Brands that have the greatest customer experience are doing more than feeding their bottom line—they’re winning customer loyalty.
Understandably, loyalty seems to be increasingly difficult to secure: it’s not if they’ll switch, it’s when.
That’s why getting the customer experience right is more than just a strategy.
It takes creativity, employee engagement and authenticity to keep customers coming back and rope in some new ones along the way.
Based on science-backed research from our experts here at MindGym, learn the three-part model to winning the devotion and commitment of your customers - no matter your industry.
Sometimes cost is given as the reason for organisations not investing in customer service improvements.
But, research shows that prioritising customer service can result in more customer retention and revenue than focusing predominately on sales and marketing, with some companies seeing a 75% increase in profits.
This is likely due to the power of reputation; 93% of Americans say a company’s reputation is an important factor in whether they’ll do business with them, so focusing on customer service is about more than only pleasing existing customers.
What we’ve found makes the most difference is focusing on the customer experience vs just service: i.e. the relationships we build with customers over time, and the ways we can deliver on their needs at an emotional, rational or practical level.
That requires companies to build three key qualities.
Customers that are fully ‘emotionally connected’ are 52% more valuable than those who are ‘highly satisfied’ across a wide range of customer value metrics, such as number of purchases and frequency of use.
As well, moving customers from 'highly satisfied' to 'fully connected' can have 3x the return of moving them from ‘unconnected’ to ‘highly satisfied’.
But how do you create the connection?
Employers first need to start in-house, helping all employees to feel valued, invested and pride in the brand they represent.
When people love the companies they work for, that warm glow will quickly be relayed to customers and will feel authentic.
Secondly, frontline employees need to connect on an interpersonal level with customers, through the generosity of attention, empathetic listening, personalised care and the willingness to build a flourishing relationship.
In recognition of the fact that different skills are required to create experiences for customers (versus just keeping them satisfied, or serving them) these three elements are what researchers have identified as being necessary:
And, to ensure customer experiences can be delivered sustainably and consistently, a customer climate needs to be created.
This requires the:
Authenticity is king during the employee-customer interaction and helps to build those valuable emotional connections.
Authenticity matters so much that customers actually judge inauthentic employee behaviour less favourably than employees who are clearly ‘off-brand’.
People are drawn to companies with employees who are fans of the brand, and proud of who they work for – this can’t be manufactured.
What’s also key is the human connection between your employees and your customers. In fact, being careless when interacting with customers causes more harm than good.
Brands should relate to customers in a way that they feel listened to, respected, and understood. This includes being emotionally astute: conveying warmth and respect and being sensitive to their emotions. Also, actively listening and demonstrating full attention.
Each part of the three-step model of customer centricity should be tied together by compelling consistency across all touchpoints – meaning that your brand looks and feels the same, no matter where people find it.