Is the customer experience at your company uplifting, or is it more like a trip to the Department of Motor Vehicles?
It’s an important question for business leaders, because experiences have become a critical part of what people buy. In fact, experiences are now such a valuable part of the economy that some observers say they should be measured separately from pure services in the CPI (Consumer Price Index). Going skiing and having your taxes prepared are both currently classified as “services”, yet they are clearly different experiences. And the rate of increase in the price of experiences has been higher than services, but is underweighted in inflation rates.
How can companies use customer experience as a competitive advantage? An article in Forbes has some ideas including:
- Utilize digital technology, especially in light of the accelerated shift to online experiences due to the pandemic.
- Listen to customers and use their feedback to modify the experience. Also see PriSim’s post on customer Moments of Truth.
- Capitalize on the human aspect of experience, particularly for companies that do not operate completely virtually. For example, consider Trader Joe’s approach to the grocery shopping experience.
And even the DMV is getting into the game. The California DMV has a 5-year strategic plan that includes the goal “to radically transform the customer experience” to become “top-tier”. And it seems to be working – an independent study gave the department a customer satisfaction score of 4.2 out of 5.
If the DMV can do it, anyone can…