According to Forrester’s report ‘The State of Customer Experience‘ only 3% of the organisations measured were ranked as excellent, ‘a sharp decline that started in 2007 and is now at an all-time low‘.
As they highlight, excellent customer experiences ‘fuel growth, are emotionally rewarding, and inspire people to become vocal champions and the organisations behind them‘. 3 out of 4 of these organisations recognised this, but clearly very few were in fact making an impact.
Of the 3% of companies that ranked excellent, here’s what we know:
- They have a clear purpose that is visible and understood by all
- They are able to seamlessly synchronize their products, services and stories to consistently exceed and often anticipate customer goals throughout an end-to-end experience
- They quantify and monitor the different elements of the customer experience
- They compensate and train partners and employees around goals associated with a holistic blueprint
Brands should start with examining existing maps and other communication tools to understand the end-to-end experience, identify if there is a customer experience lead in the organization, and quantify the cost of opportunity and overall business impact of what works and what doesn’t along the customer journey. Sounds basic, but in large and complex organizations sometimes all it takes is asking the right question.
If you’re building a startup, you’re in the driving seat. Happy customers create happy startups. Placing a strong focus on the end-to-end customer experience will pay dividends.
or the flip side, as Jeff Bezos from Amazon points out:
If you make customers unhappy in the physical world, they might each tell six friends. If you make customers unhappy on the internet, they can each tell 6,000 friends.