{"id":439296,"date":"2022-08-30T16:23:35","date_gmt":"2022-08-30T23:23:35","guid":{"rendered":"https:\/\/www.questionpro.com\/blog\/?p=439296"},"modified":"2023-02-08T09:09:26","modified_gmt":"2023-02-08T09:09:26","slug":"3-ironic-ways-to-boost-your-customer-experience-tuesday-cx-thoughts","status":"publish","type":"post","link":"https:\/\/www.questionpro.com\/blog\/3-ironic-ways-to-boost-your-customer-experience-tuesday-cx-thoughts\/","title":{"rendered":"3 Ironic Ways to Boost Your Customer Experience \u2014 Tuesday CX Thoughts"},"content":{"rendered":"

Last weekend I had a really bad experience at a restaurant. The kind that had me looking for any place to provide my thoughts on their <\/span>customer experience software platform<\/span><\/a> before taking the next step of leaving a <\/span>social media review<\/span><\/a>, which I hate to do because of all the bad reviews that are submitted for smaller issues.  <\/span><\/p>\n

In this case, food came out for everyone except one person in our party. When we finally got someone’s attention to point this out, they just asked the question \u201care you sure?\u201d.  Well, yes, I was. Four of us had plates in front of us, while the fifth person did not.  <\/span><\/p>\n

After some subtle convincing, we were told it would be out in just a few minutes.  The individual missing their food asked us to start dining so our food did not get cold.  <\/span><\/p>\n

Reaching out our maximum dining time<\/h2>\n

Fast forward another thirty minutes, our plates were cleared and despite several inquiries, we were not getting any luck in acquiring the meal for the last person in the party.  Instead, at one point, the server brought out the still frozen version of the dinner along with a sarcastic quip of \u201cis this how you want it?\u201d  After a little while more, we just asked for the check, and to our surprise, the meal we never received was listed on there.  <\/span><\/p>\n

We said we never received it; therefore we shouldn\u2019t be charged, which prompted a visit from the manager saying we could either wait for the meal (as long as we left our table within the next 20 minutes so they could seat another party as we were reaching our \u201cmaximum dining time\u201d) or leave without it, but we\u2019d still have to pay for it as their company policy penalized them for voiding meals off of a ticket.  <\/span><\/p>\n

Clearly, they were more concerned with company operational processes and metrics than the <\/span>customer experience<\/span><\/a>.  <\/span><\/p>\n

Eventually, it was settled without the charge for the meal we didn\u2019t receive, but we had a member of our party that was still moderately hungry for lunch. <\/span><\/p>\n

Three extraordinary ways<\/em> to improve your customer experience<\/h2>\n

The experience following this one got me thinking about the ways some companies approach customer service. <\/span>So here are three ironic ways to enhance your customer experience: <\/span><\/p>\n

1. Offer mediocre experiences<\/h3>\n

Following the debacle at this restaurant, we went to another fast food restaurant to get something quick for the person that missed out on their lunch. It was a traditional fast food restaurant <\/span>customer journey<\/span><\/a>. Yet relative to what we had experienced before then, I provided great feedback on their <\/span>CX Enterprise Software<\/span><\/a> measurement.  <\/span><\/p>\n

Not really because of anything special, but rather that we simply accomplished our goal – had the minimum standards met with a mediocre experience.  We all know some industries that operate like that, most of us probably immediately thought about ISPs or mobile carriers.  <\/span><\/p>\n

They don\u2019t try to be great, instead they just try to be a little bit better than everyone else. It won\u2019t make them the shining star way above the highest mountain, but they will still be pebbles on top of a fire-ant hill. <\/span><\/p>\n

If every company could get their customers to go through an awful experience before visiting their brand, the scores on those second visits would likely be great.<\/span><\/p>\n

In many ways, it would make the better brand the benefactor when viewed in the <\/span>wallet allocation rule<\/span><\/a> approach. Still, it relies on the idea that your competition is inherently bad and that there will be no disruptors in the industry.  <\/span><\/p>\n

2. Under, then over-deliver<\/h3>\n

If I ever went back to that restaurant, I\u2019d almost certainly expect the same level of service unless there was an overhaul of the staff and management.  Even if that server left, the standards for the next hire might be the same and the <\/span>customer experience strategy<\/span><\/a> hasn\u2019t changed.  <\/span><\/p>\n

You might be surprised, though. Perhaps you get the best server on staff and suddenly see the service can be exceptional, so my individual experience (and KPI) increases.  <\/span><\/p>\n

However, if you can\u2019t maintain that level of service, the score will go right back to where it was. By alternating good and bad reporting periods, the location could always be getting the quarterly \u201cmost improved\u201d CSAT benchmark score in their <\/span>customer experience touchpoint measurements<\/span><\/a> – though for all the wrong reasons.  <\/span><\/p>\n

It would also take considerable coordination and effort to make all the teams work together to accomplish this fluctuation – it almost seems like it would be easier to try to maintain consistently high standards for the customer.  <\/span><\/p>\n

3. Respond only to complaints<\/h3>\n

This happens with some of the <\/span>Voice-of-the-Customer<\/span><\/a> programs proposed today. The entire principle is simply to complete the <\/span>customer feedback loop<\/span><\/a> with detractors because \u201cresponding to detractors in a satisfactory manner will increase customer loyalty by xx%.\u201d  <\/span><\/p>\n

If that were the case, we wouldn\u2019t need to worry about building a <\/span>customer journey map<\/span><\/a> from a <\/span>customer journey template<\/span><\/a>, understanding <\/span>sentiment analysis<\/span><\/a> or even a <\/span>financial linkage analysis<\/span><\/a>. <\/span><\/p>\n

If this was the \u201coperational experience management\u201d approach, then you could just provide substandard customer service and let your contact center make them happy again.  <\/span><\/p>\n

On the other hand, recognize employees when the customer provides positive feedback and offer to close the loop in a good way with a review.<\/span><\/p>\n

On second thought…<\/h2>\n

I hope you understand that the word \u201cironic\u201d in the title was succinct. None of these are promising approaches.  <\/span><\/p>\n

However, there are some brands that – knowingly or unknowingly – operate with the expectation that these approaches could help. There are even some CX software providers that, instead of advocating for superior customer experience performance – simply measure and respond.  <\/span><\/p>\n

We introduced <\/span>QuestionPro NPS+<\/span><\/a> so you could not only understand the root cause for any problem before reaching out to the customer, but that you could also use those root cause analytics to close the <\/span>Outer Loop<\/span><\/a> and strategically maintain an ongoing track record of improvement.  <\/span><\/p>\n

The customer experience has to be about consistently maintaining performance against expectations and remaining as an example in your industry. Otherwise, you will just be a pebble on an anthill until a disruptor comes along. <\/span><\/p>\n

Looking to deliver an exceptional customer experience with QuestionPro CX<\/a>?<\/strong> Discover more about how to delight your customer at every touchpoint and turn them into brand advocates.<\/p>\n

Sign-up for your free trial now<\/strong><\/a><\/span><\/p>\n

 <\/p>\n

\"\"<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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