Many organizations have called to tell us that their Customer Experience initiatives are not performing like they did. The results that were once skyrocketing have plateaued. They are surprised by this turn of events, but we are not.
As global Customer Experience consultants, we know that Customer Experience is less of a destination than a journey. Where you are going with Customer Experience (i.e., what customers want) could change and the work you do on the route (i.e., the way you deliver a Customer Experience) will also need to change. In other words, what got you where you needed to go yesterday is not going to get you where you need to go today. You have to embrace new thinking and approach Customer Experience differently.
Each of us has a time when we decide and a time when we act. Once we act, we pass the point of no return on our decision. In other words, once we take action on a decision, we are less likely to change our decision—even when we run into challenges. It’s all a matter of mindset.
The Rubicon model is a psychological principle that distinguishes our decision-making method or deliberative mindset from our execution course or implementation mindset. Also referred to as the Rubicon model of action phases, it addresses how we decide to do something and what input goes into our decision, and then contrasts that with how we act on the decision and how we feel about the effort it takes to act.
We all have habits. Some of them aren’t very good habits, either. But we have them, nonetheless. Many of them form without our awareness. We have habits as customers, too, and habits are powerful things, especially for Customer Experiences.
We discussed this problem on our recent podcast, and defined habits as any time your mind prepares you to respond in a certain way based on environmental cues or stimulant.
When I need work done at the house, I always get three quotes. I never go with the highest or the lowest, but instead, I choose the one in the middle. This shortcut, called Extremeness Aversion, helps me make an important decision—and it helps your customers make buying decisions, too.
We discussed Extremeness Aversionon our podcast earlier this month. Extremeness Aversion describes how we shun the radicals of choice and choose a compromise in the middle.
Pricing is fundamental to your business. It also has an enormous influence on Customer Experience outcomes. You should understand Mental Accounting as it pertains to customer behavior before you set the price and before you ruin how your customers feel about your experience. This was a great topic of discussion in our recent podcast.
Businesses are in a rut. Speed, efficiency and convenience are all rational factors companies focus on when they think about customer experience. But good experience isn’t that simple. It involves more than you think.
For years, research has indicated that the future of success for business is in customer experience. But recent PwC research shows that businesses have a customer experience disconnect. People are increasingly loyal to the retailers, products, brands and devices that consistently provide exceptional value with minimum friction or stress.