One afternoon in the spring of 2010, a colleague and I ducked into
a fruit smoothie place in Manhattan. We had just finished a meeting
and were halfway back to our hotel, put off by record breaking 95
degree heat and humidity on an afternoon in April. I settled in,
opened my email and found a note from Aimee Lucas.
I recently had the outstanding opportunity to lead a Webinar for
MarketingProfs (transparency alert: I blog for the MarketingProfs
Daily Fix regularly) members on how to strengthen customer
experience using four key social media platforms. For an
hour-and-a-half we discussed where customers are in their
experience online, what customers expect from brands on social
platforms and 10 tips you can use to strengthen your customer’s
experience using four social media platforms (blogs, Twitter,
Facebook and YouTube).
This is by no means meant as a panacea. If only it were so easy to
transform a customer experience by implementing just five simple
tips --voila! Our work here would be done. That certainly isn't the
case. As you know, every customer experience is a chronological
process customers pass through, and there's always room for
I have seen quite a bit of conversation and research of late regarding the need for, or fast growing presence of C-level leaders accountable for customer experience strategy and objectives. I’m guessing many of you have as well.
Let's say your CEO just tapped you on the shoulder and asked you to
take on a new responsibility: "We need you to drive customer
experience strategy and actions for our organization. Define the
strategy. Strengthen our customer experience. Differentiate us in
the marketplace. Will you do that?"
It’s Friday afternoon as I type this, and I’m shaking my head
that I have been away from my blog for a while. I've had some
great adventure of late. Right now I’m thinking about the 3 days
I was in Washington, D.C. with 175 other women health care
executives at one of my favorite events of the year: The Women
Business Leaders Summit. We collaborated on business challenges. We
laughed. We learned. I flew back to the Twin Cities inspired,
filled with great ideas and more than a few new business
Over coffee a few days ago, I got to listen as a client leader
reflected on his organization's journey using customer experience
to drive performance. It was a fun conversation, because over the
last two years a groundswell of positive change has occurred.
Satisfaction is up. Dollars have been freed because activity that
customers didn't value was purged. And the organization has been
able to sustain what was already heady growth.
Photo: Matt Cavanagh
Doctors. Teenagers. IT managers. There are infinite kinds of
customers. Some have job titles; some have Facebook walls. Their
needs are as infinitely variable as are their demographic or
behavioral profiles. Because they - and their needs - are unique,
their customer experiences are infinitely variable too.
Photo: Michael Johnson
It may seem to go against everything you learned in business
school, but making your customers happy isn’t the same as
delivering a good customer experience.
Photo: mac steve
Customer studies and statistics. The web is full of them. You’ve
seen them, right? You’ve probably seen this stat from Nielsen:
“90 percent of online consumers worldwide trust recommendations
from people they know and 70 percent trust consumer opinions posted