At Disney, we know that a customer’s service experience manifests itself through a multitude of touch points; therefore, you must intentionally manage every aspect of that service experience. Organizations who fail to “over-manage” even the smallest details risk service improvisation, which frustrates their customers.
New research further supports the benefits for organizations that implement programs specifically aimed at improving the customer experience. In an article from CRM Magazine
, Expect the Unexpected from Customer Experience
, Esteban Kolsky writes that organizations that implement a customer experience program can increase customer loyalty by 25 percent. These organizations tend to make and save more money, generate greater value for their customers, and have “the intangibles,” writes Kolsky.
Of course, the benefits of a well-designed and implemented service experience are not realized over night. The meticulous planning and organizing of your people and infrastructure to support your service processes often requires a long-term commitment to continuous improvement.
Kolsky supported this idea with personal experience:
“Without fail, all the people I worked with who deployed a CX initiative found it to be an iterative process. That means that you implement it once, learn from the deployment and feedback from customers, and then do it again. Once you are finished with the second deployment, there is a third...and a fourth...and an nth one just waiting.”
Service is the accumulation of “touches.” It’s not about any one triumph or tragedy, but rather the sum of many interactions over time. For each customer, with each touch point, and in every interaction, your service experience should echo the words of Don Shula who said, “Strive for perfection, settle for excellence.”