Written by Vivek Jaiswal | Co-founder, Customer Guru
Customers today value their experience with a company a lot more than the product or service. Helpscout quotes McKinsey in their blog saying: 70% of buying experiences are based on how the customer feels they are being treated. It also ascertains that in 2011, 86% of consumers quit doing business with a company because of a bad customer experience.
Additionally, as per research by Harris Interactive, almost 9 out of 10 U.S. consumers say they would pay more to ensure a superior customer experience.
Now that I have dumped a pile of data on you let me put all of that into perspective.
Let us look at Starbucks – the enormous coffee chain that has a customer retention rate of 75%. This means that 3 out of every customer would stay a loyal customer to Starbucks for a long time. The main reason for this is an element of Starbucks’ business plan since it started in 1971.
Ever since it opened shop, the four main goals of Starbucks have been:
Unlike many other companies that inculcate customer experience management only after they begin receiving revenue-dropping complaints, Starbucks had it as a goal from the beginning. Its primary aim was to change customers’ perspective of coffee shops. In fact, Starbucks has always claimed that it doesn’t sell coffee, it sells experiences. Akin to that saying, it created an award-winning ad campaign that tries to sell Starbucks as a place to get together, not just to have coffee!
It never wanted its coffee shops to be a place where people can buy coffee, rather the founder wanted it to be a place where customers can experience a good cup of coffee.
Starbucks employees are trained to such an extent that customers love the way they are treated by them. From personalised uplifting messages on cups to friendly chats at the coffee shops, Starbucks has earned its place as #4 for Best Customer Experience in the 2011 Global Customer Experience Management Survey.
Aiming to increase customer retention everyday Starbucks has such loyal customer base that as per a study conducted by Kissmetrics their average lifetime value (LTV) of a customer is at $14,099. Now that’s a lot of money if you carefully invest in your most cherished customers. I am sure by now you know the answer to the question I started with – customers not just pay for the experience, they’d be happy to pay a premium for the great experience!
Mark Hassell, Chief Customer Officer at Virgin Australia Airlines says “the customer is at the heart of everything we do. Investing in the capability of your front line teams through recruitment, training, rewards, and recognition is central to taking service to the next level.”
Can you imagine creating your product or service in a little bubble of your own? How would you ever know whether your customers like your product/service or not?
Placing your customer at the heart of your business also means that every employee works towards delivering nothing but exceptional customer experience and potentially getting as many promoters as possible. Not only does this make your employees feel more valued, but your customers also end up loving the experience and attention they receive.
Hassell added “enhancing the customer experience to meet demand, delivering innovation at every touch point and marrying this with unique service elements that go above and beyond will leave a lasting impression and ensure your customers keep coming back.”
You cannot win customer ‘loyalty’ if you offer exemplary customer service once and then forget about them. For them to remember your business and stay a promoter to your brand, you need to be consistent in delivering delightful customer service. One that they won’t forget.
It is natural for every brand to treat their new customers with overwhelming love and warmth, only to forget all about them as soon as the next set of new customers show up.
If you think your job is to just gain customers, you cannot be more wrong! Your job is to marry them. Every customer who walks in becomes a vital part of your brand and thereby, the reason for its growth. Like in any marriage, you need to show your concern and shower attention on them regularly, but what is foremost is to remember them.
You remember your customers, they will remember your brand.
There is a definite nexus between employee engagement and customer experience – the better the former, the more effective the latter. In line with one of Bruce Temkin’s 6 laws of Customer Experience, it is only an engaged employee who can create an engaged customer. An employee who believes that his organisation nurtures and enables him to grow will understand that it is his responsibility to make the organisation grow.
The first thing organisations need to understand is that satisfied employees are not the same as engaged employees. As Customer Insight puts it, employee satisfaction is the extent to which employees are happy or content with their jobs and work environment. On the other hand, employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organisation, and put discretionary effort into their work. An engaged employee will have a symbiotic relationship with his organisation, as opposed to a satisfied one which is unidirectional.
In conclusion, creating a service that customers would love to pay for involves a careful blend of customer passionate employees and a customer-centric mindset. What else would you recommend we should include in that list? Please share your views in comments below.
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