The lack of metrics, as well as the absence of meaningful benchmarks within organizations around customer experience and loyalty, is something that is of concern to many of the brands we speak to at Loyalty360. This lack of metrics presents a challenge as to how customer loyalty and customer experience is discussed internally, socialized, and reinforced within organizations.
 
The brands that seem to struggle most with the lack of metrics tend to be over reliant on technologies that claim to address the CX/loyalty challenge, yet with the lack of the internal vision and alignment the focus on technology ends up making the situation worse. Additionally, the brands that rely technology often don’t have a process mapped out internally for success.
 
This road map should include alignment of internal stakeholders, product and services, a clear understanding of how the customer should be engaged, and an appreciation of the needs and wants of that customer. The focus on technology without metrics or standards makes the opportunity for success even more challenging.
 
It’s hard to change an entire organizational culture, but many brands we speak with excel at that while some do struggle with that. For example, <Altice> has worked to transform a staid and traditionally unfriendly and unfocused customer experience process into a new paradigm. Traditionally, ISP’s and cable companies are not lauded for their efforts to engage, listen, or particularly care about their customers, as geographic preference led to oligarchies.
 
The merger of Suddenlink and Cablevision could have meant the status quo for their customers, with Cablevision customers being traditionally more urban and having a need for a higher speed and better quality offering could and Suddenlink more rural and a lesser product offering, yet we see a brand that completely changes the paradigm to focus on a greater service offering.
 
The need for alignment is a challenge that we continue to see. A brand with a simple offering such as Chicken Salad Chick, consistently out execute in product and delivery yet never lose focus on alignment. As such, their offering is predicated on having the best chicken salad to offer. They don’t want and to compete with burgers, pizza, or subs. That alignment is the reason that Chicken Salad Chick (only having about 100 locations to date) has been able to circumvent the fast-casual restaurant slow-down that many of their peers are facing.
 
While tempting, competing on price is a race to the bottom, and without metrics and a deep internal focus and external understanding, compounded by a lack of metrics, the pareto principle will remain and probably worsen. Roughly 80 percent of the brands will struggle, while only about 20 percent will succeed. We as an industry need to focus on this in a comprehensive manner. 

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