24/1/22 9:32 The Six Building Blocks of Customer Trust | TTEC

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Article | The Business Value of Customer Trust

The Six Building Blocks of Customer

Trust
Customers' trust in the companies they do business with is based on a
combination of perceived good intention and proven competence.

By Dietrich Chen, Ph.D. - Principal

    

Ask company executives if customers find their business trustworthy, and most will
of course say yes. But ask their customers, and often you will hear a different
answer.

According to the "Edelman 2012 Trust Barometer," consumer trust in businesses to

"do what is right" averages only 53 percent globally. The report states that banks
and other financial services firms are the least trusted industries for the second
straight year. Only 45 percent of respondents trust financial services firms to do
what is right. And even the best-performing industry—technology—garners the
trust of only 79 percent of those surveyed worldwide. This status quo is not
sustainable, from a customer or business standpoint.

Many factors are at work when it comes to the perception of customer trust. But
contrary to popular opinion, trust is not an intangible, feel-good attribute out of a
company's control. It's up to businesses to influence what they can with a
structured approach to building trusted relationships. The health of their business
depends on it. In-depth Insight on CX x
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Trust-based initiatives have real business impact. Trust makes customers less
price sensitive and less interested in competitive offers. It creates a sustainable
competitive advantage. Higher customer engagement means greater value to a
firm—and trust can lead directly to the acquisition, retention, and growth of the
firm's customer base (see Figure 1).

Six building blocks of trust

The need for a trust-based relationship can't be denied. But marketing executives
who want to build customer trust have one question: How?

It starts with building a framework and guiding principles, which can be translated
into specific actions for employees to take during interactions with customers. In
their book Extreme Trust: Honesty as a Competitive Advantage , Don Peppers and
Martha Rogers, Ph.D., write that trust comes from two places: intent and
competence. You must have pure intentions of acting in the customers' best
interests to create a trustworthy environment. And you must also have the
capability to execute against those good intentions. Without competence, it's just
lip service. Neither one on its own is enough to build trust. They must work
together.

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Going a step further, we identify six drivers of trust based on intent and
competence that any organization can operationalize (see Figure 2):

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Accountability

Transparency

Customer experience

Employee empowerment

Employee recognition

The foundation of intent

Empathy, transparency, and accountability are three building blocks of intent.
Having empathy for customers, and treating them the way you would want to be
treated, is one of the most important elements of goodwill. Empathy requires firms
to proactively anticipate customer needs and reach out to them to offer relevant
products and services, even if it means losing money in the short term.

One way to operationalize empathy is to develop an associated guiding principle,

such as "Proactively communicate all the best options to customers," to empower
employees to take the necessary actions to build trust with customers. For
example, the customer care team at a telecom operator can proactively adjust a
customer's rate plan to a new plan that best suits his needs and is $20 cheaper.
This may mean losing $120 in the short term (assuming the customer has six
months left in his contract). But it can lead to the customer renewing his contract,
potentially generating $450 over the course of the customer's lifetime value (24
months).

Transparency, meanwhile, sounds simple enough, but in practice it can be

difficult. Some firms equate transparency with giving up control. That's not the
case. Simple activities like clarifying the language of your policies, actively using
external social media channels to communicate with customers, and being open
to feedback and criticism from customers are all good examples of transparency.
Transparency is increasingly important as items like hidden fees or service
changes are now quickly broadcast across the Web once just a few customers
discover them.

Accountability is about taking responsibility when customers go through any

negative experiences. This may involve compensating customers for the
inconvenience, as well as making any changes internally to people, processes, or
systems to make sure mistakes are fixed and future errors are avoided.

Competence drivers
Competence comprises customer experience, employee empowerment, and
employee recognition. Customer experience is about being consistent and
credible to customers. It goes beyond delivering high-quality products and
services and involves building relationships with customers that In-depth Insight on CX
will encourage x
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positive word of mouth and referrals. A tactic to operationalize the deeper into topics and
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experience is to develop an associated guiding principle, such as "Provide
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customers with expected experiences across all channels," which sets up internal
processes and systems that enable the experiences customers expect.
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For a telecom operator whose customer care operation receives large numbers of
calls due to network issues, this might mean sending a simple text message to
customers who experience dropped calls with an offer of free minutes or other
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In the short term these actions may result in some costs, but the long-term benefit
could save millions of dollars as a result of reduced calls to customer care.

Employee empowerment requires firms to train and authorize employees to take

necessary actions to earn customers' trust and to provide the necessary
information to do so. Recognition requires firms to reward employees for their
trust-building initiatives with customers. Some firms may need to restructure
internal policies, employee roles and responsibilities, or the firm's compensation
structure to operationalize empowerment and recognition.

Building customer trust is not a simple internal sell, and potentially comes at
short-term costs. It requires fact-based analysis of customers and their needs,
understanding the firm's competitive position and market share, and performing
in-depth gap and capability assessment. Many companies simple aren't ready to
undertake trust-related initiatives. But those that identify and act on the six trust
components can achieve powerful financial results.

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