Experienceaudit
- 1. Experience Audit JUMPSTART YOUR CX PROGRAM
- 2. 89% of customers think they are already paying for a great experience 8% think they are getting the experience they paid for 80% of CEOs think their companies are delivering great experiences You can’t keep doing the same thing and expect different results! Get clarity, stay focused and deliver. Companies have been surveying, continually improving, focusing on defects for the past 20 years. Customer experience is not improving, actually by every measure it is getting worse. It’s time to stop being everything to everyone. To optimize your customer experience investment, focus on what you do well for customers who value your strengths. This is the sweet spot where your effort will increase revenue and profit.
- 3. STRATEGY Don’t leave the quality of execution to chance. Identify your stakeholders, your advocates and your most vocal detractors. Create an internal and external strategy for shifting perceptions, changing behaviors and increasing profitable customers.INTENTIONAL DESIGN Design the experience that will deliver the greatest value to your most profitable customers. Focus on what you do well and the things that are easy for your team to do consistently. Take ownership for what you can control and create the customers you need for tomorrow and into the future. AUDIT Understand the strengths and weaknesses of the experience you are delivering to your customers today. Stop trying to create “delight” and make customers happy. “Delight” is ambiguous and difficult to measure. If you want people on board, give them something that aligns with their objectives, that delivers results. If you can’t connect the dots, it is time to evaluate your program. PRAGMATIC CX STRATEGY 3
- 4. If you are launching a CX program or you are meeting resistance within your organization, an experience audit is a great tool for identifying gaps in in your foundation and clarifying where you should focus to maximize results. Download the Worksheet 01 03 02 WHY Customer behavior is the proof that your product is meeting needs, that you are delivering meaningful value. Behavior doesn’t lie. It doesn’t say things are worse than they are and it doesn’t sugar coat because they really like the person, but hate the product. OUTCOME Maximizing ROI and puttting the right measurments in place is easy when you focus your efforts on understanding why some of your customers are so profitable and others drain your wallet and your your staff. HOW Discover your most profitable customers and compare their behavior to your least profitable. Identify specific behaviors that if altered, will improve their experience and your bottom line. With an eye on your near term strategy, identify opportunities and risk for both your ideal and less than ideal customers. EXPERIENCE AUDIT 4
- 5. SIX STEPS TO CLARITY 01 02 EVALUATE PROMISES What promises are you making at the various stages of your relationship with your customers? Are you consistent? Do you deliver? IDENTIFY THE IDEAL Which customers generate the greatest profit, are the easiest to work with, shout your praises from the rooftops? Why? 04 WHAT DO YOU NEED Who do your ideal and not ideal customers need to become to support your near term strategy? How? 03 IDENTIFY THE DRAIN Who are the customers that are never satisfied, difficult to please and a drain on resources and morale? Why? 05 GET SPECIFIC Identify three feasible behaviors you can shift that will make your less than ideal customers more like your ideal. 06 TAKE ACTION Identify what you will need to create the shift. What type of benefit will the change create for your organization?
- 6. Evaluate Promises What promises do you make? Not just in your marketing material, but in your sales presentations, education material, onboarding sequence, support calls, follow up materials and everything in-between 01 02 03 Map your promises across the customer relationship. What are the explicit versus the implicit promises? How well are you meeting each promise? Do they contradict each other?
- 7. IDENTIFY THE IDEAL KNOWLEDGE What skills and perspectives do they bring to the relationship that other customers lack? STRUCTURES What processes or structures do they have in place that ensures your relationship is successful? INTERACT How do they interact with you and your brand? How does that make your relationship stronger? How do their interactions make it easier to deliver what they need? TRENDS Put aside what you think you know. What is the data telling you? What industries, types, size, are most successful and profitable? OUTCOMES How do their unique traits drive improved outcomes? How do they benefit your bottom line? Who are your ideal customers? Which ones generate the most profit, are the easiest to work with, shout your praise from the rooftops? Take all of your big data and voice of the customer information you have been gathering and figure out what makes them special. Why do they get you and why do you get them? 7
- 8. IDENTIFY THE DRAIN REQUIREMENTS What special accommodations do they require to be successful? Why do they have these requirements? How does this impact your organization? ACCOUNT MANAGEMENT What additional steps are required to manage the relationship with these customers? Quantify the cost of staff, time, resources and lost opportunities. INTERACT How do they interact with you and your brand? How does that make your relationship weaker? How do their interactions make it more challenging to deliver what they need? TRENDS Put aside what you think you know. What is the data telling you? What industries, types, size customers are most likely to struggle and are the most costly to service? OUTCOMES How do their unique traits impact the quality of the outcomes? How do they impact your bottom line? Which customers are a drain on your bottom line? No one likes to talk about them, but everyone knows who they are. They call and people hide. They are a bad fit, expecting things you can not deliver well. They take up way too much time and they are never satisfied – because you are not meeting their needs and they are not meeting yours. Frankly they do more harm than the benefit of the revenue they provide. Let’s figure out why! 8
- 9. WHAT DO YOU NEED CHANGE IN DIRECTION Are you changing the fundamental way in which you deliver your product or service. New technology, new devices, moving to the cloud versus physical delivery, subscription versus one time purchase? NEW CUSTOMER SEGMENTS Are you focusing on a new customer segment? How will you continue to deliver value to your ideal and manage those that are struggling while directing energy toward your new customers? NEW PRODUCT LINES Are you introducing a new product line or technology that is going to change how your customers do what they current do? Who do your customers need to become to support your strategy? Are you shifting gears in your business? How are your dream customers going to react to this change? What is in it for them? If your pursuing new markets, how are you going to scale to continue to rock the experience for your most profitable customers? What are your risks & opportunties? How can you begin now to prepare your customers for the future? 9
- 10. Take responsibility for your less than ideal customers. Identify three specific behaviors that if changed would make your challenging customers more like your ideal. GET SPECIFIC FOCUS Select elements that are within your ability to control and that align with your core compentencies. Some expamples are: Is costly behavior rooted in disjointed promises? Is a costly behavior rooted in a lack of knowledge? Can you shift behavior through more targeted education? PLAN Support your data with some conversations and observations. What would it take to change these behaviors? Think beyond technology or process to human behavior. How will you position the change with your customers and with your internal teams to provide enough benefit to justify the pain of change? NARROW Identify three behaviors that you believe, based on available data, would be the easiest to shift. Often this is a change that aligns with what the customer is craving, it aligns with internal needs and objectives, and it will have a measurable impact on the bottom line. 1 0
- 11. The point of this exercise is clarity. It is not a end, but a tool for focusing your customer strategy. PROCESS AND ASSESS So now what?If you want to build a strong, results oriented customer strategy, you must have a solid foundation that will allow you to focus limited resources, deliver tangible results and remove the overwhelm. The following steps may be necssary to firm your foundation and we have you covered. Balentyne.com/musings is were we post our tools and guidance. You can also register for upcoming webinars and workshops. DATA The number one issue many companies have is a lack of visibility across the customer relationship. This is critical for calculating success and ROI VISABILITY You may personally lack the visibility across your organization to accurately map the promises, technology, processes and individuals involved. INFLUENCE You may be thinking: Who am I? I don’t have access to this information and even if I do, I can’t make the case for change. You do. We will show you how! CUSTOMER KNOWLEDGE Many companies focus only on existing data points and survey results but fail to get out and actually get to know their customers on a human level. If you want to shift behavior, you have to understand the human behavior that influences actions. 1 1
- 12. Balentyne.com laura@balentyne.com BALENTYNE IS FOCUSED STRATEGY TO SPARK CURIOSITY, IGNITE INNOVATION & DELIVER TRANSFORMATION