As Jason Bradshaw describes in his book, It’s all about CEX! The Essential Guide to Customer and Employee Experience, in 1994 customer service was the differentiator. In the early 2000s it was engagement. Today is all about customer experience management.
Sounds good.
Here’s the problem.
Customer experience is one of those terms that sounds good, everyone knows it’s important, but no one really knows how to define it.
It’s too vague.
In his book, Jason gives us an excellent framework for measuring customer experience that I understand. And that I can use to design a strategy that I could execute.
Maybe CX is not so vague after all.
A framework for measuring customer experience
Here’s what I learned from Jason about customer experience. You can measure it with three things:
Success: You have to deliver on your promise. If your customer ordered something, the delivery needs to happen on time. If a customer requests to turn on the new module in your software, the new model has to be turned on. You have to deliver. Simple. Of course no company is perfect. Even Amazon deliveries get delayed on occasion. But most of us trust that when we order something on Amazon, it turns up.
Effort/Ease: Working with you has to be easy. Navigating your website, signing up, attending QBRs, paying your invoice, etc. Whatever it is, it needs to be as easy for the customer as possible. Think of your QBRs? What much work to you give your customers to get ready for your QBRs? Do you make your customer pull data and create slides? Some people do.
Ugh.
Human connection: Make a personal connection with people. Small companies might not be able to compete with the big companies on scale and technology and automation and recommendation engines, but, as Jason describes, small companies can differentiate themselves on human connection.
From my experience as a customer, this works. I’ve shifted much of my purchasing to small, local businesses and re-engaged with running stores and ski shops and the neighborhood cafe.
Jason said to me the local ski shop might not be able to compete with the massive sports retailer on price or automation, but they can call you in the fall and say, “Bill, I remember last year you saying you were developing a sore spot on your right foot…let’s get your boots adjusted before the snow falls.”
I have received that call from the running store, “You must be running out of trail butter, Bill. I can send you some if you like.”
Human connection built in to your business model
If I may make a connection to another business concept: The Business Model Canvas. Do you work for a software company that has a high touch relationship with customers or is it low touch? It might be both. It also might be intentional.
On the business model canvas, there is a box called “customer relationship.” This section of the canvas is about what type of relationship do you want to have with your customers? You could decide, quite deliberately, to have a “high touch” relationship with customers. This is fine. It is more costly to deliver than a low touch, “Go to our help center” if you want help approach.
But you can do it. Zappos chose that model.
You can design that high touch customer relationship into your business model and, in Jason’s words, differentiate yourself on the human connection.
More about Jason
Jason wants to give you two free chapters of his book. It’s a great book. And I learned a lot reading it and discussing it with him. Go to his website here and get your two free chapters: jasonsbradshaw.com/thankyou
Do you know who else likes Jason’s book? Jeanne Bliss (Ep 76). She’s been on Helping Sells Radio. She also gave Jason an excellent endorsement about his book:
It’s simple: customer experience matters now, more than ever, and in this book, Jason will help you accelerate improvements.
186 Jason Bradshaw How to Execute and Measure the Customer Experience