A World of Customer Experiences
Every customer interaction is an opportunity to build long-term loyalty.
Customers buy experiences.
That is the premise behind the book Building Great Customer Experiences which I had the pleasure of reading several years ago.
The authors, Colin Shaw and John Ivens, have seven philosophies for building a great customer experience, including:
- Great customer experiences are a source of long-term competitive advantage.
- Great customer experiences are both revenue generating and cost reducing.
- Great customer experiences are an embodiment of the brand.
In a world of product parity and commoditization of both products and services, their arguments make a great deal of sense. And even when customers buy products or services, they repeat buy based on their previous experiences.
It is interesting to observe how many organizations focus only on the customer experience at the beginning of the sales cycle, rather than at all points of interaction.
For instance, how many large retail stores have a greeter who welcomes people as they enter the store, but have no one to say “thank you” as the customers leave with their purchases?
Even worse, there are the stores that have people at the exits checking everyone’s shopping bags to make sure nothing is being stolen. How many thieves are caught or prevented by this? A few a week? That is not necessarily a good trade-off for making hundreds of people a day feel like their privacy is being violated or, worse, that they are being falsely considered as shoplifters.
People often cite the phrase that first impressions matter most. From a marketing perspective, I disagree. I often write that it is the last impression that matters most.
For instance, you may have a wonderful check-in experience and an enjoyable in-flight experience, but if your bags are not on the carousel promptly (or at all) at your final destination that will be the thing you remember most about your flight and the airline you flew.
Or, you may have wonderful help in the aisles of a store, but if you encounter a rude and surly cashier at the check-out counter that will be what you remember most of that particular visit to that store.
The entire shopping experience at Amazon is a delightful experience. This company understands the mentality of people who want to buy books, videos, CDs, and other merchandise from an online outlet. Likewise, Borders understands the mentality of people who want to buy books, videos, CDs, and other merchandise in a “bricks and mortar” retail outlet. Both are sellers of books. But, more important, both are sellers (and deliverers) of unique customer experiences.
The success of Starbucks comes not just from the taste of their coffee, but from the customer experiences they deliver to their sit-down and chat, take-away, and even drive-through customers. Buying and drinking a coffee from Starbucks is an experience, one that an increasing number of customers around the world appear to enjoy and repeat.
One of the secrets to increasing customer loyalty is to fully understand all the experiences customers have with your organization when they investigate, evaluate, purchase, use, and dispose of your products and services. Each point of interaction is an opportunity to build long-term customer loyalty. Each point of interaction is an opportunity for your organization to better understand your customers.
Your competitors can copy your products, replicate your services, and match your pricing strategies.
This means that the customer experience you deliver is one of the few marketing advantages remaining to keep your customers loyal and to convert occasional buyers into long-term and loyal customers.
In a world of customer experiences, sustainable growth will come to those who monitor and improve the experiences of customers at each and every point of interaction.
KEY POINT: every point of interaction is an opportunity to build long-term customer loyalty.
TAKING ACTION: walk through every location that your customers visit or see. What needs cleaning, fixing, brightening, toning down? Who are the staff talking with: themselves or customers? What do customers see in your environment ─ a company in control or one so cluttered it appears to be in control of nothing?
Touch everything your customers will touch. What feels good? What does not? What is warm? What is cold? Is it nice to feel? How do you react to this? How do your customers react to this?
Close your eyes and listen to the environment. What do you hear? Is the music too loud or not appropriate for your target customers? Are the staff talking about themselves or about customers and their needs?
Examine all forms. Fill them out as if you were a customer. How can these be improved?
Call your call center with a complaint. How is this handled?
Call your call center with a query. How is this handled?
Review your website. How easy is it to contact your organization via the website? What information is lacking or missing (from a customer’s perspective)?
This article is mostly excerpted from our book The Best of the Monday Morning Marketing Memo, available at Amazon in Kindle and paperback formats.