Fresh off the first of the digital disruption tour events, I am reflecting on the wonderful conversation that Ray Wang lead with his keynote speech, really defining this new era of business. If you want to really understand what he’s talking about, you not only must see him speak — he draws such a clear picture of the future, but to really allow what’s happening to infiltrate your department or functional area or your own leadership, his book, Disrupting Digital Business, is very helpful — with examples and details.
For customer experience professionals, that was my roundtable discussion, we talked about not only this new era of business, but the requirement of company’s to change their business models to be able to deliver on the promise of whatever customer experience they are offering. Doesn’t matter if it’s B2B or B2C or B2B2C- customer’s have expectations. Why is it so different today than its ever been? For many of us at the roundtable discussion– we’ve been talking about customer experience, customer service, customer success management for most of our professional lives. It’s not new. And it’s not really a new topic inside of companies.
What is new and what does require something different of organizations is the transparency of how the customer experience affects a business’s customers. In the old days, the customer experience might have been between a contact center agent and a customer. And depending on how empowered that agent was (which generally they were not) that empowerment or lack there of, generated a certain customer experience. It was also dependent on technology as well as processes that were either well defined and implemented or not. If it was a bad experience, that customer would often tell 10-20 people within their circle of influence.
Today, customer loyalty and advocacy is different. Why? Because today the world can see, in an instant, what a brand’s customer experience is and because customers can easily speak to other customers, often going around the brand, brand’s have to walk their talk. And while the Directors of Corporate Communication, PR, the CMO and marketing spend tireless hours and hundreds if not millions or more in budget to create a “brand” — whether that “brand” ends up living up to expectations is dependent on so many things; it now requires we change how we do business so nothing falls through the cracks. It requires collaboration between all functional departments and the back office.
Ultimately, a brand ends up being expressed as the experience a customer has with that brand. And because there are so many people, departments, touch-points — at any point in that customer’s interaction with that brand, the brand may not uphold its promise. And because of the nature of social networks, that “good or bad” experience, can be expressed for millions to see, in a nano-second, often lasting a long time (think of “online posts” like cave paintings – they last millions of years…) The expression of a brand from a customer can be very personal and emotional. And often times the expression from the brand’s side is through content. And the number of people and budget, just for content marketing, has really shifted how we must think about how we do business. Business has changed. Period.
I really want to thank each and every person who participated in the customer experience roundtable. What our roundtable discussion concluded where several things:
1. Good customer experience starts with strategy. It’s not just about implementing the technology. It’s about looking at your business processes from the customer’s point of view and making changes to what does not make sense. It’s about examining the commitment from the senior leadership team to allow for budget so that the people, process and technology required for great customer experiences can be delivered.
2. Good customer experience also requires something new of the internal aspects of a company – culture, leadership, employees, training, attitude… and while most of what I write about is that “external” customer-facing experience, the truth is that – that customer experience can’t be good if the internal capabilities of an organization are not optimized. It is something that is often underestimated and rarely spoken about, but at the end of the day, it’s employees who are driving the customer experience in one shape or form. So it’s my feeling that this part of the conversation can no longer can be ignored. And in some cases, it maybe the first step in generating great, external-facing customer experiences.
The Panel Discussion One of the panels was on the customer experiences created in the financial services area. Financial service companies often think of themselves at limited to change things because of all the regulations they face. When Ray was asked about this he explained, “While there are many regulations, smart companies are looking at those regulations, often written years ago and asking if they make sense today. If they don’t, smart companies and governments are taking the time to question them and transform whatever it takes to make things work better.”
Wipro (who sponsored this SF part of the tour) talked about the ideas behind banking 1:1. Even in a highly regulated and competitive marketplace, banks must examine every possible idea and strategize about the advantages it can use to meet and to exceed customer expectations. This is truly, for all industries, where companies will differentiate themselves from the pack, now and in the future. Banks can’t offer simple and automated banking services. To build loyalty and drive profitability, banks need to offer a non-stop interactive banking environment and to increase their business agility by anticipating customer needs and offer an engaging user experience.
I vowed to keep writing about customer experience and customer service / success management – the ability to use data to understand our customers better to provide better experiences – as well as technology, people and processes. But I also asked that each one of the people in my roundtable take it upon themselves to hold the torch to generate excellent customer experiences. That’s because transforming businesses today, to provide great customer experiences, takes a village; it’s not a one person job. It takes collaboration across functional departments and strong leadership from all of us.
So as you read this, I ask you to also hold the torch for great customer experiences and for what the “transparency and digital disruption” means and requires of each of us – i.e., that what we are really talking about is that we all have to change our business models (or how we do business.) And together, I believe we can transform business. It’s something that has been a long time in coming. It’s here. It’s now. It’s something I want to see in my lifetime. How about you?
