences. More details available at: www.strativity.com