Do you know why your customers come into your store instead of shopping online? And do you design your stores to meet those needs and expectations, leveraging the right balance of immersive spaces and technology-enabled engagement solutions? Many retailers don’t, and that is why it is not surprising that many high street names are struggling.
Customers’ intolerance for suboptimal experiences is increasingly impacting companies’ profitability, because far too often their expectations for immediate, convenient and personalised service are not met. Why are organisations still pursuing tech-first transformation without due consideration for those deeper customer needs and expectations?
Do you have a clear Customer Strategy to shape the focus of your CX programme and supercharge its delivery and impact? The reality is that not only many organisations overlook this aspect of the CX programme, but many do not have the right skills and tools to design a successful and brand-aligned Customer Strategy.
A healthy CX is essential to build the organisational fitness required to compete successfully in a challenging environment. Most organisations set out some CX objectives and targets at the beginning of each financial year, but how many of these organisations keep the right focus and resources behind them?
Who should be accountable for the customer experience and where should this sit within the organisational structure? This is still a question many organisations are debating. While there is no one-size-fits-all answer, this will have a radical impact on how the organisation approaches CX management.