As everyone begins to look quite similar in terms of products, prices, channels and service quality, the key question becomes: “How do we differentiate our brand to become and stay the preferred choice of our target customers?”

If we consistently deliver experiences that create distinctive emotions in our customers, then we can get a differentiated positioning in their hearts and minds, making us substantially immune to competitor attacks.  Yet, delivering such experiences is not an easy job at all.  Some key challenges to address are – how do we? :

  • know what our customers really want or what will make a difference for them? Most often, companies have different information sources to track customer needs and expectations. Yet, gathered insight typically shows improvement needs in many areas.  Given the limitations in resources, where should we focus to get the most impact on financial bottomline?
  • associate customer experience with our brand promise to make a sustainable differentiation in the market?Everyone is increasingly looking quite similar in terms of products, prices, channels and service quality; because competition can copy these features fairly easily. Customer experience emerges as the differentiation point to establish lifelong relationships with our customers that competitors cannot take away from us.  Then how can we make customer experience the main differentiating pillar of our brand promise?
  • engage our executives and employees to adopt a customer-centric way of working? We can invest in CRM systems, create customer experience divisions, re-engineer processes, etc. Yet, as experience has shown in almost all cases, human factor remains as the most important determinant of succees in customer centric transformation.  Then, how can we create awareness and a desire for change in our people and equip them with skills to deliver in a customer centric operating model?
  • build a simple yet effective governance structure for customer experience to deliver results starting from day 1? In most customer experience initiatives, companies are trying to implement lengthy roadmaps with many initiatives that depend on cooperation from many functions to work together. Unsurprisingly, it takes a very long time and the question remains in the end whether we have achieved what we wanted in the beginning as definition of success becomes blurry over time.  Then, how can we set up customer experience governance structure to ensure cooperation among all parties and deliver results from day 1?
  • ensure continuity of customer experience improvements? After initial successes in customer experience, the enterprise agenda typically changes to other areas and initial focus starts to fade away.  Yet, real impact from the established relationships with customers deliver benefits over the lifetime.  Then, how can we motivate our organization to stay on course and continue focus on customer centricity?