Having a customer experience management programme is in itself no longer enough of a differentiator. With most companies now starting on the CX journey – or someway along the track – you’ll need to run just to stand still. To get ahead of the crowd, you need to accelerate your customer experience management programme to gain the most impact in 2016 from your Customer Experience strategy.
Accelerate your Responsiveness
Speed up the turnaround times from learning about issues affecting customer experience (positively or negative) to taking appropriate actions. This requires:-
Boost your Analytics and reporting
Improve data connections within your organisation to eliminate data and knowledge silos.
This will enable more data to be used alongside your everyday customer feedback to improve the value and context of the customer experience management programme and customer insight:
Enhance your Predictive Analytics
Surveys will only ever attract responses from a minority of customers, so only responding to issues raised by survey responders risks missing an opportunity to be proactive for the majority of your customers.
For example, if specific parts availability problems cause problems for customers and result in NPS scores hitting rock bottom for those customers, be proactive and contact all customers whose vehicles needed that part during the availability shortage and offer recompense/recovery.
Start Emotion Scoring
According to recent studies from Forrester and Temkin Group, customer emotion has the biggest impact on customer loyalty.
Identify and score your customers’ emotions, understand what made them feel that way and know how to re-create that feeling in others.
Understand where emotions rise and fall throughout the customer lifecycle and take actions accordingly.
Emotion Scoring is a new area for Voice of Customer Analytics – Feedback Ferret is well placed to carry out this analysis on survey feedback. Make 2016 the year to start working on emotion scoring, and understanding how to use the insight to improve customer loyalty.
Be easy to work with
Customers of premium brands are often stressed and time poor. They will buy from, and remain loyal to brands that make it easy to do business with them.
Throughout the Customer Journey, identify where customers think they have to make extra effort, or where it is difficult to work with BMW or its dealers. Understand where customers think it is easy to work with you.
Constantly address the difficult areas. Focus on the customer to overcome restrictive ‘company policy’ at Head Office and at the dealers.
An example of making life easier for customers is “Anticipatory Experiences”. If a customer asks about one item, can you anticipate other needs that may follow? Here are some automotive customer experience management ideas:
To deliver these initiatives requires a corporate culture that understands and values customers, understands that the business needs to be responsive to customers, and that competitive advantage is increasingly gained by focusing on responding to and meeting customer needs.
This quote from Jack Welch, ex-CEO of General Electric sums it up nicely:
“We only have two sources of competitive advantage; the ability to learn more about our customers faster than the competition and the ability to turn that learning into action faster than the competition”
In the automotive business – especially at global Head Office locations near to manufacturing plants – there is a natural tendency to focus on the product: design, engineering, manufacturing and distribution. Whilst this product focus is undoubtedly vital to the continued success of every automotive business, it is also imperative that companies are responsive to the customer building its own customer experience management around the existing corporate strategy and brand DNA.
This culture will ensure company-wide participation in the customer experience management strategy, and enable agile responses to actions designed to improve the customer experience.