People do not say what they mean or, it seems, what they are thinking. Why? If we aren’t saying what we mean, then what are the implications for our Customer Experience? Honest communication can not only improve communication, but it can also enhance workplace quality and Customer Experience.
Scarcity as a marketing tactic is one that works well with customers. However, it is one that many marketers don’t use to their advantage often enough. If you are one of them (and you don’t act now), avoiding scarcity tactics can hurt your bottom line.
For our recent podcast we invited a special guest to join us. Professor of Marketing at Vanderbilt University, Kelly Goldsmith, Ph.D., is a behavioral scientist who studies how we respond to uncertainty and scarcity as consumers. Goldsmith shared her definition of scarcity with our listeners:
Customers that recommend you to other people are the gold-standard of successful Customer Experience. How likely they are to tell their friends and family about you is measured by the Net Promoter Score (NPS), a common metric used by organizations to evaluate their performance in Customer Experience. These customers are your most loyal and the most sought-after of the lot, the “Raving Fans” of your organization.
However, what do you with a customer that is indifferent? How do you convince a customer to engage and eventually become one of these fanatical customers you work so hard to develop?
Non-conscious influence has a significant effect on your customer’s behavior. Non-conscious influences are stimuli of which a customer is not aware. What’s more, these non-conscious influences exist in your Customer Experience even if you haven’t been deliberate about your design of them.
A theory is great. It gets you thinking, designing and planning. However, unless you take all the theory and the work you built around it and implement it, it is entirely useless. Today, I present six critical questions you need to ask when implementing Customer Experience theory in your Customer Experience reality.
The concept of implementing the plans you make from theory is significant to me. It began back in my executive position at British Telecom. In that role, I had many bright consultants come in to share fabulous theories. I found theories tiresome after a while, and I began saying, “That’s all very interesting. Now, how do I implement that in my day-to-day operations?” The clever consultants did not have a satisfactory response!