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Customer Experience From The C-Suite

Customer Experience From The C-Suite

Companies are obsessed with how they appear in Google search results, and for good reason. When somebody searches for something that you’d like to be known for, you want your website to pop up on the coveted first page—it just makes business sense.

Would you like your company to be known for excellent customer service? Many, if not all, companies would like that, but it’s easier searched than done. Let’s try it—copy and paste this into a search bar:

the best customer service story ever told

In case you didn’t actually conduct the search, this is what you get:

Not bad public relations for Morton’s Steakhouse. For those unfamiliar with the story of Peter Shankman sending a tweet jokingly asking for a steak after a flight (and Morton’s actually showing up and delivering a steak!) you can read the incredible story here.

The outcome for Morton’s is unquestionably worth the massive effort to pull off this feat of customer service, but what’s more interesting is the company philosophy, agility, and execution that made it happen.

You see, a customer service representative can’t just do this on his own, or even within his own department—especially in the case of Morton’s. He would have to have read the tweet (Marketing), coordinated a driver (Operations), cook the steak (Kitchen?), and get approval for the expense (Management).

Unless your organization embraces customer experience from the top down, you’ll never see results of this caliber.

But customer experience is a lot more than just PR stunts like the one described above, and there are some extremely compelling reasons for organizations to embrace it at the highest level.

For instance, in a study from Watermark Consulting, their research showed that leaders in customer experience outperformed the broader market, generating a total return that was 35 points higher than the S&P 500 Index. From the same study, laggards in customer experience trailed far behind, posting a total return that was 45 points lower than that of the broader market.

In this post, we’ll look at how the c-suite can have a direct impact on the overall customer experience (CX) of the entire organization and how you might consider implementing a program yourself.

How The C-Suite Can Create a Better Customer Experience

There’s literally nobody in business who says or thinks “I want to provide poor customer experience,” yet it continually happens!

If nobody wants to provide bad CX but it’s still happening, what’s going on? 

A few things:

  1. A company-first ideology that places profits or internal processes above CX
  2. Aggressive goals for upsells, loyalty programs, and other metrics
  3. Departments and employees operating in silos

For the purpose of this post, we’re going to focus on the last issue—companies in which each department fulfills their responsibility without taking in the context of their place in the overall customer journey.

Because each department has different criteria to judge how efficient they are, the experience of the customer can sometimes get lost in the shuffle. The Customer Experience Officer (CXO) is an emerging role that aims to correct this issue.

The job of the CXO is to align each activity with a superior customer experience while also providing internal context between each department involved in the customer’s journey. In this way, the CX has been accounted for in each step, which leads to happier customers, and each employee understands how her work affects not only the customer, but other areas of the company, which creates happier employees.

One of the ways that a CXO can transform organizations to be more customer centric is to start using metrics that measure CX, instead of company goals like revenue.

Here’s a sample of metrics that help track CX:

  • Retention
  • Engagement
  • Advocacy
  • Cost avoidance
  • Customer satisfaction
  • Total customer lifetime value

There’s definitely some crossover into standard performance metrics, and of course, revenue will always be tracked, but not using additional metrics to track CX is a short-sighted approach—organizations with this philosophy will likely see lots of churn.

At HelloSign, we believe using digital workflows can enhance CX while making internal processes more efficient. For instance, our HelloWorks product allows you to trigger workflows based on custom events—so if a customer signs a contract electronically, that immediately triggers a welcome email (external) and cues up the customer success team to introduce themselves as a point of contact for the new customer.

It’s a great experience for the customer, less work for the sales team, and it all happens automatically—that’s a triple win.

For more examples about how digital workflows can increase CX, chat with an expert at HelloSign today!

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