Creating Unified Customer Experiences

There was a lot of speak during this week’s Enterprise 2.0 Conference about formulating one patron experiences. Questions being bantered around enclosed who should possess a one patron knowledge and what record should be deployed to safeguard a one patron experience.

Of course, and as Tom Asacker (@tomasacker) justly forked out in a tweet, we can never emanate a one patron experience, as a patron knowledge gets shaped in a mind of a patron – not in a tangible transaction. That knowledge will be formed on a customer’s context that  is totally outward of a company’s control.

But presumption that what is meant is to try to offer a unchanging patron experience, as it would be witnessed by a neutral spectator – it is engaging to see how many people concentration on a company’s hardware, people and infrastructure, and don’t speak most about a company’s software, a culture.

As we (hopefully) concede some-more and some-more people within your classification to correlate with your customers, prospects and detractors, we will dramatically increase a series of touch-points between your association and a marketplace. If it also your idea to humanize a knowledge with your association by permitting employees to be themselves and not to sound like corporate automatons, we will also boost a chances of unsuitable user experiences.

So how do we conduct that patron knowledge opposite those mixed and opposite touch-points?

Technology and organizational shortcoming might play a role, though a elemental thing we have to have in place for any of this to work is a right corporate program – the right culture. And we can change enlightenment by adopting, and by vital by, a elementary set of values. Do like Dell, where a elementary values are “be open, be transparent, be simple, and be caring,” or Jetblue, where a values are “safety, caring, integrity, fun and passion.” At Jetblue it allows them to envision how frontline employees with conflict to a patron problem within 97% correctness – there is no program or organizational structure that would do that for you. There are of march other examples of companies doing that right, including a Ritz and Best Buy.

But how are those values opposite from your vision, mission, values, beliefs and other corporate papers that are mostly useless?

At those companies where they work, everybody lives by their values. It forms a DNA of their culture. If we can't live by those values a classification will eventually repel you.

In those companies where it does not work, nobody, including a executives who spent fortunes on formulating them, could recite their values, let alone live by them. They are a invalid set of difference that gets used in a annual news once a year.

Culture will trump anything in this large-scale amicable age, as it always has.

This essay was creatively posted by Francois Gossieaux on: http://www.emergencemarketing.com/2011/06/25/creating-unified-customer-experiences/