ist magazine October 2022
Feature
deliver within the promise, then start measuring the gap of the next promise. However, if you aren’t delivering on your main promise, then your mission is to focus on closing the gap, every day being 1% closer to delivering on your promise. If you are wondering where to start to measure, it is as simple as asking your customer/employee “Did we deliver on (insert your promise)?”. Then follow up by asking what was the impact of us delivering/not delivering as expected? Step 3 Share the Stor ies Companies worldwide send out surveys, and you probably will too, as you measure the gap. But don’t be one of those companies that send out surveys and then keep all the data locked up. The power of step 3, Share the Stories, is in sharing with your team and cele brating the impact of delivering on your promise. The celebration of delivering on your promise reinforces what great looks like and the behaviors required to achieve success. However, it is also important to share, just as broadly, the stories and the impact on customers when you fail to deliver on your promise. This not only reinforces the value of delivering on the promise, it provides a clear coaching point. An opportunity to identify, and fix, what processes, systems or tasks create the break in delivering on your promise. By following these three steps you will build a business that has loyal raving fans, a business that continues to evolve, stays relevant and grows. ■
Each of these steps applies to custom ers and employees equally. If you don’t know where to start, start with your employees’ experiences. Investing in improving your employees’ experience will undoubtedly result in increased productivity and improved customer experiences. Step 1 Def ine the Promise Ok, step 1 actually comes in 2 parts and starts with defining what you mean by the words customer/employee experience. Defining what you mean by the term(s) and ensuring every Team Member understands it, is crucial. Part 2 of step 1 is to define what you promise to deliver for your customers/employees. Every day people check in to 2-star hotels, and fly low-cost airlines, while at the same time people are checking-in to 5-star hotels and flying first class. In both instances, there are companies that make a profit and those that don’t; the difference is clear. Some companies compete on price, and others, who win, win by delivering consistently on the experience that their ideal customers are drawn to and are willing to pay for. So don’t be afraid of defining your promise and sharing it broadly, there are customers who will choose your company, and your promise over your competitors if you deliver on your prom ise consistently. But beyond prospects and customers being drawn to your promise, the super power of defining your promise is that every Team Member will understand that above all else their priority is to deliver on the promise. Step 2 Measure the Gap(s) So you’ve defined what you promise to deliver to your customers; there may be multiple promises, and now is the time to measure the gap between the prom ise(s) and the reality. To get started, just measure the gap between one of your promises. Your main promise. For example, if you promise to deliver your product within 24 hours, start measuring how often you actually deliver within 24 hours. If you 100% of the time
The three fundamental
steps are: 1 – Define
the Promise; 2 – Measure the Gap(s); and 3 – Share the Stories
About Jason S Bradshaw
Jason started his first busi ness at the age of 14, differ entiating himself by the ser vice he provided. For the last 3 decades, he has worked with some of the world’s most
recognizable brands, improving the experience to transform the business. Jason is a best-selling author and is considered a global guru on cus tomer experience and a leading authority on expe rience management. www.jasonsbradshaw.com
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October 2022 istmagazine.com
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