Customer Experience: The Invisible War

As I mentioned in my post with words of wisdom from Babe Ruth, many firms have been asking me about building customer-centric DNA.  This same focus also comes out loud and clear in my research with senior customer experience execs. I think it’s summed up nicely in this quote by a Chief Customer Officer that I shared in the post Lessons Learned From Chief Customer Officers:

What’s more important, but less tactical and takes longer, is the realization that customer experience is culture. It’s the mindset of our associates and their empowerment. Not stuff, but attitudinal. We’ve recognized that this is a journey.

The fact that customer experience is a journey that needs to focus on culture has a very important implication: you can’t easily benchmark your competitors.  While all customer experience initiatives will have some highly visible, short-term results, the most dramatic improvements will come over time – as firms change attitudes and behaviors of employees across the organization.

Firms that spend too much time just trying keeping up with the visible changes made by their competitors may miss these more fundamental, yet less-visible shifts. As a result, they risk getting defeated in the long-term, invisible customer experience wars.

The bottom line: You may already be losing the customer experience wars — and not even realize it yet.

Written by 

I'm an experience (XM) management catalyst; helping organizations improve results by engaging the hearts and minds of their employees, customers, and partners. I enjoy researching and speaking about leading-edge XM topics. I lead the Qualtrics XM Institute, which is the world's best job. We're igniting a global community of XM Professionals who are inspired and empowered to radically improve the human experience. To achieve this goal, my team focuses on thought leadership, training, and community building. My work is driven by a set of fundamental beliefs: 1) Everything starts and ends with human beings, so you need to understand how people think, feel, and behave; 2) XM is a discipline that needs to be woven throughout an organization's entire operating fabric; and 3) Building the XM discipline requires a combination of culture, competency, and technology.

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