So… How was it for you?
Written by Claire Fowler
According to marketing folklore (apparently it came from a Coca-Cola study commissioned in the late 1970s), unhappy clients were likely to tell 9-10 people about their bad experience, while happy clients told significantly less. Nearly 50 years later social media has blown that figure out of the water and delivering the best client experience has rightly become a strategic priority for businesses of all shapes and sizes.
But who is responsible for client experience? Who “owns” the client? Well, the answer is everyone in every department, regardless of business structure. This may sound obvious; but it’s amazing how frequently organisational silos get in the way of delivering a joined-up, seamless client experience. Businesses need to foster a culture of collaboration with departments working together to define and deliver the best possible experience. And if the structure doesn’t allow that to happen, then change the structure – your client sees the organisation as a whole but if blockages and disconnects prevent you from acting as such, then their experience will soon start to crumble and they won’t hang around.
A client-centric approach is essential, which sometimes calls for a dramatic strategic shift for the organisation. Everything should be viewed from the client’s perspective – every touchpoint, from acquisition, to retention, to lapsing, to re-purchase to advocacy. How does each interaction influence the relationship? What does the client think and feel about you, your brand and your products? Client journeys are critical to understanding the ebbs and flows – map out each one and identify the gaps and the opportunities to enhance the experience. How can we deliver the best possible experience – one that adds so much value to our client’s life that they can’t possibly imagine life without us?
Data is your friend. But again, it needs to be viewed through a client lens. And think more broadly than sales – even browsing your website is part of your client’s experience, so include engagement scores, especially email metrics and non-transactional data. I may never have bought a single thing from you, but if I read and click every one of your emails or call your reception to update my address, then I think I’m in a relationship with you!
Finally, don’t just talk, listen. When defining and delivering the perfect experience, you’ll consider how you deliver your brand at every touchpoint: what you say and how you’re saying it. You’ll decide the channel(s) (again, from the client’s perspective – how do they want to hear from you?), the timing and what action you’d like them to take. All that work, and then … what? Ask clients what they think with short, tailored surveys; listen to their thoughts; act on their responses. Like all relationships, communication is key – deliver a good client experience and you’ll be talking for life.
If you’d like to discuss how we can get the conversation started, please book a (short) call at a time that suits you, here.
