Customer experience is like a velcro: if you had teams that are aware of the customer experience, then it will hang with customers. If your employees are not aware of the importance of having a good customer experience and only the short term and the turnover count, then there will be a gap between the official discourse of the business and the reality of the field.
To have a real commitment on the part of the collaborators, the simplest method is to set up a symmetry of attentions or a Tell the Bell Survey. The symmetry of attention is based on the assumption that the quality of the relationship between a company and its customers is proportional to the quality of the relationship of this company with its own employees.
In a practical way, the symmetry of attentions consists in listening to employees as we listen to their customers. This can be done for example through a survey of employees similar to the one we will send to customers (eg the recommendation, the relevance of offers).
The goal of the Tell the Bell Survey is to compare the two studies and see the dissonances. For example, internally employees may think that they have the “best product in the world” (or instead a product “like the others”), while customers may have a different perception via a “distorting mirror” effect .
The comparison between the internal perception and that of the customers also allows to highlight the quality of the products, in particular with the populations which are in direct contact with the customers and which often have only the negative side customer relationship.
A second action to put in place is the communication on “Best Failures”, ie the best mistakes. The goal is not to present the biggest failures, but how a glitch and been turned into a nugget. It is essential to communicate about these actions which initially started from a customer problem, but which ultimately resulted in an exceptional customer experience thanks to the intervention of a collaborator.
These beautiful stories that end well serve to spread a culture of initiative and customer support to the entire structure, and thus to establish a positive dynamic. The third action is to communicate on the strategic positioning of the customer experience.
This can be done via an internal newsletter, by disseminating customer satisfaction indicators at the same time as those on turnover, by appointing a Customer Experience Department that unifies the customer relationship in the company, displaying information in the break room. The fourth action, is to set up a feedback tool suggestions, testimonies, which allows employees to become players in continuous improvement.
