The best way to improve the end-to-end customer experience is to pay attention to it. This is much less trivial than it sounds. The more senior this attention, the more chance we have of success.
A lot of blather has been written about companies offering a good “end-to-end” customer experience. Most of us can agree that it is something to which companies can, and probably should, aspire. Yet for most companies, it is something which remains resolutely beyond the horizon. This is not for want of trying.
Most companies begin their thinking about end-to-end customer experience by “mapping the customer journey”, identifying the things which make it go wrong and putting in things to fix these. This is relatively easy and results in some improvements – for a while.
Some companies (often those infected by consultants) try to redesign such processes to create a coherent whole. They back these changes up with a painful project, like corporate root canal, where they implement new systems (consultants again), have lots of workshops (consultants once more) and (probably) put some posters on the wall exhorting staff to Think Like A Customer, or some such.
Thousands of hours and millions of pounds spent – with, usually, very little long-term difference, because, most of the time, such efforts fix the symptoms, not the real cause, of poor customer experience.
Why do organisations grow up, develop, and operate without putting the customer at the heart of the business? For one reason only: they have being paying attention to other things. The drivers of the business, the things on which organisations focus day-to-day (and the things which, more often than not, have been the basis of the organisation’s success) have been things other than the customer.
In other words, the organisation, especially at the top, pays attention to things other than the customer and its metrics, numbers, activities and reward systems show this.
Customer initiatives have the best chance of success when the CEO and her top team pay attention to customer performance in the same way, and with the same regularity, as they pay attention to revenue or EBIT. We know they are serious when they accept, for example, a hard customer metric in their bonus package. When they pay attention to the customer as routinely as they do to the production numbers, the rest of the organisation does too.
Inevitably, this means that customer experience improves.
As do revenues.
As do costs.
As do profits.
If we want to fix things for the customer, end-to-end, we need to make sure that the people in our organisation who have overall responsibility for our business, end-to-end, are paying attention to the customer, with the same priority, as the other aspects of the business to which they pay attention.
Otherwise, we are going to find life very hard. Because, when push comes to shove, hard numbers drive out soft.
People have only so much bandwidth and they will focus on those things which organisational behaviour reveals as the most important – those things which get senior attention. And while most organisations claim to want to put the customer at the heart of their business, the things to which the business truly pays attention – the hard numbers, if you like – push other priorities to the side.
Customer experience is rarely in this top list of priorities unless it has been baked from the start as part of the core ethos of the company. So, if we want our organisation to make things better for the customer properly, the first step is to make sure that the top team really pays attention to the customer.
Get this right, and everything else becomes much, much easier.