Customer Experience Quotes
Here is one of the most inspiring Customer experience quotes to delight customers and build Customer Experience StrategyA good CX strategy means 100x ROI.
– (Neil) Nilakantasrinivasan
Take away for CX Professionals
Customer experience is a business strategy to maximize revenue & profits. It’s not some kind of soft skills program.
Author is an expert in Customer experience strategy. If you are looking for Customer Experience (CX) consultant in Chennai, Bangalore, Mumbai, Delhi and across India, contact us.
Customer Experience Quotes
Here is one of the most inspiring Customer experience quotes to delight customers and build Customer Experience StrategyBe dramatically willing to focus on the customer at all costs, even at the cost of obsoleting your own stuff.
– Scott Cook
Take away for CX Professionals
Obsession can take you places.
Author is an expert in Customer experience strategy. If you are looking for Customer Experience (CX) consultant in Chennai, Bangalore, Mumbai, Delhi and across India, contact us.
Customer Experience Quotes
Here is one of the most inspiring Customer experience quotes to delight customers and build Customer Experience StrategyIf you think CX is about pleasing customers at your expense, you haven’t got it yet.
– (Neil) Nilakantasrinivasan
Take away for CX Professionals
A good CX program is profitable to you & your customers!
Author is an expert in Customer experience strategy. If you are looking for Customer Experience (CX) consultant in Chennai, Bangalore, Mumbai, Delhi and across India, contact us.
- What works for large enterprises may not work for mid size organizations! The business transformation professional need to understand what approach suits your organization!
- Business Transformation professional will need vast experience in leading or handling complex change in in different situations across atleast few different sectors and corporate cultures.
- The Business Transformation professional should stay focused on delivering measurable and sustainable results.
- For Business Transformation to be sustainable, the professional leading the change should approach it holistically, rather than as a mere process change. Aspects such as leadership on-boarding, internal mass-communication campaigns, long term transformation roadmap, up-skilling, process re-design, data analysis, automation, process training, on-going process audits and regular reporting should all be integral part of the Business Transformation. If the transformation is of a very large scale, then the entire program office (PMO) should be managed the Business Transformation team.
- The Business Transformation professional should be a hardcore change agent at heart. One who is used to working by rolling up his/her sleeves.
- Now, that’s not just it. He/She has to understand ‘Strategy Execution’, “Digital Business Model’ & ‘Customer Experience’ well enough to make your business transformation efforts futuristic and fruitful.
- Business Transformation professional shouldn’t thrust any specific methodology such as Lean, Six Sigma, Theory of Constraints, Balance Score Card, TRIZ, etc. Instead, use he/her expertise in these areas to do what is relevant your business!
Customer Experience: How do the products and services you buy, waste your time, even if they ultimately give you benefit?
Customer Effort is becoming a key factor in the decision making!
The question that Customers are increasing asking is, does the service channel enable faster end-to-end hands-on time for the me to complete the desired tasks? Complex navigation, improper placement, etc consume high end-to-end time. Customer Productivity is a good way to look at this problem.
- My first suggestion is that ensure your product is robust, so it doesn’t generate complaints or support mails.
- Understand the Customer Journey and find out what can possibly go wrong.
- Classify what can go wrong into following groups:
- Life threatening to customers
- Results in Customer being non-compliant
- Renders the product unfit for use
- Partial malfunction
- Noticeable loss of performance
- Minor performance loss (unnoticeable)
- Minor nuisance
- If there are too many items in first 4 categories, you better plan for 24×7 support
- Build strong help and FAQ features through videos & text Q&A in your website.
- In spite of all the above, you are bound to encounter a reasonably healthy rate of support requests :-(… That’s life.
- I don’t know what kind of product or service you are into, if its time-sensitive or offers critical services, etc then 24X7 support is a good idea even if the volume is low. But if its not that sensitive and doesn’t impact your customer’s daily life in a big way, then even if your product/service is paid (& highly paid), customers will be ok with reasonable responsiveness.
- So its nothing to do with your volumes, its to do with the criticality of your service.
- My personal suggestion is that give an personalized email id (not support@…) but (Someone’sName@….). Give phone line and set up a good voice mail message.
- Also clearly mention the expected response time for resolution.
- Set up a filter in your email box to catch keywords like “URGENT”, “CRITICAL”, and route them to a separate folder.
- Check that folder first thing in the morning as you get up 🙂
This has been working for 5 years for me! Good Luck
As an entrepreneur or subject matter expert, building an product or service isn’t really difficult because you have all the ideas are packed in your head. In fact that is true for any one skilled professional. Unfortunately that doesn’t guarantee success when it comes launching a successful product or service.
Customers will choose or recommend products that best address their needs. Here’s an interesting real life story of a Jewish immigrant couple trying to meet their ends. In this process they end up building a business empire. I read this story in the book ‘Outliers: The Story of Success’ by Malcolm Gladwell.
Louis and Regina Borgenicht landed in America in the year 1889 as immigrants. Louis was struggling to feed his family of four. He tried various odd jobs with little or no success. He was desperate and was about to quit.
Here’s an extract from the book:
“The answer came to him after five long days of walking up and down the streets of the Lower East Side, just as he was about to give up hope. He was sitting on an overturned box, eating a late lunch of the sandwiches Regina had made for him. It was clothes. Everywhere around him stores were opening—suits, dresses, overalls, shirts, skirts, blouses, trousers, all made and ready to be worn.
Borgenicht took out a small notebook. Everywhere he went, he wrote down what people were wearing and what was for sale—mens wear, women’s wear, children’s wear. He wanted to find a “novel” item, something that people would wear that was not being sold in the stores. For four more days he walked the streets. On the evening of the final day as he walked toward home, he saw a half dozen girls playing hopscotch. One of the girls was wearing a tiny embroidered apron over her dress, cut low in the front with a tie in the back, and it struck him, suddenly, that in his previous days of relentlessly inventorying the clothing shops of the Lower East Side, he had never seen one of those aprons for sale.”
Rest of it is rags-to-riches story. The couple built a thriving business and a niche for women and kids apparels.
This lesson of success hasn’t changed with time. If you want to be the Borgenicht of your business line, then let the designing your new product start with what we define as ‘Gemba’. It is a Japanese word implying ‘the real place’. Borgenicht painstakingly yet meticulously gathered insights from Gemba. For your products or service, ‘the real place’ is where it is been used by your consumers. Hence ‘Gemba’ is the fountainhead of your new product ideas and implementation roadmap. Market Research is supposed to do that, but in today’s world, it is outsourced to an agency. Market research reports contain only tangible factors but Gemba insights are missed or misunderstood.
If you have a new product or service development lined up, it would be in your own interest that you visit ‘Gemba’ and gather insights that will feed to the success of your product rather than review the new product development plan in the board room sipping green tea and munching cookies.
Consider a Gemba visit for the following:
- Deciding your target segment
- Who will buy our products and who will not?
- Understanding common needs of different customer groups
- Understanding articulated and unarticulated customer needs
- Understanding customer journeys
- Understanding substitutes and alternates for your product
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