We’ve Been (CX) Disconnected
2017 began with Harvard Business Review declaring that 86% of business leaders agreed that Customer Experience (CX) was vital for success.
Yet only 50% of respondents of the latest Customer Experience Management Benchmark Series Report published by Execs in the Know and the COPC answered “Yes” when asked if their company’s leadership was fully committed to a customer-first strategy.
But the interesting stats don’t end there. The disconnect between CX being a priority didn’t stop with just leadership. There was also a big disconnect between understanding customer insights, the journey with their brand throughout the entire company. You ready for it? You might want to sit down for this. A shocking 61% of respondents said that they didn’t believe their company offered support in all channels their customers preferred.
Source: Customer Experience Management Benchmark Series 2017 Corporate Edition, Published March 12, 2018
If the statistics are correct (and they are), there seems to be an obvious buy-in from leaders in the idea that the success of their brand relies heavily on the success of their CX. But several disconnects and/or roadblocks are hindering them to actually receive buy-in, invest and execute on a CX strategy in their organization.
Some of the challenges that companies identified that they were struggling with the most in the pursuit to provide an exceptional CX are below. Let’s walk through a few of these identified challenges with some potential solutions to have everyone back on the same page.
“Technology enhancements happening at such a very fast pace, that they sometimes inadvertently hurt the customer experience.”
There’s no denying that customer service is changing. New technologies are being released all the time to make customer care programs easier and more efficient. But these technologies are changing at such a rapid rate, it’s hard to keep up. That’s why it’s so important to partner with an outsourcer who invests in technology, has the connections in place to make integrations happen seamlessly and the commitment to walk you through any new enhancements or changes (and how they’ll affect your program).
Also Read: Why Technology Won’t Fix Customer Care
“Meeting the changing channel needs of our customers while maintaining aggressive, phone-based service levels — all at a ‘reasonable’ cost.”
Companies should look beyond the negative reputation of offshoring and focus on how a global solution can actually drive value and enhance customer experiences. Near and offshore solutions can provide increased savings and overall flexibility, while never missing a beat when it comes to world-class customer care.
Choosing a global location with a service-oriented culture is key. It’s well known that staff attrition is lower outside of western countries and centers with overnight operations tend to experience lower attrition rates. Pair this with a focus on employee experience, and you’ll see engaged, dynamic and empowered customer service ambassadors for any brand.
Also Read: 6 Benefits of a Global Solution
“Balancing growth objectives with the consumer experience.”
Growth within a customer care program always exposes unique challenges – whether it’s cultural alignment across global sites or maintaining operational excellence when bringing on large numbers of new team members. The best way to combat this is to invest in strong leadership. Ensuring your leaders are subject matter experts on their programs means that new team members will have an easy time adjusting and becoming experts themselves, while never compromising the high level of customer care. Make sure you’re partnering with a company who’s committed to scaling with you and investing in your long-term success.
“Competing technologies and priorities on the corporate roadmap, and understanding customer needs and applying this within our internal business strategy.”
In the contact center world, there is so much data available. If this data is used in the right ways, it can act as a driving force to improve efficiency and create change, while also proving its ROI importance.
Key Performance Indicators (KPIs) can help measure and drive your CX from the contact center to overall corporate goals. One way of doing this is to educate executive and cross-functional teams to truly understand what your customers are saying. It’s also important to focus on a metric or process that fits your brand while representing your customers’ point of view OUTSIDE of the contact center. A great example of this is the Net Promoter Score (NPS).
Also Read: Driving Change Beyond the Contact Center
“Providing a consistent experience across all touchpoints (brick & mortar, online and call center).”
The key to providing a consistent experience across all customer touchpoints is to ensure your outsourcing partner is a fit for both your culture and brand. Your partner should be focused on recruiting people who are the right fit, customizing training materials to immerse the teams into your brand and investing in branded spaces that live and breathe who you are. If the customer care team truly feels like they are working for your brand, they are guaranteed to deliver customer experiences that align with all other areas of your business.
Also Read: Hiring for the Right Culture Fit
The numbers aren’t in yet for 2018, but there is hope for a great connection between the value that brand leaders see in CX and the actions they can take to make it happen.