Published by: Lukkap

The client is the reason why there are organizations and the reason why people have a job to go to.

According to a Forrester report (2015) an improvement of a point in the average of the index CX of an industry, supposes a great increase of income for companies within that sector.

This translates into 65 million in additional annual income for a hotel chain Luxury, 118 million for a car brand of luxury and 175 million per year in new revenue for a service provider wireless Referring to analysis conducted by the Harvard Business Review, we found that an improvement of 1,3% in customer satisfaction scores equals an 0,5% increase in revenue.

The clients, therefore, should be the center of attention of each business, because without them there is no business. According to Sam Walton, founder of Walmart, "There is only one boss: the client. And he has the power to fire everyone in the company from the president down, simply spending his money somewhere else ». That is precisely why many organizations are devoting so much time and effort to redefining and redesigning the Customer Experience.

Now, when we talk about Customer Experience, we talk about analyzing what they live with us and improving more and more the services we offer, but is it possible to get ahead? Can we go from being a spectator to being the motor of the experience before Do our customers live it?

The Customer Experience is the direct result of the commitment and behavior of your employees. Under this perspective, the first thing is to understand that Our employees are also our customers, and understand and measure what they live - objective facts - and what they feel - subjective perceptions and sensations - in their relationship with the company, from the moment they are interested in the organization until the moment the relationship ends, what It will allow us to anticipate the needs of the client.

What is intended with the employee experience measurement model it is not to wait to have a problem to try to solve it, but to understand the causes that can cause them. For example, this model allows us not to try to solve a problem of high turnover that already affects the business and that will cost us to cut, but to anticipate the same understanding of the experience that the employees have been passing through and that may be the cause, in case of not solve, that they decide to leave the company. If we respond to certain key questions, proactively, - what have they experienced in our company so that they prefer to leave ?, what has caused this exit ?, have all experienced the same? - We can understand the causes beforehand and anticipate a possible exit, without having to wait for the exit interview.

It all starts with the employees

When we talk about developing a Customer Experience model, we talk about a process-based activity, paying attention to the components that create the desired result. The growth of an organization and success comes from quality products, reasonable prices, strong customer service and employees who personally care about offering an extraordinary experience at all times. When an organization creates a first-class Employee Experience, the likelihood of a superior Customer Experience increases exponentially. When the Employee Experience is poor, the client is likely to see the effects. That's why we talk about Employee Experience = Customer Experience.

If we have a workforce of committed people, who feel respected and appreciated and who trust their leaders enough to take risks and invest emotionally in the organization, their Customer Experience will be created as a result of the Employee Experience. If, on the other hand, you do not have the base of great people who care about providing an excellent experience and improving the lives of customers, all the technology and systems in the world will not prevent the Customer Experience from losing money. .