5 things to do to create a culture of value-based delivery of service

Understanding the perception of customers allows the adoption of an outside-in perspective that can be a compass to successfully achieving important strategic objectives. This requires the understanding of customers’ perceptions not only by one part of the organization, but by the entire chain of value adding sections. Customer loyalty and employee satisfaction can be one of the immediate results and the same results will reinforce themselves for more customer loyalty and more employee satisfaction. Having an outside-in perspective embedded in every level of the organization enables an objective value-driven judgement of performance and unprecedented offerings. But what are the required steps for creating a culture that will bring these results?

 

  1. Gather information at every interaction touch point: Closed feedback loops at interaction points significantly increase the improvement potentials of offerings through customers’ inputs. Having closed feedback loops predisposes that at each interaction point there is a mechanism developed that enables the reception of how the customer experiences the specific interaction. That could be in the form of feedback text input, mobile eye-tracking or any other technique that helps to grasp what the customer thinks during the interaction.
  2. Create actionable knowledge from the gathered information: Receiving and understanding the input of customers can lead to improved value propositions, more added value through servicing and eventually to increased growth rates. The perception of customers about an organisation, is one of the fairest representations of the value that the organisation is offering. Furthermore, by determining a solid representation of the value offered to customers along with their perceptions about the value offerings, it is possible to understand the deviation of the value intended to be offered and the value that is actually delivered.
  3. Finely balance effectiveness and efficiency. Streamlining internal processes to reduce cost through higher efficiency is of course good for the organisation’s bottom line. On the other hand, organizing for the convenience of the customer and addressing their challenges is what really delivers value to Customers in the service business. An internal performance indicator only measures an operation and gives it a numerical representation of what is good for the organisation, but it not necessarily gives an indication of whether the particular operation is the right thing to do from the customers’ perspective.
  4. Distribute decision making power: People at the front-line, working directly with customers understand better how to keep customers happy. Giving them decision making power will ensure the incorporation of the customer satisfaction factor as a main decision-making criterion. This will eventually lead to a more customer-oriented judgement.
  5. Empowered Personnel: Since there is a structured way now to manage the experiences of customers and the expectations that they develop, Employee Experience also becomes more rewarding. The approach of taking a more comprehensive representation of how value is perceived, can lead to a much better understanding of the customer from the employee. Consequently, this can mean that there is less uncertainty in the interactions and improve the relationship between representatives and employees.

 

In order to understand what is good for the customer, a more comprehensive view is needed that takes into consideration all relevant dimensions. Such a view usually starts from an outside-in approach and therefore, a representation can be developed of all the perceived value of the offerings. Learn more about how to develop a culture that is customer oriented and discover how to develop value-based delivery of services.

Achieve organisation wide improvements of Customer Experience