The Art of the Workforce: Customer-Oriented


Editor’s Note: We’ve commissioned artist Doug Shaw to explore the 16 Key Factors measured when it comes to compatibility between a candidate and employer and will be posting them along with his inspiration in this series.

You’ve heard the phrase, “the customer is always right” and, although it may not always be the case, it’s still important to make an extra effort to ensure that your customers and clients are happy and well taken care of.

Now, this may seem like an easy thing, but not everyone is made happy so easily. Plus, the fact that only 1 out of 26 unhappy customers complain makes it difficult to know when something even needs to be fixed. This is a prime example as to why customer feedback isn’t always the most reliable. Instead of only looking out for complaints, it’s important to notice signs of indifference or drop in sales/participation.

Our companies thrive on customer engagement, and without that, we are nothing. Paul Greenberg even states:

“Customer Experience Management (CXM) is a business science that has the purpose of determining the strategy and programs that can make the customer feel good enough about the company to want to continue to do business with the company.”

In other words, people will only do business with you if they like you. Crazy concept, right? But, as Greenberg says, customer experience is a true science. It’s tough to make everyone happy and equally tough to find a proper fix. But, taking the time to look at what people are saying and figuring out how to make their experience a great one, is worth it. 55% of consumers are willing to pay more for a guaranteed good experience. That sounds like a pretty good deal.

Tweet This: Did you know 55% of consumers are willing to pay more for a guaranteed good experience?

Want to shift your customer/client experience to the good side? Here are some enablers you should be doing:

  • Measure your customer service performance. Use social sentiment, NPS scores and of course, survey your customers to understand what’s working and what isn’t.
  • Staff must know how to deliver good service. Do you offer regular training around service? If not, you could be missing out on a key part of extending your value.
  • Staff knows the organization’s service goals. How can your team excel in service if they don’t know what the goals are?
  • Staff understands customer expectations. Use the data you received from surveying your customers to give expectation briefs.
  • The company supports goals with appropriate resources. Are you allowing your team to respond in a way that is oriented to the customer? It doesn’t have to be a massive discretionary spending option like at the Ritz-Carlton but if you’re expecting stellar results without supporting your team the resources they need to be stellar, you’re not going to get results.
  • Create a positive company culture. Not easy but always worth it. A positive culture will extend to your clients naturally.

Remember, customer/client experience is the heart of every company. Without it, you don’t exist and with it, your business can reach new heights. So, what are you doing to treat customers well?

From Doug:

The way we look after our clients and customers says a lot about our business. I asked a few friends for suggestions on how to illustrate great service and among the many interesting ideas, two stood out for me. The first image I adopted was the waiter, suggested by John Sumser. You’re out for dinner. You chose a great company to be with, well you would do, you’re smart, right? And of course you want good food, that’s the point of going out for dinner in the first place, but what else do you need to make the evening truly memorable? For me, it has to be great service – that’s the real differentiator. Being treated well is something that separates great companies from the others. Companies who understand this, and who make it easy for staff to give that great experience, are the ones people want to work for.

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