“Customer centricity” has become a buzzword in certain corporate circles-and lots of businesses like to claim that they subscribe to a customer centric culture. But customer centricity is more than just a marketing tactic. To become a truly customer centric company, the entire company culture must align with putting the customer first-whether customer-facing or non-customer-facing. The customer must be at the center of all decisions made, all day long.
So what does customer centricity, when done right, really look like? Draw inspiration from these three real-world examples from leading organizations that put the customer front and center.
1. Taking a Stand for Both Employees and Customers
In the last few years, there have been a number of retailers making a pretty bold move on the most important retail shopping day of the year: keeping their doors shut on Thanksgiving Day and even Black Friday. At first glance, this move seems to benefit these organizations’ employees most, but when it comes to customer centricity, the way you treat your customers and the way you treat your employees are closely connected. Treating front-line employees well is definitely a customer centric move, because creating a culture of high employee engagement will lead to greater customer satisfaction.
Closing doors on a holiday may not work for every retail business, but for the right organization, one that focuses on delivering quality experiences and sending a message of corporate responsibility, it’s an incredibly smart move. These companies know that customers would expect them to treat employees with dignity and respect, even if it costs the company some revenue. By aligning with their customers’ values, closing on these busy shopping days is a win-win and generates positive social reactions.
Learn how to create the best possible customer experience.
2. Creating Memories for Customers
For many organizations, selling a product isn’t necessarily the core mission or vision for the company; it’s the experience that the company brings to its customers. They are in the business of creating memories, and they do this through a complete dedication to providing a customer centric experience.
What does this look like in a real organization? At all times, every single employee is tasked with making visitors or customers feel welcome and comfortable, whether these tasks are in their job description or not. In fact, all employees should be proactive, not reactive, about customer service. For example, employees are encouraged to approach customers who look confused in order to offer assistance, instead of waiting for them to ask for help. Companies that consistently deliver wow-worthy experiences recognize that executing on the “little” details and creating memorable micro-moments contribute to the overall customer experience. You may never know the impact that keeping every single company surface sparkling clean can have on a customer or visitor—but they will.
To enhance the experience you deliver to customers, you must consider everything your organization does from the customer’s perspective. From tiny decisions (changing from staples to paper clips on billing statements) to large ones (changing your billing structure entirely), you can bet that consumers have an opinion—and you should know their opinion.
3. Using the Customer to Fuel Product Decisions
If you take a look at companies that are updating their products, particularly in the software space, you’ll see a shift away from “features for the sake of features” to something far more inspirational: the customer. Companies can gather more feedback more easily than ever before—and smart ones put it to good use. These organizations pull out actionable themes and questions in customer feedback, such as:
- Is a product easy to use and intuitive?
- Does bad design stand in the way of otherwise stellar performance?
- Is the product top-notch quality?
Instead of chasing the competition, these organizations are chasing their customers’ wish lists—which results in better results for everyone. To accomplish this, the smartest of organizations take the customer centric mission organization-wide. They don’t just ask product development managers to think about product features—they ask finance teams how they too can incorporate user feedback, they ask sales reps for more front-line input, and they focus executives’ initiatives on the same theme. This united approach builds a truly customer centric product and proactive organizational culture.
As Executive Vice President Global Performance, Paul has extensive experience in consultation, design, and delivery of programs over his 20 year career with Eagle’s Flight. Through his genuine personable approach, Paul is not only a trusted advisor but also a valued partner to his clients; he works seamlessly to ensure that Eagle’s Flight solutions are aligned to their needs and desired outcomes. As a result, Paul is the account executive for Eagle’s Flight largest account. Many of his clients are multi-year accounts from multinational, Fortune 500 companies.
Re-blogged from Eagle’s Flight.