Many people are showing how critical it is to invest in initiatives or tools to introduce new a Customer Experience, increase NPS scores, and build a stronger brand image.

Believe it or not, taking this approach is often waste of time, effort, and money.

Why is this?

I was lucky enough to see real-life investment program to promote Customer Experience in a wise company. I found that most investments are going towards optimising current services and creating healthier work environments.

Do you see the difference between the above highlighted sentences?

Before driving a CX program or initiative, you must change momentum. Make small but decisive steps to create alignment inside the whole organisation t0:

  1. Identify service cracks
  2. Eliminate bad practices
  3. Create commitment and agility towards optimising the current experiences

Services isn’t the frontline staff

Shop assistants, call centre agents, instructors…all play pivotal roles in how customers experience your services, your organisation, and your brand. Even when well-trained staff deliver good services, the organisation as a whole may still fail its customers.

Again, believe it or not, optimising services is more than training staff. Why?

Although organisations with focus on staff training receive around 65 percent more recommendations than ill-trained companies, my experiment showed that revisiting the beliefs – staff hearts and minds – of customer treatment is more critical and has an organic effect. In short – training is an added value, but it is not the solution.

Services isn’t technology

Organisations spend vast sums of money and resources on designing and improving systems and processes in order to reach business goals. Most of these investments, however, do not pay off unless they also deliver ‘actual’ value to customers.

One last time, believe it or not, the estimated values aren’t seen by the customer. Why?

People behind the systems are still practicing the same errors. In other words – people are still doing the wrong actions but with new advanced tools. Without a doubt, optimising the current experience is the logical step towards insight and achievable solutions.

All you need is baby steps

It is not realistic to try to tackle all problems for all customers all the time. It could be a recipe for expensive failure. Breaking down the challenges into key components enables cross-functional teams to identify what I call QSW (quick smart wins). QSWs can propel an organisation towards more substantial improvements and making a significant impact.

People from different functions need to sit together. They need to agree on one intention – to know the internal and external challenges. They all must feel free to express thoughts, use prototypes and blueprints. and to take pilot tests in real-world settings.

I know the excitement in creating new Customer Experience journeys, but optimising the current/old services and delivery of actual solution/values should be priority number one. In short – optimise your current services before you create new experiences.

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