For years, organizations have talked about customer-centricity and the importance of customer care. Yet, their actions to improve service have not matched their rhetoric. Their inability to create more relevant, differentiated and valuable customer experiences is costing them.
2016 Accenture Strategy customer research found that:
walked away from companies because of poor service.
felt the company they abandoned could have done something to keep their business.
would have reconsidered their decision to leave if they had been proactively offered advice or suggestions on how to get more value from their purchase.
It’s time to move from lip service to customer service, from theory to action. The best place to start is by disrupting the traditional customer service model. Organizations that reinvent their talent strategies, performance management practices and culture will engage with customers in more relevant, more differentiated—and ultimately more valuable—ways than ever before.
Relevance of every interaction
Service professionals shouldn’t focus solely on resolving immediate issues. They should use every interaction to educate customers and build long-term loyalty.
Behaviors and metrics matter
Performance management must be aligned to overarching objectives and employee experiences, not individual metrics. Gamification strategies can accelerate the transition.
Talent and culture traits fuel success
Service organization leaders should develop a culture that encourages personal expression and experimentation. Judgment, empathy and critical thinking are vital to exceeding customer expectations and building enduring relationships.