I recently discussed how organizations that want to improve their customer experience will need to evolve from superficial changes (fluff) to operational transformation (tough). As part of making this shift from fluff to tough, companies will need to shed some of popular myths and fallacies about CX. These myths may hold true in early stage of maturity, but they fall flat as organizations expand their CX efforts. To help in the process, I’ve assembled the top 10 CX Fallacies.
CX Fallacy #9: Develop A 360-Degree View of the Customer
The idea of tracking how all of your customers interact with your company across every interaction (so called “360-degree view”) sounds great. But this level of customer tracking is not typically practical (or achievable), nor would it be the best use of resources even if it were possible.
The flaw of this thinking is the belief that every customer and interaction is equally important. Why else would we expend our energy to fully track all of them?! This mindset causes companies to overly focus on data collection and analytics projects at the expense of other higher-priority activities such as taking action on insights.
Here are some recommendations for shedding this fallacy:
- Prioritize areas of change. If your organization has some areas where it is geared to make improvements (such as new products or a customer journey that is know to be broken), then put the resources into more fully understanding these areas. Think about identifying a new group of these areas every quarter or twice per year.
- Separate detecting from diagnosing. Rather than trying to setup tracking systems that can answer every possible question about customers, think about separating detecting (to identify areas of opportunities or concerns) from diagnosing (to dig deeper into areas where you plan to make improvements). Build up the capacity to adjust your customer insight efforts to focus on areas where you plan to take action. Consider dedicating some portion of your survey real-estate to theses issues and adjust questions to fuel ongoing diagnostic efforts.
- Measure customer journeys, not interactions. Piecing together feedback on every interaction does not provide a full understanding of customers. Instead, develop a measurement system that holistically tracks important customer journeys.
- Focus on key customers and key moments. Rather than trying to understand every interaction, focus your energy on more fully understanding the most important customers and the interactions that are most likely to shape their feelings about your organization.
- Tap into employee insights. Employees that regularly interact with customers (sales, customer service, field service, tech support, etc.) have a good view of some customers. So why not learn from them, especially in detecting opportunities and problems. Create a mechanism that encourages those people to share what they’re seeing. The key: Make it easy for employees to provide the feedback and let them see how you’re using the insights.
The bottom line: Focus on customer-insightful decisions, not 360-degree views.