Customer serviCe interview study,| 3
“Customer experience is a little bit more about the qualityo interactions and the outside-in view rom the customer o what acilitates a great customer experience.”
#2: Customer ocus is now ront and center in anorganization’s mission and values.
For years, customer service belonged to the realm o the customer-service unction. When organizationstalked about customer service, they most oten re-erred to the department that supported customers.Today, since the ocus on customers is permeatingother areas i not the entire organization, we askedcompanies to tell us how this eort is being communi-cated and promoted throughout the company.Leading customer-centered organizations are makingcustomer experience a core component o their overallcorporate mission and values. For most companies weinterviewed, the concept o customer-ocus is commu-nicated rom leadership and throughout the organiza-tion so that it is becoming ingrained in the culture.
“One o our values is stated as ‘we are committed tounderstand our customers’ needs and proactively deliver products and services to meet those needs’.” “We have our corporate values, and the frst one is called ‘our customers,’ and under that we explain that it means: I ask, I am accessible, I listen, I am responsive, and I am accountable.”
#3 Customer experience is what happens whenorganizations interact with the customer at anytouch point.
Organizations provide value to customers and meettheir needs through a wide range o channels. Thecompanies we interviewed discussed how their custom-ers interact with each o these channels, such as their websites, phone centers, and dierent sales channels,in addition to third-party agents, resellers, or distribu-tors. Other touch points include marketing, productdevelopment, and other unctions that impact thecustomer experience.While customer-ocused organizations understand thatcustomer needs must be met consistently throughouteach channel, the companies we interviewed talkedabout some o their challenges in accomplishing this.A beverage company told us about the challenges o managing touch points where there are so many di-erent types o customers and dierent distributionchannels or ways o buying. An insurance company weinterviewed discussed the challenge o maintainingtheir brand promise to customers through independentagents. Successul companies are working to ensuretheir customers are provided an optimal experiencethroughout each and every channel.
“Since we restructured, we’ve done a better job o taking care o our customers at each touch point, but customersbuy rom us through so many various distribution chan-nels that it has been a challenge to manage.” “We’re working to coordinate the experience at dier-ent touch points. There are so many places we touch thecustomer, but we’ve come a long way in making sure thecustomer has a consistent interaction online, in a local ofce, or when they meet a technician.”
#4 Organizational alignment is critical or manag-ing the customer experience.
Many o the companies we spoke with discussed thechallenges o transcending departmental silos and un-derstanding the customer experience across unctions.Not only must each unctional area understand how todeliver value to the customer within their own area, butthey must understand how other parts o the organiza-tion meet customer needs.Alignment goes one step urther to ensure that notonly is there awareness o how each unction impactsthe customer, but that customer data and eedbackare shared across the organization. Alignment ensuresthat everyone makes customer ocus their job and they work together to ensure an optimal experience.
“Everyone knows where they ft in and how, why, and what’s needed upstream and downstream rom them and how what they do eects what happens later.” “The whole company is a service-providing companywhether in selling, maintaining or upgrading; it’s all about service, so it’s important within each department.”