Forrester reports that to succeed at customer experience (CX), companies must design outstanding experiences and the ecosystem to deliver them. Leadership must demonstrate the business value of CX as a discipline and lead its adoption across the organization.
At IWCO Direct, the foundation of our CX philosophy is delivering a high-quality product on time. Those seven words sound simple, but it requires a collaborative effort across disciplines to manage all processes internally and externally. To achieve outstanding experiences for our customers, our CX teams must be proactive and in command of a highly dynamic and complex chain of events.
In order to provide the most effective support structure for our customers, our CX teams are organized by vertical market to provide a support network that is unsurpassed in the industry. We determined that small teams, led by those with a proven ability to educate, evaluate and demonstrate leadership, are improving our customers’ experience. Technical expertise is also important and valued, but is not necessarily the most critical attribute of the team leader.
Developing the Skills and Processes of Our CX Teams
We’ve invested in talent management and team coaching to expand expertise across our CX teams. The first step was to provide education about communication styles to improve team effectiveness. Knowing whether you are an “empathizer” or a “driver” impacts how you communicate and how others can communicate more effectively with you. This is key, as our account managers act as the hub of the IWCO Direct wheel, interacting with multiple spokes (disciplines) to accomplish daily tasks and long-term strategies for our customers.
One of the biggest changes we’ve made over the past 12 months is replacing a reliance on “tribal knowledge” with a consistent, documented Business Process Management (BPM) approach. We moved from a tome of paper-based documents to an online resource with interactive materials that allows users to visually navigate through a job’s workflow to find the information needed. This online resource also enables cross-training to ensure “business as usual” during vacations, illnesses and other staff changes and events. It may seem counter-intuitive, but a more structured approach is making us more flexible because knowledge is not just shared on request, it’s available to all when needed. (Watch for an upcoming blog on BPM in a few weeks.)
As our clients’ marketing campaigns become more complex, successful onboarding of their programs becomes even more essential. Our CX focus and philosophy is evident in a few of our recent onboarding initiatives, including a video of mail being loaded on trucks to help our client celebrate the successful launch of a brand-new program. Once again, we delivered a high-quality product on time.
If you’d like to learn more about our approach to structuring our CX teams, or share your experience, please drop me a line.
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