Quick Tips: How Can We Create a Memorable and Exceptional Customer Experience

1. Be a customer for your business, and investigate how customers feel and their impressions when they deal with your brand.

If you offer a product or service, visit one of your retail locations. or visit your website and try to get an answer to a critical topic. If you have an issue, contact your contact center to discover what steps you may take to resolve it. We have guided customers through this practice many times with their own businesses. Something about how companies conduct business usually surprises us.

Whether it is product descriptions that leave out important information or contact center employees who each give a different answer to the same important question, if we perform this exercise regularly, you will always have a deep-rooted sense of why Customer Experience is important, as well as a personal queue of specific customer experience problems that you must solve.

2. Listen to your customers and talk to them.

Make it part of your daily routine. When you are in that retail location, tell a fellow customer?that you are an employee as well as?a customer and that you would like to know if they found what they needed throughout their visit and how easy or difficult it was. Asking may feel odd at first, and some customers will say no. However, many will welcome the opportunity to provide feedback. When we inform people that we conduct customer experience research, they often spontaneously relate to a particularly excellent or, often, a particularly negative one.

If your organization does not have a physical presence, check out social media sites like LinkedIn, Twitter, and customers'?blogs to see what people?are saying about the business. Hearing your customers' genuine voices will allow you to connect with their true thoughts and impressions.

3. The road to CX Business Transformation is long and multifaceted.

Moving through the several phases of CX maturity requires concerted effort and time. Companies evolve slowly, and the process of increasing sophistication in the CX domain is no exception. However, the procedure does not occur spontaneously. To guide an organization down the continuum, someone or a group must take the lead by urging, cajoling, probing, prodding, and pushing. This is the real world, where there is no one ideal way, always an opportunity for development, and no silver bullet solutions.

Almost every company has a different approach to Customer Experience. Sometimes, we find an oasis of CX practices in one part of a company that has difficulty spelling "CX."At the opposite end of the spectrum are companies with famous CX standards that nevertheless have inconsistencies throughout their business, are trying to break silos, or have not been sufficiently rigorous in their measurement and analysis.

4. Talk To Your Frontline Employees.

Customer-facing employees, like people working in sales or service, talk to your customers every day. They hear customers' inquiries, difficulties, and frustrations. As well as what eventually meets their requirements. They identify issues, observe patterns, and generate solutions. They have ideas that they would love to offer if someone asked. So, ask and befriend a few people in sales or your contact?center—or better yet, both.

Check in with each of them every few weeks to see what they are hearing from customers, what they think is going on, and what they would do about it. For the investment of a few hours of time and an odd cup of coffee or lunch, you will purchase extensive insight into your company's Customer Experience and a portfolio of suggestions for how to enhance it.

5. Self Service is another approach companies utilize to save money.

However, going too far can negatively impact the overall experience. Being stuck in a self-service loop can be quite frustrating if the user experience is not designed properly. Make your self-service options easy, relevant, and trustworthy, but also offer an alternative for customers to receive personal?assistance if they need it.

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