Does your organisation hold a common view of the customer experience? Does everyone know what it looks like when it is done well? What are you willing to give up to get it?
These questions frame the development of a customer experience vision for any tourism business.
Shared by KC Blonski of AchieveGlobal at the recent Singapore Experience Conversation, it continues on from my previous post. Then, I shared about the importance of the people aspect of the service business, the need to manage all aspects of a customer interaction, and the importance of being proactive in owning the experience.
After defining one’s vision, one should next consider the customer relationship process. This can be mapped out based on the following:
Beyond managing by design, companies also need to manage by variability. What this means is that they should look at ways to vary the treatment of customers in various circumstances by empowering employees to do so, equipping them with the right skills and budgets.
The next aspect to consider is organisational support. Customer experience is not just a frontline job! Everybody needs to get in on it.
Here, leaders need to throw the weight of the entire company behind any customer experience effort. They should ask the following questions:
In the strategic implementation of a customer experience strategy, a company’s communication, commitment and execution must also align with one another in order to be successful.
Here, the following mnemonic device provides a useful way to think about it:
Summing up, an organisation’s customer experience strategy can be crystallised into 5 key components:
In essence, you should build the emotional connection with guests such that your brand is top of mind. Focus every aspect of your business on the guest. Ensure that your people, processes, and systems are in place to support this.
Let me conclude with this quote from Walt Disney:
“You can design, create and build the most wonderful place in the world. But it takes people to make the dream a reality.”