Many companies today are aggressively seeking a customer-centric approach to their business strategies. From the old days of a rather overly simplistic approach of “you’re doing us a favor by being our customer,” to a new paradigm that places the needs and wants of the customer first and the company’s needs and wants second.
Or is it?
In my view, there are two core dichotomies that exist as the primary business philosophy when it comes to customer experience. The understanding that without a customer-focused approach, a business will lose customers to a competitor offering superior customer experience is now a top-of-mind concept with most CEOs. But is this shift truly driven by a desire to enhance customer experience for the benefit of people, or is it just a means to boost profit?
Some may argue that the two are one and the same, but I disagree. The fundamental intention at the core of this shift in customer experience is what determines the real motive behind the change and affects the long-term survival of a business.
At the heart of this matter is truth, trust, and the foundation of any relationship. We all know that businesses exist to make money by providing products or services that people either need or want. But it’s the core underlying intention behind the customer experience that determines the long-term success of the business and the customer relationship.
In essence, I’m asking whether the primary driving force of customer experience is purely the pursuit of financial gain where people are seen as profit generators, or whether it genuinely seeks to positively influence people’s lives, with profit being the by-product.
The difference is that the first approach, driven by profit, keeps the company’s interests at heart, while the second has people at the center of the customer experience strategy.
Here’s where things get tricky—both types of companies may invest equally in implementing an upgraded customer experience program and provide high-quality customer experiences across all touchpoints. So, the real question is for us, the people involved.
Do we really care about the driving force behind a great customer experience?
If we get what we want, when we want it, and how we want it, does it matter if the company’s intention is genuine? Does it really matter whether that company is genuinely committed to delivering a stellar customer experience, or just wants to ensure it gets more business from us?
If we, as people, felt like the customer experience we just had was, “Wow! What an incredible experience! The staff was amazing, the store was awesome, and I really felt like they cared about me!” would we be concerned if the motive was profit-driven rather than a genuine desire to enhance our experience?
Would it bother you if you discovered that you were seen purely as a metric—a measurement of financial gain—and that the incredible customer experience you just had was carefully orchestrated to give you the illusion of being valued, when in reality, it was all about extracting your money?
Much like a seduction.
I was once told that the easiest way to seduce someone is to tell them what they want to hear. Once you’ve gotten what you want, the interest fades—unless you want to keep up the illusion. Eventually, the truth comes out, and the relationship ends in disappointment.
The same can be said for customer experience. When people eventually realize that the company has no genuine interest in their well-being, despite an initially positive experience, they will part ways and seek out businesses that offer a truly authentic relationship from the start.
Some may view this as a cynical perspective, but there is evidence to support it. The gathering of intelligence on customer experience through research helps businesses manipulate how people perceive them and their approach to business. In today’s competitive marketplace, with similar products and prices, the primary differentiator is now customer experience quality.
This is why customer experience has become critical for companies seeking to retain current customers and capture market share. And, ultimately, the power is in the hands of people.
Now, more than ever, people have the power to influence companies.
We can demand excellent customer experiences and communicate our feelings about those experiences to our personal networks. Those personal recommendations carry weight and influence. This is why businesses are investing in customer experience—because they know that survival rests on delivering outstanding experiences that people will share with others.
Love your people.
If you are a decision-maker in your business and have identified that a shift to a people-centric strategy is the “Elixir of Life” for your business, my advice is to make it real.
Understand that authentic concern for people means treating each and every customer with the same respect and sincerity you would show your closest friends. Every customer should feel valued, and your strategy should reflect this commitment.
A successful customer experience strategy ensures that every stakeholder across your organization is treated as a person, not a metric. There will always be ups and downs in any relationship, but if these challenges are handled with integrity, the long-term success of the business-people relationship is inevitable.
In the end, a great customer experience is about building relationships that last. Businesses that commit to delivering genuine experiences for people will not only earn more profit but will also create loyalty, trust, and long-term success.
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