Tasked with reducing costs, he strove to minimize training and staffing, but he did so without understanding how these decisions impacted his other primary goal of providing an in-store experience that improved customer engagement and lifted sales. Left to his own devices, he tended to minimize costs — the easiest store metric to control — but one that left him wondering about the impact on customer satisfaction and sales.
The key to building a great customer experience (CX) lies not in the relatively easy decisions, such as training check-out and floor associates to deliver exceptional service. That’s not a particularly tough or uncertain decision for retail managers like Jason. Setting appropriate staffing levels that meet the organization’s difficult holiday cost-optimization goals while ensuring the short lines and rapid, available support customers expect, however, is difficult. Jason was left to work out how these decisions might impact the bottom line and customer satisfaction, loyalty and brand advocacy.
Creating a culture of exceptional customer experience lies in the nexus, and struggle, between values and objectives.
“Explore your organization’s commitment to its CX values not in the comfortable center of each value, where decisions and actions are clear, but on the edges, where your brand’s CX values clash with each other or with other corporate objectives,” says Augie Ray, VP Analyst, Gartner for Marketers.