Actions that involve employees in the decisions and design of the customer experience are very necessary, as they are the people who know them best. The article presents the case of a company that implemented a transformation and coaching programme for all its staff to achieve a differential experience in their interactions with customers, which marked a before and after in their sales results.
As much as the management of a company is clear that customers are won over through a differential experience compared to the competition, we must bear in mind that each and every one of the people who are part of a company are the potential spokespersons of the company and, therefore, a fundamental part of the equation. We must therefore begin to realise the benefits of investing in transforming, training and involving all employees in a strategy focused on competing on the basis of customer experience, because no organisation can achieve success without the deep involvement of its employees.
This transformation must be based on the conviction of all employees that they must change, together with an individualised plan of what needs to change, a timetable with deadlines for implementing these changes and personalised monitoring. In addition, the specific changes to be made must have indicators whose measurement reflects their degree of implementation. Without these clear steps for all involved, company transformation processes become a source of frustration and conflict for the entire organisation.
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