There is a difference between strategy and tactics when you’re trying to solve a business problem. Most people jump straight to tactics and implementation, because it is the concrete stuff, the stuff that we can start doing now. Too few business people step back and think about the larger strategy. However, strategy is essential to ensure that all your tactics are not a waste of time.
Customer Experience Strategy was the subject of a recent podcast. We determined that when it comes to strategy, organizations could benefit from the answers to the following questions:
Do you know what drives me mad? When organizations talk about loyalty, what they mean is, “the customer gives me all of their business.”
Customers giving you all their business isn’t customer loyalty on its own. They could give it to you out of habit, or because you are a monopoly. It could also be a product of their apathy.
Customer loyalty is more than automatic or indifferent behavior. Understanding Customer Loyalty and the secrets to creating it is vital to your Customer Experience.
We discussed the two secrets to Customer Loyalty in a recent podcast. We revealed the secret of creating loyalty and gave examples of how it benefits your relationship with customers—and all that business you want of theirs.
Imagine you are selling a used car. Now, imagine your surprise that the person who wants to buy it is your brother. How would that be different from selling your vehicle to a stranger? Would you haggle as hard?
(Now, to be fair, if it was my brother Neil, my answer is yes.)
People act differently in various types of relationships and transactions. This distinction between these two types of situations is something that psychologists have studied, and the subject of our recent podcast. The way people interact with each other in transactions can apply to how people interact with firms.
We discussed measuring Customer Experience correctly in a recent podcast. With 11 books on marketing and Customer Experience, our guest Don Peppers, bestselling author, blogger, business strategist, and acclaimed keynote speaker, joins us to share his wisdom on the subject.
Peppers says that you have to think about the quality of the Customer Experience and why you measure it. Is it to see how well you have done? Is it to establish a business case for the program? Is it to reward people who interact with customers? The answer to why will have much to do with how you measure your results.
I might have misled you in recent weeks. I have been talking about frictionless experiences and how vital it is to have a smooth Customer Experience. However, some of my reading lately has exposed some nuances about the friction in an experience that we haven’t addressed.
Many organizations are talking about how to make their Customer Experience easy, which is the right thing to do. You want your experience to be friction-less or easy.
However, I read a great article on the subject by Jess Weaver regarding the value of inconsistent design, and one of the things I read that I think is true was some friction in an experience can be worthwhile. For example, consider the furniture you put together yourself at Ikea. If you got two identical boxes, but one of the boxes you built yourself, you value that box more because of the labor you put into it.
When I created Beyond Philosophy, I chose the name for a reason. I believe it is crucial to do more than discuss your theories about Customer Experience strategy. Sure, you need to think about it, understand the philosophy behind it as well as the science, but after that, you should go beyond the philosophy and do something.
In other words, theories are fascinating but falderal unless you implement them in your Customer Experience.
The theories we talk about in behavioral economics that people are so excited about now are 50 to 60 years old at this point. However, these ideas have not infiltrated business, politics, or life to the extent that they should because implementing them in real-life is difficult.