Improve “Compelling Brand Values” In 2011

As I mentioned in the post Build Customer Experience Competencies In 2011, I’m highlighting each of the four customer experience competencies as part of my effort to help companies put together their 2011 plans. Today’s post looks at…

Compelling Brand Values: Are your brand attributes driving decisions about how you treat customers?

As firms optimize left-brain management techniques for squeezing out additional profits, they’ve lost something very important — their raison d’être; many have even lost their soul. True brands are more than just marketing slogans; they are:

The fabric that aligns all employees with customers in the pursuit of a common cause.

The importance of a clear brand is captured in this (somewhat altered) quote by Howard Shultz:

Your brand is a set of promises that you make to customers that are kept (or unkept) by your employees. So this core competence is about understanding those promises and making sure that you live up to them during every interaction. As you can see from the results below of 140 companies who took Temkin Group’s Customer Experience Competency Assessment, most companies aren’t setup to keep those promises.

Companies need to make their brands more concrete and get the organization to interpret it into specific requirements. JetBlue, for instance, translated its “Jetitude” brand into five specific behaviors for its front line employees:

  • Be in Blue always
  • Be personal
  • Be the answer
  • Be engaging
  • Be thankful to every customer

Here are some other posts that you may want to check out:

The bottom line: Your brand is too important to leave to chance.

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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