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Customer Experience Management – Practice What You Preach

Dear Employer –

Customer Experience Management has been a hot topic around our company lately.  You have been giving us many motivational talks about it, but there is something that would really help us out – leading by example.

You serve as a role model to us. If you disregard the customers, focus only on the business and not the customer driving it, or don’t walk the talk, how would we know to do otherwise?  We really need you to practice what you preach. You are our business role model and set the expectation by how you relate to our customers.

To excel at managing the customer experience, we need the leadership to set the example and it will trickle down throughout the entire company.  When you set the tone for improving customer service and to delight our customers, we will then follow suit.

We’ll treat our customers the same way that you treat them, and even us.

We want to make sure that the ideals that you are holding us to are not just merely mission and vision statements that hang on the wall in our lobby.  We want to embrace the customer centric culture we promise and to live it each and every day.

Thanks for listening,

Your staff

3 Responses to “Customer Experience Management – Practice What You Preach”

By Frank M. - 20 February 2010 Reply

Having owned a business, not important here, where customer service was extremely important, I found the way in which we served each customer during the available time, including appropriate followup contacts, made the difference for repeat and recommended business opportunities. With staff members who worked together continuously and who mostly interacted with the same customers during the particular service occasion, we had a distinct advantage in that we knew each other’s usual routines and would fit into the those interactions with the customer – something I and others refer to sometimes as staging. Whether done regularly or with planning, the resulting customer experience is clearly enhanced. Pine and Gilmore in their book, The Experience Economy, describe it as theatre, being on stage, as we create experiences.

By Frank M. - 19 February 2010 Reply

I suspect a consideration here is that some in management may not be as capable in rendering needed customer service as those who actually come into contact with customers regularly. When management focuses on numbers and scheduling, they miss opportunities to understand good customer service and especially that which can be authentically staged to create really great customer experiences.

Kristina, you are in a wonderful position to help both management and staff members learn about customer perceptions when it comes to growing and keeping one’s customer base.

By Kristina Evey - 19 February 2010 Reply

You are so very right. When management is focusing only on numbers, profits, staffing, and widgets, they fail to understand how the customer fits into all of that. The customer experience is the major driving force behind all successful brands. When management interacts with the customers and partners with them and gets to know how they use the product they sell, it’s a win-win situation for everyone. The customer is the winner because they can interact with the product supplier and tell them exactly what they want and are treated as a valuable component to the business. The company wins because the staff witnesses the example of good customer service being delivered and follows suit.

Frank, thanks for the feedback and I look forward to more of your comments.

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