Everybody knows that the Customer Experience matters, but why does it? It benefits the customer, but what do you get out of it? Plenty.
Do we want happy customers simply because we don’t want the hassle of dealing with unhappy ones? For every dollar spent and every new initiative launched, the Finance chief wants to see ROI, and this is as it should be. Customer Experience is shown to be relevant when we can use metrics to prove its worth. It matters because when used strategically and with defined goals, it improves revenue, contributes to growth, and offers measurable increases to customer loyalty while reducing customer churn. Those are all metrics the CFO can embrace.
Do you love customers that never call and complain? You shouldn’t. A customer base that is largely on auto-pilot, using your products without comment, complaint or feedback – neither ecstatically happy nor maddeningly unhappy, may be a relief to the call center. But a customer that doesn’t ever communicate with you is one who sees your product as a commodity, which can easily be switched out if the next guy offers it a day sooner and a nickel cheaper. A customer that you don’t communicate with – even one that doesn’t complain – is one that you will eventually lose. The Customer Experience will continuously engage that customer and create a greater sense of loyalty – and the result is less churn and an increased ARPU (average revenue per user), more revenues and more profits.
Is your customer service “just good enough?” Then it’s time to make some changes. There is a philosophy in software development that focuses on delivering a first-issue “minimum viable product” that is just good enough to work, but doesn’t yet have all the bugs worked out. In the software world, the purpose of MVP isn’t just to be cheap, it’s to put out a viable product for users to test out and provide feedback to the development team, with a goal of continuous improvement. Too often though, in the Customer Service world, the strategy is to deliver the minimum viable amount of service and to see the call center as a logical place for the budget axe to begin swinging.
Do you want to increase revenues? Let’s face it, your businesses wants to make money, and we all want our unfair share of the pie. There’s nothing wrong with that goal. Having more money comes from two places: (1) cutting expenses, and (2) increasing revenues. Blindly cutting cost in Customer experience is not the path to long term profits. A Customer Experience strategy is never seen as a cost center, rather, it is an integral part of a revenue-generating strategy. When your customers are engaged, they’re happy, they like you, and they’re loyal. There’s more to that than just feeling good – that’s what really generates profits – and that’s why Customer Experience matters.
What can we do for you?
Amas and the team at Better Experience are problem-solvers. When sales are sluggish, customer churn is up and the cross-sell and up-sell that could drive revenues just isn’t happening, we can help.
Why do these things happen? The first part of our strategy is simply to answer that question. Often, the answer lies in how your staff, your systems and processes interacts with customers. Poorly built automated systems may be damaging customer relationships, yet your people are not empowered to deliver on your customer promise. Is every single person that interacts with a customer – whether their job is Customer Service or not – enabled to deliver a personalized, continuous and contextual service.
The path to improving your company’s Customer Experience is defined by goals and metrics, guided by an inclusive culture of collaboration from every part of your company, and informed by a strategy of creating an engaged and loyal customer. We offer guidance to help your company achieve this transformation, and reach your goals of increased customer loyalty, more revenue, and enhanced growth.